lse forum on led - 2012

LSE FORUM ON LED - 2012
STRATEGIES AND TOOLS FOR LED
Learning from ILS LEDA and U.N. experience
Giancarlo Canzanelli
London, Colombia
10 March2012
COMMON CHARACTERISTICS OF LOCAL ECONOMIES IN
WEAK AREAS
In Dominican Republic, there is a long tradition and know how in coffee crop,
with a strong competitive advantage due to its good quality.
They sell them to national and international intermediaries, who use them for
various industries and enrich themselves by paying a pittance.
In Lebanon, the producers of lebaneh of the Bekaa Valley are suffering from
competition from producers in Israel and Cyprus who can sell the same yogurt
not original in Europe and the U.S.
In the Velez valley of Colombia a special guayaba exists with a unique flavor due
to the presence of seven different microclimates, but farmers are in perpetual
conflict with the processors and prefer to sell the fruit on the street earning very
little.
In the region of Valona (Albania), there is a long and internationally recognized
tradition of polyphony, but the lack of strategy and policy for attracting and
retaining young people to this art is going to determine the end of it.
Relational
Capital
Competitive
Advantage
Coffee
Dominican
High between
the farmers
Low in the
value chain
Know How
Labneh
Lebanon
Low in the dairy
farms
Low in the
value chain
Artisan
Tradition
Guayaba
Velez
Colombia
Medium
between the
farmers
Low in the
value chain
Biodiversity
High between
the people
Low in the
value chain
Tradition
Polyphony
Albania
Quality
Know How
Know How
Culture
Know How
Obstacles
Low productivity (profesionalism,
technology), and food security
Lack of industrial production
Entrepreneurship
Marketing
Scarce food security and quality
Absence of a brand and marketing
Scarce Productivity
No access to services (finance)
Poor ability to consultation
Lack of brand and marketing
Poor access to credit for the
capitalization and mechanization
Plant Diseases
Poor internal market
Young people do not learn the art
Lack of a strategy for
internationalization
THE UNDP ART LEARNED LESSONS
1. The local actors shall define and share strategies for long term sustainable and
inclusive development, able to provide the platform for harmonising
investment, initiatives, and projects.
2. The economic added value could better results from valorising the
endogenous potential and the typical production and culture, in competitive
and sustainable way.
3. Sustainable competitiveness is achieved through determining social equity,
environmental protection, and continouos innovation.
4. Smme are the backbone of the economic development, mainly if they are
clustered in value chains.
5. It is fundamental to establish a structure able to translate the strategies and
plans in concrete actions, and to provide comprehensive services to the
population and the administration.
The structures ART Initiative has been promoting Local/Territorial Economic
Development Agencies (LEDA), as public-private and self-sustainable
structures.
6. Strategies for territorial marketing and territorial innovation systems are more
effective than individual efforts.
7 . Territorial development strategies shall always be linked to national strategies,
that are build on the inputs from the local strategies
SETTING UP A STRATEGY FOR VALORIZING ENDOGENOUS POTENTIAL
SUSTAINABILITY OF
ACTORS
ECONOMIC
TOWARDS
Social Sustainability
Environmental
Sustainability
Institutional Sustain.
