Local Economic Development
Part 1: Introduction of VNG International by Chris van Hemert Country Programme Director Country Programme Director
Background International Cooperation Agency of the Association of Netherlands Municipalities Association of Netherlands Municipalities (VNG): • 1912 : Established by 28 municipalities • 1950 : All Dutch municipalities are voluntary members • Lobby & advocacy (e g government Parliament trade unions civil (e.g. government, Parliament, trade unions, civil society) • Service provision • P latform for exchange
Worldwide network of local g government organisations g • VNG International established in 1993 in VNG International established in 1993 in response to worldwide requests for VNG’s expertise and experience • United Cities and Local Governments (UCLG) and Council of European Municipalities and d C il f E M i i liti d Regions (CEMR) Chair of Committee on Decentralised Cooperation and Chair of Committee on Decentralised Cooperation and City Diplomacy; Chair of Capacity and Institution Building Working Group Working Group
Mission ‘Committed to strengthening democratic local government democratic local government worldwide’
Organisation • Headquarters in The Hague • Project offices in target countries • Local project staff • Daughter organisations in: Czech Republic (MEPCO) Czech Republic (MEPCO) o o South Africa (CMRA) o Mexico (PROLOCAL) Mexico (PROLOCAL) o o Tunisia (CILG) o • The Hague Academy for Local Governance The Hague Academy for Local Governance
Areas of Expertise • Decentralisation & Intergovernmental Relations Decentralisation & Intergovernmental Relations • Management & Finance • International Cooperation • Infrastructure & Services • Association Capacity Building ssoc at o Capac ty u d g • Conflict Prevention, Peace Building & Post Conflict Reconstruction
Target Group With a ‘governance’ approach, focus on: • Local governments (staff and politicians) • Local government associations (leadership and staff) • Local government training institutions • Ministries of Local Government, line ministries • Decentralisation task forces in central government institutions • Staff of bilateral and multilateral donors, St ff f bil t l d ltil t l d development organisations
Our Approach • Tailored to the specific needs, context and counterparts counterparts • Practical local government experience • Three interrelated levels: individual Three interrelated levels: individual, organisational, institutional • Colleague-to-colleague cooperation method
Products & Services • Project management • Grants administration / Funds management • Advisory services / Consultancy Ad isor ser ices / Cons ltanc • Trainings and short courses g • Study tours / internships • Project formulation, monitoring and evaluation • Policy research / Benchmarking
Where is VNG active Active in over 45 countries Active in over 45 countries
Past activities of VNG in Palestine • 1996 – 2004 Establishment of and support to the Association of Establishment of and support to the Association of Palestinian Local Authorities (APLA) • 2003 – 2012 Municipal Alliance for Peace in the Middle East (MAP) at the request of APLA and Union of Israeli Local Authorities (ULAI) to support cooperation between Authorities (ULAI) to support cooperation between Palestinian and Israeli municipalities • 2007 – 2011 LOGO South Programme, predecessor of LGCP • 2012 – 2012 P Programme formulation for Belgian Development f l ti f B l i D l t Agency (BTC) on regeneration of historical centres
Local Government Capacity Programme (LGCP) g ( ) • Objective: “Capacity of local governments and local government associations is developed” government associations is developed • Funded by the Dutch Government y • Individual country programmes: Benin, Burundi, Ghana, Nicaragua, Rwanda, South Africa, South Sudan, Uganda, and Palestinian Territory. • LGCP objective in Palestinian Territory: “Increased capacity of Palestinian municipalities to enhance, organise and institutionalise Local Economic Development”
How is LGCP implemented? Programme formulation g Each country programme developed by mixed • team of national and international experts Capacity building Experts • (e.g. local government officials, private sector professionals, VNG staff, external experts) Study visits • Coaching & mentoring • • Workshops & trainings
Part 2 Part 2 Local Government Capacity Programme (LGCP) and Local Economic Development p by Paul Munters by au u te s Consultant for VNG
LGCP theme Core theme is: “ Local Economic Development” - The National Development Plan 2011-13 focuses on the private sector to induce the creation of jobs on the private sector to induce the creation of jobs and the education system for a vibrant knowledge- based economy. - Strengthened municipal capacity will contribute to creating an enabling environment for economic ti bli i t f i development and food security
Aim of Local Economic Development • L Local Economic Development l E i D l t - Local = “Round here” Local = Round here - Economic = “Food on the table” - Development = “More and better” More and better Development “How we provide more and better food round here, especially for those who need it most”
Approach LED It is a process by which public business and non It is a process by which public, business and non- government sector partners work collectively to create better conditions for economic growth and create better conditions for economic growth and employment generation. Swinburg, Goga and Murphy, Local Economic Development: A Primer Developing and Implementing Local Economic Development Strategies and Action Plans (2006)
Properties of LED • Mobilizing different partners in a local area • Working together using local resources • N No single model i l d l • Based on local needs and circumstances. • • Create an enabling environment Create an enabling environment • Equitable and balanced economic growth • Pro-poor and inclusive Pro poor and inclusive (2011 Cardiff Consensus on LED) ( )
Roles of Local Governments • Service provider: traditional role including capital investment • Regulator: regulate the actions of others to ensure a common good g • Catalyst: create conducive environment • • Entrepreneur: engage in investment attraction Entrepreneur: engage in investment attraction, place marketing and joint ventures
Example of Tasks Task Local Conditions for LED Stimulation of LED Government Land Recording property provides security of Recording properties needed for administration d i i t ti ownership hi d development plans and to issue tenders l t l d t i t d Legislation Efficient authorization of licenses and Compliance to and transparency of permits influences business climate tender procedures Public register Public register Needed for adequate planning and for Needed for adequate planning and for Necessary for development plans and Necessary for development plans and valid prognosis award tenders to businesses Absence of Increase safety for investments and Secures safety to private business and corruption optimal allocation of resources /or costs Development Provides security for investors and Needed before a development plan can Plan brings interconnected functions together be implemented, investments will be done and tenders will be issued Physical Allow for transportation of people and Public private partnerships and tenders infrastructure goods, drinking water, water disposal, for private businesses electricity, electronic networks, etc. Land Policy Allows for obtaining land properties and Buying and selling land supports expropriation implementation of development plans Service Delivery Collection and disposal of waste in Public private partnerships relation to development of tourism, etc.
LGCP Objective j Increased capacity of selected Palestinian municipalities to enhance, organise and i i liti t h i d institutionalise Local Economic Development Implementing partner: • M Municipal Development and Lending Fund (MDLF) i i l D l d L di F d (MDLF)
Result 1 Demonstrated commitment to improve Local Economic Development services in selected Economic Development services in selected municipalities Selected municipalities have identified key LED priorities and related services in a participatory manner in alignment with their Strategic Development and alignment with their Strategic Development and Investment Plans (SDIPs) 23
Result 2 Increased capability of selected municipalities to institutionalise LED services institutionalise LED services Selected municipalities have increased capacity to develop and operationalize LED strategies in line with develop and operationalize LED strategies in line with municipal Strategic Development Investment Plans (SDIPs) and on the basis of self-defined LED priorities; Selected municipalities have increased capacity to develop municipal profiles in line with SDIPs and on the b basis of self-defined LED priorities. i f lf d fi d LED i iti 24
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