Sequencing of LED initiativesSequencing of LED initiatives
Jörg [email protected]
The orthodox approach to The orthodox approach to sequencing LEDsequencing LED
Club du Sahel / OECD
UN-Habitat
World Bank
European Union
ILO / UNOPS
The ECOLOC approach The ECOLOC approach
The ILO approach The ILO approach
LED sequence in EU-supported LED sequence in EU-supported projects in Bosniaprojects in Bosnia
The UN-Habitat approach The UN-Habitat approach
Sequencing of LED InitiativesSequencing of LED Initiatives(Result of workshop with stakeholders in South Africa)(Result of workshop with stakeholders in South Africa)
Diagnostic / Analysis
Leadership
Implementation
Identification ofprojects +planning
(some)Objectives
Strategy
Assets +Potentials
Accessto fundsFacilitation
Administrative+ logistical
support
Impactmeasurement
Supportsystems
Mindset +Motivation
Learning
StakeholdersCoordinating
body
A simple framework to A simple framework to conceptualise LED approaches conceptualise LED approaches
Local Experiencewith LED
No Local Experience with LED
You have credibilitylocally
You havelittle or nocredibility
locally
ILO sequentialapproachHABITATapproach
Focus atquick-winactivities
ExploratoryactivitiesLearning
cycle
ILO sequentialapproach
or PACA
Dimensions of sequencing in LEDDimensions of sequencing in LED
Launching LED in a location for the first time
Sequencing a specific LED initiative
Sequencing an LED project
...and the all too frequent real approach:
1. Training and capacity building2. More training and capacity building 3. Strategic planning4. More strategic planning 5. Adjustment of strategic planning to
changed framework conditions 6. Training of the new officials that
have been appointed in the meantime
A simplified typology of territorial A simplified typology of territorial economies economies
Strongstructures
Weakstructures
Sustainedgrowth
Stagnationor Decline
Decliningterritory
Thrivingterritory
Marginalisedterritory
Emergingterritory
Approaches to territorial Approaches to territorial development development
Strongstructures
Weakstructures
Sustainedgrowth
Stagnationor Decline
Decliningterritory
Thrivingterritory
Marginalisedterritory
Emergingterritory
Territorial
Change
ManagementTerritorial
UpgradingInitiative
The mesopartner approach: The mesopartner approach: Conceptualizing LED as an Conceptualizing LED as an iterative learning processiterative learning process
Rapidappraisal (PACA)
Planning forquick implementation
Implementation
AssessmentReflection
AdjustmentPlanning for newaction
Implementation
Implementation
AssessmentReflection
AssessmentReflection Adjustment
Planning for newaction
Crisis of fragmentation
The European experience: The European experience: Successful LED is an iterative Successful LED is an iterative processprocess
Source:Conceptual lessons from the LEADER programme(territorial develop-ment in rural regionsin the EU)
The mesopartner perspective The mesopartner perspective
Launching LED in a location for the first time: Use PACA to get the
ball rolling quickly = start a learning-by-doing process
Introduce the Compass of Local Competitiveness after some months
Introduce GENESIS later
Sequencing a specific LED initiative: Use PACA or GENESIS
to identify projects Use the Compass
framework to manage the initiative
Build-up
Kick-off
Fieldwork+ ResultsWorkshop
PresentationEvent Way-
forward
Implementation of quick-winactivities
PACAFollow-upWork-shop
Implementation of nextround of activities
(including more complex inter- ventions)
GENESIS StrategyFormulation
Targeted PACA- Exercises to opera- tionalise
GENESIS
Implementation of catalytic projects plus
continu- ation of quick- win activi-ties
quick-win projects
Month Activities1
6
12
18
24
30
quick-win projects
more ambitious
projectsquick-win projects
quick-win projects
quick-win projects
catalyticprojects
Institutions
Project management
LED Forum
LEDAgency
Effects
CredibilityMotivationLearning
Trust
Coordi-nation
AmbitionCompetence
Professio-nalisation
Using PACA to initiate a territorial Using PACA to initiate a territorial development initiativedevelopment initiative
Lack ofcommunication
Distrust
Possible structure of a Two Year Possible structure of a Two Year PACA ProjectPACA Project
February Start build-up
March First PACA Exercise
April Implementation
May Implementation
June First appraisal
July Implementation
August Focussed PACA Exercise
September Implementation
October Implementation
November Second appraisal
December Implementation
January Implementation
February Third appraisal
Launch GENESIS
Implementation
Complete GENESIS
Focussed PACA Exercise
March
April
May
June
Implementation
Implementation
Fourth appraisal
Implementation
July
August
September
October
November
December
Implementation
Fifth appraisal
Year 1 Year 2
Highlighting facts + percep-tions about thelocal economy
Aligning information andperceptions
Identifyingopportunities
for joint action
Learningby doing
Starting with LED: Starting with LED: The learning cycle in PACAThe learning cycle in PACA
ParticipatoryDiagnostic orAudit (PACA, RALIS)
Performancemanagement:The Compass
Strategy:GENESIS
Awarenessbuilding and
training:SkilLED
Connecting the mesopartner Connecting the mesopartner ToolsTools
What is the sequence of activitiesWhat is the sequence of activitiesin a PACA?in a PACA?
