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The OECD Programme on Local Economic and Employment Development LEED and Forum of Cities and Regions

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Title: The OECD Programme on Local Economic and Employment Development LEED and Forum of Cities and Regions


1
The OECD Programme on Local Economic and
Employment Development (LEED) and Forum of Cities
and Regions.Development Agencies Review
Series Review of Laganside Corporation, Belfast,
2006 Greg Clark and Debra MountfordINTA
Oct 2006.
2
The OECD LEED Programme an intergovernmental
approach to local economic development.
  • 23 years of experience working to
  • to improve the quality of public policy
  • to promote the exchange of experience and the
    diffusion of innovation
  • to provide assistance for member and non-member
    countries
  • LEED Partners Club
  • 4 Fora including Cities and Regions.

3
Themes of the OECD LEED FCR work
  • Economic Strategies for Cities and Regions.
  • Development Agencies.
  • Financing Local Development.
  • Hosting global events as a catalyst for local
    development.
  • Research, Seminars, Reviews, Publications.

4
Delivering City and Regional Economic Development
  • A strong international repertoire of local
    economic development models.
  • A holistic process dependent on all levels of
    government.
  • Need for learning, and not copying.

5
Development AgenciesNo single model.
  • A global phenomenon.
  • 1,000 development agencies in Europe and 2,000 in
    North America
  • Different starting points
  • Europe, North America, Asia, Latin America,
  • Different constitutional contexts.
  • Different freedoms and flexibilities.
  • Comprehensive, niche or sectoral.
  • Defined territories.
  • Public/Public, Public/Private, Private/Private.
  • Governments, Business, Trade Unions, Community.
  • New partners emerging.
  • Different missions, objectives, and priorities.
  • Governance roles? Instrumentation roles? Joint
    Venture roles?
  • Why chose an agency or corporation over a
    governmental office?

6
Rationales/Purposes for Development Agencies
Value Added Principles
  • Crisis response.
  • Organising vehicle for implementation.
  • Business like, investor facing.
  • Leverage external investment.
  • Address a special area or territory.
  • Independent identity, or pooled identity.
  • Outward facing and promotional.
  • Flexible systems and procedures.
  • Unencumbered by other missions.
  • Particular legal or fiscal status.
  • Able to make transparent decisions about resource
    allocations.
  • Share risks and costs.

7
Development Agency Outcomes
  • Pace of response to investors/developers.
  • Scale of intervention possible.
  • Reputation and credibility of city negotiators.
  • Costs and risk sharing opportunities.
  • Value and benefit capture opportunities.
  • Unlock under-used assets.
  • Increase efficiency in land, property, and local
    investment markets.
  • Overcome co-ordination failures arising from
    fragmented jurisdiction.
  • But these advantages dont exist in isolation
    from wider context, they are part of it

8
Distinctive Features of development Agencies
  • Economic roles
  • Build markets by acting within them
  • Entrepreneurial, risk and cost sharing,
  • Assets, investment, marketing, infrastructure,
    planning, promotion.
  • Outside normal ambit of Government.
  • Implementation roles
  • Dedicated professional teams. Un-distracted by
    other mandates. Monitor progress and impacts.
  • Innovation. New tools, new approaches, new
    partners.

9
Distinctive Features of development Agencies
  • Leadership roles
  • Set out a strategy towards a new future.
  • Galvanise the instincts of leaders.
  • Translate multiple visions into coherent
    programme.
  • Co-ordination/Governance roles
  • Territorial co-ordination.
  • Cross border, cross tiers, cross sector
    organising.
  • Independent broker/leader role.
  • Shared ownership.

10
A LEED approach
  • An OECD Review provides an Agency, City, or
    Region with
  • The opportunity to have their progress reviewed
    by an international team of experts.
  • To have their successes and good practices
    documented and widely disseminated.
  • To engage in a pro-active and forward looking
    dialogue to reshape urban economies.
  • To contribute to international policy debate

11
OECD Review of Laganside Corporation
  • 17 years of action.
  • Pre-dates the recent growth of Belfast.
  • Context was complete lack of market confidence.
  • River Lagan was former artery of the city, but
    had been polluted and then rejected.
  • River banks were no go area.
  • Origins were Urban Dev Corporation, master
    planning, and major re-engineering.
  • Laganside wind up agreed for 2007.
  • Role of OECD Review to learn lessons and capture
    knowledge.

12
What kind of development agency?
  • Laganside Corporation, based on UK UDCs
  • Central Government Organisation with Independent
    Board.
  • Tightly defined redevelopment area.
  • Concentrate investment.
  • Tackle derelict and polluted sites.
  • Attract investment and jobs.
  • But,
  • No planning powers.
  • No enterprise zone.
  • Limited asset ownership.