TERRITORIAL
DISTINCTIVE
AND
STRATEGIC
POTENTIALITIES
FACTORS
STRATEGIC
HUMAN
DEVELOPMENT
Economic
Sustainability
PLAN
OBSTACLES
CAUSES OF THE
OBSTACLES
HOW TO MAKE IN PRACTICE THE TERRITORIAL SUSTAINABLE COMPETITIVENESS IN 9
STEPS
1
Assess the endogenous competitive potential
2
Build up the local partnership and the relational capital
3
Share the priorities and strategic plans through the local partnership
4
Build up value chains for valorising the strategic resources and improve their
performance
5
Include the most disadvantaged people in the value chains for production and services
6
Establish a sustainable and comprehensive system (LEDAs) for supporting TED
7
Realise sound territorial marketing strategies and brands, and innovation territorial
systems
8
Coordinate strategies and actions with the national government, and establish links and
networks with national governmenta and actors
9
Realise international partnerships with other territories
Sustainabilty strategy Environmental
sustainability
Economic sustainability
Presence of enterprises
Presence of services
Value of the needed
investment
Potentialities of the value
chain
Entrepreneurial skills
Environmental policies
Environmental behaviour
Environmental protection
Infrastructure
Social sustainability
Education policies
Generated employment
Social inclusion and equity
pursued
Diffusion of the resource
in the area
Gender equity potential
Institutional
sustainability
Resource identified as
strategic by the public
authorities
Cooperation between the
enterprises and the other
sectors
Presence of favourable
laws and regulations
Participatory governance
PROCESS AND INSTRUMENTS
NATIONAL POLICIES
TERRITORIAL
DEVELOP.
STRATEGIES
LEDAs
Local Finance
Social Inclusion
Valorization endogenous
potential
National Regulations for
supporting LED
strategies
Value Chains Building
Intergovernmental
Coordination
Territorial Planning
Capacity building polices
Territorial systems for
innovation
National networking
COMPREHENSIVE
SERVICES
INTERNATIONALIZATION
Internal Marketing
Image identification
TERRITORIAL
External
andNETWORK
THE marketing
ILS LEDA
OF LEDAS
MARKETING
communication
Evaluation and
Monitoring
International territorial
partnerships
Project financing
International Marketing
PROMOTED BY
THE UNITED NATIONS (www.ilsleda.org)
OECD recommends local development to be
orchestrated as:
A partnership activity between public, private, and
institutional sectors, with substantial vertical and horizontal
collaboration on the public sector side, and where stakeholder
engagement is both effective and efficient;
A long-term effort and shared strategy (that will also produce
important progress within short time pans)
An activity supported by appropriate organizational vehicles such
as a territorial development agency, that is customer and
investor - oriented
OECD recommends the definition of the LEDAs as the one proposed
by ILS LEDA, that is:
A local development agency is a legal, non-profit structure,
generally owned by the public and private entities of the
territory, through which local actors plan and activate, in a
shared way, initiatives for territorial sustainable and
inclusive development; identify the most convenient
instruments for their realization; and enhance a coherent
system for their technical and financial support, with
special reference to the weakest part of the population.
THE ILSLEDA NETWORK
OF THE LEDAs
Bosnia
Herzegovina
•  Travnik (1997)
Dominican
Republic
Guatemala
Serbia
Albania
•  Valverde (2000)
•  Dajabon (2000)
•  Monte Plata (2000)
•  Seibo (2009)
•  Ixcan (1993)
•  Huehetenengo (1996)
•  Chiquimula (1999)
•  Novi Sad (2002)
•  Kragujevac (2004)
•  Skhodre (2001)
•  Vlore (2003)
Lebanon
El Salvador
•  Chalatenango (1992)
•  Morazan (1992)
•  Ademmis (1994)
•  Apopa (1994)
•  Sonsonate (2004)
Nicaragua
•  Granada (1991)
•  Leon (1993)
•  Jinotega (1994)
•  Ocotepeque (1992)
•  Intibuca (1993)
•  Valle (2002)
Ecuador
•  Azuay (2004)
•  Quito
•  Crecer
•  Manabi
•  Corpoambato
Argentina *
•  Rafaela
•  Santa Fe Network
* Associated LEDAs •  North (2010)
•  Bekaa (2010)
•  Dahyeh (2010)
•  South (2010)
Honduras
•  Rueda (South
Province -2008)
•  Bengo (2001)
•  Bengele (2002)
•  Kuanza Sul (2001)
Colombia
•  Velez (2005)
•  Metropolitana (2005)
•  Urabá (2005)
•  Oriente Antioquia (2005)
•  Nariño (2004)
•  Cauca (2005)
•  Dinosaurius (2005)
•  Antioquia
•  Casa del Agua
•  Valle Tensa
• 
Bolivia
Uruguay
•  La Paz (2010)
•  Oruro (2010)
Sri Lanka
•  Ribera (2008)
Angola
Mozambique
•  Sofala (1999)
•  Manica (1999)
•  Matutine (2002)
•  Nampula (2004)
•  Zambezia (2004)
South Africa
•  Nkomazi (2002)
•  Limpopo (2010)
www.ilsleda.org History of LEDAs ILS LEDA
PDHL
APPI
PRODERE
Strategic focus on
value chains and
prioritization of what
provides territorial
development with
sustainability
They are focused to
faclitate local Smme
development for
favoring the economic
inclusion of the
poorest
2 ART
Territorial
development is linked
to national policies,
and the LEDA role is
recognized as
strategic propeller.
