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Urban Municipalities Providing Leadership in Regional Economic Development: New Wine in Old Bottles? Old Wine in New Bottles? Just Stop Whining and Do It?!
MNL Urban Summit, St. John’s, March 1-2, 2013
Rob Greenwood, Ph.D.Executive Director, Harris Centre
Outline
• Strategy vs Structure• Moving forward• Your role?• Discussion
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Regional Development: Strategy vs. Structure
Strategies:• Infrastructure• Human resource development• Social Development / Healthy Communities• Investment attraction• Entrepreneurship / SMEs / Innovation• Creative Class / Place Making• Clusters / Learning Regions• Community/Regional Development: place
based; capacity building
Regional Development Strategies
• Place Making: an integrated approach – driven from the local / regional (?) level Identity, Civic Engagement, Public Space,
Amenities matter – a culture of planning? your identity / narrative: “insulates you
from selling out” “make a covenant with your place” build on what you value; discover it; be
true to it: what do you want to hug?!
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Regional Development Strategies:no “place” without economic drivers • You’ll have nothing to hug if you don’t have products or services to export (except as cottage country)
• There are products and services that can be successfully produced in our regions
• Labour market shortages = high productivity is job one
• Functional regions enable pooling of labour, business, markets, governance capacity
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Regional Development: Strategy vs. Structure
Structures:• Federal and Provincial governments:
departments / agencies• Municipal / County / Voluntary Regional
Collaboration• Industry Associations / Cluster
Organizations• Community / Regional “Third Sector”
organizations
Organizational Structures for Development:Political Power vs. Political Will
Political Power
Political Will
Regional
Provincial
Federal
Denzil Doyle
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Specialized Knowledgevs. Local Knowledge
Specialized Knowledge
Local Knowledge
Regional
Provincial
Federal
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Check list of Organizational Capacity forRegional Development
• Fiscal Resources• Human Resources
• Leadership• Skilled Staff• Community Participation
• Legal Authority• Local Democratic Accountability/Legitimacy• Geographic Area• Time
Moving Forward• Firms learn to manage transaction costs
what do you do by yourself? what to you “buy” from others? what do you partner on: strategic alliances, consortia,
long-term supply chain relationships?
• Are communities the same as firms? “urban” municipalities don’t match functional regions
(can’t do everything in house) you are partnering with neighbours now are there opportunities being missed that new partnering
“tools” would help with? esp. with changed landscape of gov’t. support
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Charters? Accords? Covenants?
• Remember the Viking Trail Tourism Accord?
• Inter-municipal joints councils, coalitions, joint service arrangements MNL surveys of shared services: lots! Fredericton Alberta: Brooks & County of Newell; Palliser
Economic Partnership
• Formalized: BC Regional Districts; Quebec MRCs (Municipal Regional Councils)
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Charters? Accords? Covenants?
• Confirm who is at the table• Clarify purpose; being deliberate• Establish operating principles• Not establishing a formal structure, but a
vehicle for collective action• Driven by the members (not by fed./prov.
government(s); they may help facilitate; sustainable without them)
• Build – more – trust• Commit: sign your name, for your community,
matters12
Priority Matrix: start with achieveable common needs
Impa
ct
High
Low
Ease of ImplementationHard Easy
Do you want to make history, while we still can?
• The demographic reality is looming; we have 15 years to work with
• We have major projects generating opportunities
• We are rich in resources, that can be managed sustainably
• We love this place• If our urban municipalities don’t show
leadership, it’s not going to happen14
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Can you do it?Will you do it?
If not you, who?