13
OECD review of Laganside Corporation The
assessment.
  • An enormous contribution to the economic and
    social conditions in Belfast and Northern
    Ireland.
  • A unique local delivery vehicle.
  • Many agencies throughout OECD countries have
    pursued strategies based on infrastructure
    investment, brownfield redevelopment and job
    creation.
  • A challenging political, economic and social
    context makes its achievements even greater.

14
The Economy
  • It has successfully pursued its economic role
    within the city and region.
  • An important actor in stimulating the local
    economy and effectively working with the private
    sector.
  • Nurturing confidence and trust in a failing
    business environment was crucial to the overall
    success of the agency.

15
Leadership
  • Meaningful leadership role within the city.
  • Three highly effective Chief Executives,
    appropriate for each stage of the Laganside
    strategy have ensured that an idea became a
    reality.
  • A small and dedicated team, loyal to the
    organisation throughout its life has clearly
    added to its success. a catalytic role for
    dialogue and co-operation amongst all
    stakeholders.
  • It has not overplayed its hand at any point or
    assumed a level of authority in the city that it
    did not have.

16
The Board
  • Diversifying the base of support of the
    Corporation. This included being ambassadors for
    the corporation, and bringing in new talent.
  • Reaching out to different interests and
    constituencies..
  • Providing a challenge function to the executives.
  • Managing risk. The Board had to ensure that the
    Corporation stayed solvent and avoided costly
    errors.
  • Championing quality and sustainability of
    outcome.
  • Providing continuity in the context of change.
    There were many changes that occurred over the 17
    years, The Board gave the Corporation its sense
    of purpose and its open-ness and flexibility.

17
Implementation
  • Creating and maintaining a dedicated team of
    experts was a priority at the outset.
  • The Laganside staff have successfully provided a
    public-private interface within the city that
    reinforces the added value of a special delivery
    vehicle such as Laganside Corporation to overcome
    institutional and political constraints.

18
In what sense is the job of Laganside
Corporation now complete and what more needs to
be done for Belfast?
19
Within the designated urban development zone
  • Major redevelopment has been achieved and looks
    sustainable.
  • New infrastructure that will maintain the new
    life of the river for many years to come.
  • Major sites that have been redeveloped with a
    substantial private sector contribution that will
    be maintained.
  • Improved city centre living and amenities, and
    Belfast city centre is now booming with other
    redevelopment projects.
  • Jobs and incomes within the city are vastly
    improved. There is access to employment for
    people who, only 10 years thought they might
    never work again.

20
Across the City Centre
  • There are multiple improvements and other major
    sites are well advanced.
  • A spreading of the regeneration effort and effect
    to other corners of the city, and led by other
    players.
  • Better integration of Belfast City Centre with
    the Laganside Regeneration area.
  • The Belfast CBD is now the centre of regional
    growth in Northern Ireland. The Belfast CBD is
    Northern Irelands CBD.

21
Throughout the City
  • The city is moving forwards economically. It is
    looking forwards to further progress on
    political, social, and democratic developments.
  • Major new sites for re-development are appearing
    and a desire to address them in an organised
    fashion is being expressed.
  • Other infrastructure gaps are now showing
    elsewhere in the city. Belfast needs the
    equivalent of Lagansides investment programme in
    several other parts of the city.
  • Many more ex-industrial sites are becoming
    available and the scale of the regeneration that
    is required is massive.
  • A need for a master plan for the city, and a new
    and co-ordinated approach to the management of
    physical assets, and the release of land to the
    market.

22
The Metropolitan Region
  • There is evidence of population change and
    changes in job locations.
  • Competition for investment is beginning to occur
    between local economies /municipalities and it is
    important that a clear national picture is
    developed to help shape investment optimally.
  • A need for coherence of planning policy, and some
    clear policy in relation to the role of the
    cities in future regional growth.
  • Belfasts regeneration is positioning it to play
    a central role in regional development, but it
    appears to be an open question as to what role is
    envisaged for Belfast within a regional picture.

23
Across Northern Ireland
  • Belfast is now an asset to Northern Ireland, it
    can be gateway for investment and visitors to the
    whole of NI and it supports the development of
    the national economy.
  • Belfasts improved performance also provides for
    better economic collaboration between Northern
    Ireland and other sources of growth.
  • It can act effectively as one end of a growth
    corridor linking Belfast and Dublin and it can
    also be a important link with cities such as
    Glasgow, London, Cardiff, and Edinburgh, as well
    as with cities throughout Europe and north
    America.

24
Key lessons from Laganside
  • Phasing of regeneration over 17 years.
  • Sticking to the task.
  • Building confidence in the future.
  • Market and investors.
  • Community.
  • Quality of urban design.
  • Place and destination making.
  • Building shared spaces.
  • Employment.
  • Community.
  • Linkages across the city.
  • Wider issues for Belfast and NI to address going
    forwards.

25
To Conclude
  • Laganside Corporation has done its job.
  • The area for which it was responsible will not
    require fundamental regeneration again for at
    least 50 years.
  • It has become a place of opportunity for all
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