Développement économique et création d'emplois locaux (LEED)

Presentations - 10-12 November 2008

 

Material from the Capacity Building Seminar for New and Nascent Local Development Partnerships in Central-East and South-East Europe
Trento, Italy, 10-12 November 2008

 

OPPORTUNITIES AND CHALLENGES FOR LOCAL DEVELOPMENT GOVERNANCE AND THE ROLE OF LOCAL PARTNERSHIPS

Local partnerships undertake a range of activities, such as fostering co-operation amongst local development actors, developing synergies between different initiatives, and proposing ways to improve current practice. They conduct strategic planning exercises, set common objectives to reach better outcomes, and implement local development strategies. Often supported, and sometimes initiated, by government, local partnerships contribute to making policies more adaptable to local needs and more effective in their delivery.

 

 

The role of local partnerships in local development. Insights and lessons from OECD countries
by Mike Geddes, Local Government Centre, Warwick Business School, University of Warwick, United Kingdom

 

Local development, governance, and partnerships: some general prepositions and country findings
by Andrea-Rosalinde Hofer, OECD LEED Centre for Local Development, OECD

 

FROM CO-OPERATION TO PARTNERSHIP

Local partnerships should be strategic and at the same time in close contact with beneficiaries and the wider community to contribute effectively to the local development agenda. Effective partnership depends on robust democratic institutions and practices at both local and national levels. Although locally oriented, finding the right level for their operations tends to be difficult for partnerships, especially in the case of a two tiers local government. A lack of dialogue amongst the core strategic stakeholders may lead to uncertainty about respective roles and responsibilities, which, in turn can result in duplication or unhealthy competition.

 

 

Partnerships in Romania
by Maria Rauch, Competences Development Project, Equalmünchen GmbH, Germany

 

Partnerships in Bosnia and Herzegovina, Latvia and Serbia – carousel case studies

Bosnia and Herzegovina
by Sefik Veladzic, Local Action Group for “Una-Sana” Region, Bosnia and Herzegovina

Latvia
by Inga Krekele, Daugavpils District Partnerhsip, Latvia

Serbia
by Dragan Milutinovic, The Timok Club, Serbia

 

What makes successful approaches in joining up locally?
by David Galliers, LAA, The Regional Partnership Centre, Birmingham, United Kingdom

 

Afterwork - Do you want to know more?

We had an optional work&drink session where David Galliers and Andrew Harrison shared during an informal workshop what are the positive and negative behaviours that can help or hinder partnership working and how a performance management self assessment tool would work.

Download the material

 

HOW TO INTRODUCE AND MAKE PERFORMANCE MANAGEMENT WORK?

Local partnerships need to demonstrate the added value of their work, and governments need to monitor and evaluate the contribution of partnerships in terms of progress made on development priorities and governance improvements. A prerequisite for performance management and evaluation is a robust and trustworthy evidence base at local, regional and national levels. To make use of the evidence base, guidelines that local partnerships can follow in managing their performance and in monitoring and evaluating their work will need to be established by national governments. Also of importance is the provision of adequate financial and human resources, or the introduction of an incentive system.

 

 

Rational and key elements of performance management in the work of local partnerships
by Andrew Harrison, GFA Consulting, Birmingham, United Kingdom

 

Participating in policy design and delivery - why and how
STUDY VISIT TO ROVERETO

 

Representatives of the Autonomous Province of Trento (PAT), the Municipality of Rovereto, civil society organisations and the business sector discussed in a round table how and why participative democracy has emerged in Trentino. The Autonomous Province of Trento has initiated in 2004 the local implementation of the AA 1000 standard – an initiative that aims to increase sustainable development through accountability, that is, to make policy processes participative. The Municipality of Rovereto is one of the pilot geographic areas participating in the process.

Social responsibility, sustainability, accountability: the strategies of the Autonomous Province of Trento
by Luciano Malfer, Director of the Social and Housing Policies Department, Autonomous Province of Trento, Italy

 

Adoption of the standard for social responsibility AccountAbility 1000 in the planning of social-welfare policies: the experience of the Municipality of Rovereto
by Aurelio Cunial, Head of the Social Activities Service, Municipality of Rovereto, Italy

 

DEVELOPING A NATIONAL SUPPORT FRAMEWORK

Recent OECD work confirms that the role of central government and its agencies is crucial for local partnerships to become more firmly embedded in local governance and to maximise their contribution to local development. Most important this includes the establishment of sufficient action space for partnerships in legislation, the provision of clear but flexible and locally-responsive policy guidance to establish the framework for local partnership, the establishment of communication channels and mechanisms to enhance, manage and monitor local partnership performance, and, in some cases, the provision of core funding for the partnership to fund its management structure and training.

 

 

National governments and local partnerships: guiding, supporting, capacity building
by Mike Geddes, Local Government Centre, Warwick Business School, University of Warwick, United Kingdom

 

National support frameworks in Finland and Bosnia and Herzegovina

Finland
by Erja Lindberg, Central Uusimaa Partnership, Finland

 

Bosnia and Herzegovina
by Renata Radeka, UNDP Bosnia and Herzegovina

 

What we have learned and what we want to share

 

 

 

 

 

 

 

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