Human development
features are included
as strategic
performace
2 I QUAL
More Human
Development
Strategic Territorial
Marketing
Territorial Syetems
for innovation
Social and solidarity
Economies
Green Economies
2 1991-1998
1999-2003
2004-2009
2010-?
1 genera3on 2 genera3on 3 genera3on 4 genera3on TYPICAL SERVICES FOR LOCAL ECONOMIC DEVELOPMENT
Territorial Animation
ý Territorial diagnosis for identifying
economic potentialities;
ý Promotion of a favorable climate for
entrepreneurship
ý Promotion of value chains
ý Support to the disadvantaged population
ý  Desk for women entrepreneurship
Support to planning
Business Services
ý  Support of feasibility studies
ý  Technical, managerial and skill
training
ý  Information system
ý  Promotion of innovation and
technological exchange
ý  Support to credit access,
financial tools (Guarantee Funds)
Territorial Promotion
ý  Support to territorial planning of
local administrations
ý  Territorial marketing
ý  Territorial brands
ý  Information systems
ý  Elaboration and implementation
ý  Internationalization promotion
ý  Support to international
of strategic projects
ý  Coordination Project Task Team
partnerships
RECIPROCITY
INTENSITY
MICRO
MESO
MACRO
AVAILABLE
RESOURCES
PARTICIPATION
UNITY
AREA : Preferably relative to administrative boarders)
ADEL= Instrument FOR PUBLIC POLICY Needs for Fruit na Vegetables value chain (V.C.) development ɛ = mv2 Min. Agricoltura m1 Crops moderniza7on Storage centers Urban Market Centers LEDA Quality control ɛ 1 Produc7ve Transforma7on New businesses compel7ng the V.C. Technical and technological assistance Commercial Assistance Min. Economy ɛ 2 m2 Cer7fica7on Marke7ng V2 Min. Employment Min. Educa7on Assistance to exort m3 m4 Territorial Brands ɛ 3 ɛ 4 Training for employment Scien7fic and technologic Research Training for entrepreneurship Promo7on of entrepreneurial culture m5 Min. Social Affairs ɛ 5 Social Inclusion Promo7on of Asociacia7ons Total Budget LEDA sustainability: Examples VELEZ ACUDIR REDASP AULEDA MORAZAN services contracts
sale services
projects
shares
Financial management
services contracts
sale services
Projects
shares
Financial management
services contracts
sale services
Projects
shares
Financial management
services contracts
sale services
Projects
shares
Financial management
services contracts
sale services
Projects
shares
Financial management
The ILSLEDA main 8 principles for the success of a LEDA for
human development and Millennium Goals
1 It is comprised by public and private actors, including economic, social, cultural, and communitarian sectors 2 It relies on an ac7ve and proac7ve balanced execuUve board, with strong internal cohesion 3 It works for enhancing an equitable, human, sustainable, and inclusive development and the Millennium Goals 4 It is able to implement local and naUonal government strategies 5 It provides comprehensive services to the local popula7on and ins7tu7ons, mainly aimed at valorizing the socio-­‐economic and cultural endogenous resources, and par7cularly to disadvantaged people and micro, small, and medium enterprises, but also to local government, and local NGOs 6 It has a medium-­‐term financial plan that ensures self-­‐sustainability, through diversified sources of income 7 It has skilled human resources to implement its ac7vi7es 8 It is networked at na7onal and interna7onal level with similar structures. Quality Brand for LEDAs working for human
