sequencing of led initiatives jörg meyer-stamer

Sequencing of LED initiativesSequencing of LED initiatives

Jörg Meyer-Stamerjms@mesopartner.com

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!