Preparation:* Advance
info* Hypotheses
Kick-off
work-shop
Findings-Workshop:Elaboration
of Diagnostic + Proposals
Interviews
Mini-workshops
Presen-tation
of Diag-nostic +
Pro-posals
Imple-mentation
PACA-Project
PACA-Exercise (2-3 weeks)
Fieldwork (1-2 weeks)
Scottish Enterprise
Assessing Results
Securing Resources
Recognising Best Placed
Leaders
Focusing on
Priorities
ImplementingAction Planning
Developing Strategy
*Stakeholders include partners in industry, academia, education, research, government and other appropriate institutions
Supporting Dialogue & Networking
Learning and leadership
Gathering Data- benchmarking- global trends - scenarios
Engaging Stakeholders*
Collaborating with Stakeholders
Picturing the Cluster
Scoping
Initiating
Assemble Resources
Learning from good practice: Learning from good practice: The Scottish cluster approachThe Scottish cluster approach
Adapting the Balanced Scorecard to PACAAdapting the Balanced Scorecard to PACAThe Compass of Local The Compass of Local CompetitivenessCompetitiveness
Territory PACA (local) Compass
Local sub-sector A
Compass
Local sub-sector B
Compass
Local cluster CCompass
Project 1Compass Project 2
Compass
Regional value chain PACA balanced
scorecard
Value chainproject ACompass
Value chainproject BCompass
Project 1Compass Project 2
Compass
Economic impact:* business retention* creation of jobs and income* generation of start-ups
LED learning:* LED skills accumulation * alignment of goals and objectives* systematic M+E
External perspective:* distinctive locational profile* improved locational marketing* better standing with funders* stakeholder relationships
LED Process: * competent public service * membership-driven Chamber and business associations * effective communication between key players
A possible Compass of Local A possible Compass of Local Competitiveness Competitiveness for the PACA localityfor the PACA locality
Economic impact:* business retention* creation of jobs and income* generation of start-ups
LED learning:* LED skills accumulation * alignment of goals and objectives* systematic M+E
External perspective:* distinctive locational profile* improved locational marketing* better standing with funders* stakeholder relationships
LED Process: * competent public service * membership-driven Chamber and business associations * effective communication between key players
The Compass perspective: The Compass perspective: Possible quick-wins with PACAPossible quick-wins with PACA
Similarities between LED and Similarities between LED and business evolution: an analogy to business evolution: an analogy to Griener’s modelGriener’s model
Phase NetworkLassoKick-off
FocusSegment activities
Delegate responsib.Pro-forma strategy
Get projects undercontrol
formulate strategy
Get LED projectsmoving
Governancepattern
Central informationexchange, decentral
responsibilities
Clear distribution oftasks and responsib.Creation of Agency
Informal
M+E EmergingformalizationInformalInexistent
Rewardsystem
Identification withproject objectives
Latitude of decision
Discipline + sufferingSalary
ExcitementPersonal motivation
Crisis Network failure
Mushrooming co-ordination and
strategizing effortDe-motivation of
volunteers
FragmentationLack of co-ordination
Thank you for your attention! Thank you for your attention!
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