development
Eurada - ILS LEDA are implementing the I-QUAL program
certifying LEDAs’ performance are coherent with the human
development objectives, with the support of the UNDP ART
Initiative
I-QUAL concerns 24
variables and 75
indicators and assigns
the
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100 90 80 70 60 50 40 30 20 10 0 The Leda Profile Social Capital
Relational Capital
Area de
excellence
Area of suficience
Technical Capital
Financal Capital
Area de risk
Operational Capital
Portfolio
Strategic Capital
LEDA CRITICAL
q  Territorial Approach
q  Strategic Approach
q  Managerial Approach
q  Operational Approach
q  Sostenibility Approach
Enfoque territorial
q  Vision Departamental:
El departamento es la institucionalidad critica para la planificacion,
donde hay masa critica de recursos para la competitividad sostenible
y la economia de escala de los servicios
q  Articulacion departamental
En funcion de la optimizacion de la cobertura d los servicios en todo el
departamento, evitando fragmentacion, fracturas, falta de cobertura
Opciones.
Una adel departamental,
Una adel departamental con oficinas regionales
Una red departamental de ADEL regionales
Una ADEL bi-departamental, con los actores locales de ambas areas
como socios (caso de exepcion)
Reference:
http://www.ilsleda.org/usr_files/papers/7_how_to_define_040926.pdf
Enfoque estratégico
q  Coherencia con estrategias departamentales
Adel como instrumento de elabopracion e implementacion de los
planes departamentales
q  Articulacion de la politica publica
Adel como instrumento de territorializacion, optimizacion y coordinacion de
laìos programas publicos sectoriales
q  Actualizacion del plan estratégico de la misma ADEL
q  Desarrollo Humano
Vision del desarrollo como compatibilizacion de competitividad (ventajas
competitivas, equidad social, y proteccion del medioambiente)
Referencias:
http://www.ilsleda.org/usr_files/papers/4_diagnostico.._296399.pdf
http://www.ilsleda.org/usr_files/papers/16_resco_guidel_745358.pdf
q  Internacionalizacion
Relaciones con otras ADEL (red nacional)
Relaciones continuas con ILS LEDA
Enfoque gestional
q  Clara definicion de los roles
Fuerte Junta Directiva (rol de direccion, orientacion y control) Excelente
gerente (rol de ejecucion y artioculacion)
q  Adocion de un manual de gestion
Para definir la normas de funcionamiento
Referencia:
http://www.ilsleda.org/usr_files/papers/14_leda_managem_066938.pdf
q  Auto-Evaluacion de las prestaciones
Continuo monitores sobre resultados e impacto, a tarvés de analisis de la
satisafccion de los usuarios y la certificacion (Programa IQUAL)
Referencias
http://www.ilsleda.org/usr_files/papers/14_leda_managem_066938.pdf
http://www.ilsleda.org/usr_files/documents/iqual_presentationnov_2011_859291.pdf
q  Visibilizacion de la ADEL
Continua atencion a la comunicacion y marketing de la ADEL
(Relacion con consejos, gobierno, fiesta anual, radio, media etc.)
