The OECD LEED Programme Local Economic and Employment Development

1
The OECD LEED Programme(Local Economic and
Employment Development)

• Debra Mountford, Senior Policy Analyst, OECD
  LEED.ILEX Regeneration Conference, 21 May 2009

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LEED created 27 years ago in response to
economic reconstruction and rising unemployment

• With a Mandate to
• improve the quality of public policy, both
  economic and social, designed and implemented at
  the local level
• assess and propose methods for the growth of
  high-quality self-employment and entrepreneurship
  as a means of local economic development and
  employment creation
• serve as a critical link both between local,
  national and international actors
• analyse and promote forms of local partnership
  between the private, public and non-profit
  sectors with the aim of supporting local economic
  and social development.

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Local Economic Development

• makes an important contribution to national
  economic performance.
• is not like other local municipal services, it
  is
• A market facing activity operating over longer
  timeframes
• With broader geographies than municipal
  boundaries
• Aimed at stakeholders who are often not local
  citizens/voters
• An activity that needs public-public,
  public-private, and private-private co-ordination
• Requiring wide collaboration, which demands
• Exceptional leadership skills amongst local
  government leaders and their partners.

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Delivering local development - Why Development
Agencies?

• 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.
• Economic crisis

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Distinctive features of LDAs

• 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. Project management skills.
  Financial skills. Monitor progress and impacts.
• Innovation. New tools, new approaches, new
  partners.

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Distinctive features of LDAs

• 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
• Help fragmented territory achieve co-ordination.
• Cross border, cross tiers, cross sector
  organising.
• Independent broker/leader role.
• Shared ownership.

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What Agencies should aspire to

• Being world class to help reshape an economy.
• Being well equipped to face future challenges.
• Conscious of its role within the city and
  internationally.
• Never be afraid to innovate

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Agencies that have shaped places and changed lives

• Laganside Corporation
• Barcelona Activa
• Milan Metropoli
• Bilbao Metrolopli 30
• Johannesburg Development Agency

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Defining the fundamentals - Barcelona Activas
ABC

• Brains
• Airports
• Roots
• Cohesion
• Entrepreneurship
• Leadership
• Openness
• Network
• Ambition

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And the ABC for Derry-Londonderry?

• Your Regeneration Plan to reshape your future
• Delivered by ILEX URC and stakeholders