Tools for Regional Development

Thomas WobbenRepresentation of Saxony-Anhalt to the EUBoulevard Saint Michel 80B-1040 BrusselsE-mail: thomas.wobben@lv-bruessel.stk.sachsen-anhalt.de

Saxony-Anhalt

Saxony-Anhalt in the Heart of Europe

The Challenge: Human Capital and InnovationQuelle: Berechnungen isw Institut gGmbH

Key factors for competitivenessSME innovation capacity directly linked to:

Co-operation with other firms: firms learn best from other firms

Co-operation with the public sector and the R&TDI intermediaries & Infrastructures: technology centres, universities, polytechnics, business services

Translate knowledge into GDP:

Innovation Strategies are an efficient instrument to create Regional Innovation Systems = territorial systems that efficiently create, diffuse and exploit knowledge than enhances regional competitiveness

Regional bottlenecks regarding networking and clustering in Saxony-Anhaltdestruction of previous (formal and informal) business networks during the process of economic transformation after German unification (typical for this kind of transformation process)lack of personal contacts/information about partners/actors in the regionlow willingness for co-operation (no moderators available, lack of mutual trust)lack of interregional contacts (low export orientation)lack of spill-over effects of major regional investment projects for local businesses

Challenge of Halle/Leipzigaround 2.7 Million inhabitants economic entity overlapping two German Lnder (Saxony and Saxony-Anhalt)high population density, high economic concentration of enterprises in the chemical and energy sectormajor economic restructuring taking place since 1991: more than 160 investment projects over 25 MECU each were realised since 1991 amounting to 34 Billion EURO (total amount of investments in the region: 50 Billion EURO)new sectors were developed, such as pharmaceuticals or information-technologies and media services

Tool: Networking for Innovation step-by-step confidence building measures in the region (personal contacts)

integration of leading companies/science institutions in the networking exercise and close interaction between network activities in working groups and a joint steering group

efficiency orientation in the network actions

close involvement in the innovation and regional policies of both regional governments/parliaments/monitoring committees

Chemical Industry in Central Germany:

7 chemical siteshighly interlinkedin three German regionsThe physical network

Setting up joint working groups on site development in Central Germany

CeChemNet as a networking example

from regional networking

to

interregional co-operation

Tool: Regional Management SystemPartner:

City of Halle 6 counties around Halle

Working Structure:

Steering GroupRegional Conference (annually)Regional Association (for co-operation project)Regional Forum for Central Germany (political platform)Business Initiaitive Central Germany (business initiavtive)

Regional Management

Coordinating office (rresponsible for the day to day management)

Objective of the Regional Management SystemObjective:

Promote regional thinking versus focus on individual interestsInclude urban and rural dimensionDefine joint priorities and carry out joint planningConsensus building and joint articulationRegional Management as an initiator for joint co-operationRegional Management as a tool for interregional co-operation

Tools:

Regular Meetings of decision makersPartnership of local authorities, businesses and civic societyInformation and joint campaignsRegional and interregional Benchmarking

Business Initiative Central Germany

ConclusionsRegional co-operation is essential for efficient regional development

Regional partnerships can have an impact on regional development strategies

Success orientation and delivery are crucial for sustainability

Business can play a major role in overcoming local barriers

There is no golden rule everybody has to find once own solution

But there are a lot of experiences to learn from

Thank you for your attention!