Enfoque operativo
q  Definicion de los servicios
Analisis de de la demanda y oferta de los servicios de parte de los usuarios
Opciones:
Oferta baja o no calificada: ADEL cubre la demanda directamente
Oferta calificada: ADEL como articulador/harmonizador de la oferta
Oferta insuficiente: Una combinacion de las dos antacedentes
Referencia: Herramienta Ilsleda
q  Matriz operativa
Clara definicion de la matriz servicios-usuarios-herramientas
Referencia:
http://www.ilsleda.org/usr_files/papers/6_manual_operat_976867.pdf
q  Gestion de las competencias
Internalizacion, a través del roaster de las comopetencias territoriales
Externalizacion, a travès de la formacion de unidades
especializadas
Sostenibilidad
q  Adopcion del plan financiero a 5 anos
q  Diversificacion de las fuentes de ingreso
q  Capacidad proactiva de gestion de fondos y negociacion
Capacidad de formulacion e implementacion de proyectos
Monitoreo continuo de las oportunidades
Enredamiento internacional
SERVICIOS DE UNA ADEL PARA EL DESARROLLO ECONOMICO TERRITORIAL
Servicios de animación territorial e
inclusion social
ý Diagnóstico territorial para identificar las
potencialidades de desarrollo
económico;
ý Promoción de un clima favorable para a
cultura empresarial
ý Promoción del asociacionismo y de
agrupaciones de empresas en cadenas
del valor
ý Apoyo a la población en desventaja
ý Ventanilla para la promoción empresarial
de las mujeres
Servicios de apoyo a la planificacion
Servicios a la producción
ý  Elaboración de estudios de factibilidad
técnica y económica;
ý  Formación técnica, gestional y
profesional
ý  Realización de acuerdos con los
bancos para facilitar el acceso al
crédito de la populación en
desventaja; Fondo de garantias
ý  Promoción de la innovación e
intercambio tecnológico
Servicios de promoción territorial
ý  Apoyo a la administracion publica
ý  Marketing del territorio
ý  Priorizacion de proyectos
estrategicos, y gestion, incluso
busqueda de financiamiento
ý  Marcas territoriales
ý  Cracion de banco de proyectos
ý  Sistemas de información
ý  Gestión de los proyectos estratégicos
ý  Promoción de la internacionalización y
de las alianzas internacionales
Condiciones mínimas para la creación de una ADEL 1.  Interés y compromiso de los actores más relevantes en un trabajo colec7vo: Governación, Alcaldías, actores produc7vos (gremios o redes de campesinos, artesanos, Pymes, servicios turís7cos), actors sociales (asociaciones o redes o ONGs, de grupos comprome7dos en el desarrollo social y mediombiental), a través de la conformación del Grupo Promotor. 2.  Definición clara de los obje7vos, y de la misión, incluyendo el enfoque combinado de la compe77vidad, sostenibilidad social y medioambiental del desarrollo. 3.  Definición clara de las ac7vidades/servicios prioritarios. 4.  Elaboración de un plan financiero (costos e ingresos anuales) de la ADEL, para por los menos tres años, con indicación de los recursos comprome7dos por los actores locales, y ar7culación entre inversión necesaria y plan de arranque. 5.  Atender un territorio con sufiociente masa cri7ca de recursos para su compe77vidad sostenible. (no menos de 200,000 Habitantes) Instrumentos para crear las condiciones minimas Condiciones
Interés y compromiso de • 
los actores
• 
Instrumentos
Análisis de las necesidades prioritarias de los actores para el
desempeño de su compromiso hacia el desarrollo del territorio
Síntesis de las demandas
Definición de los objetivos, • 
y de la misión
Talller de identificación compartida y firmada de los actores locales, a
través de una síntesis de las evaluaciones individuales
• 
Diagnóstico de las potencialidades económicas del territorio, y de los
obstáculos para su desarrollo (Método RESCO de ILS LEDA)
• 
Taller de identificación de la misión, de acuerdo a los objetivos y al
resultado del diagnóstico
Definición clara de las • 
actividades
Análisis participativa de la demanda y oferta de servicios de parte de las
entidades locales, a travès de encuentros con los usuarios y los
provedores de servicios (Método TESSY de ILS EDA)
Plan financiero
• 
Identificación de las pioridades
• 
Compromiso en recurso de los actores locales • 
Análisis costos, de acuerdo al desempeño de las actividades
priorizadas www.ilsleda.org
www.ideassonline.org
Thank you !!!!! GIANCARLO CANZANELLI ILS LEDA CEO [email protected] www.ilsleda.org Facebook: ilsleda