JOENSSU, 13-14 SEPTEMBER 1999

REGIONS

Cornerstones for sustainable development


TOOLS

AVAILABILITY AND APPROPRIATENESS

LESSONS FROM PILOT PROJECTS AND RESEARCH

FILIPPO STRATI

SRS (Studio Ricerche Sociali) - Florence - Italy


 

Contents

  Introduction

The development of combining new theories and approaches to regional and local development based upon the principles of sustainability has made important advances in the last decade.

Several instruments have been experimented through innovative local initiatives (bottom-up processes) and by means of supporting measures (top-down processes).

Research plays a crucial and catalytic role for stimulating further development of such approaches, methods and tools.

Presently, different policy making levels (from the European Union to the national, regional and local dimensions) face an important challenge: how to combine an increasing number of approaches and tools in order to foster new paths of development that forge environmental, economic and socio-cultural sustainability.

It is not easy to give an exhaustive answer to this need.

Just navigating in the CORDIS system, nearly 1,600 projects can be found which relate to local and regional development, more than 700 regard sustainable development, 21% of them explicitly devoted to regional (and local) development.

Many sources are available to get a general idea of the effort that has been dedicated to meeting the regional and local development challenge:

A basic common factor is present in this very large amount of theories, approaches, methods and tools. This key component is a research foundation based on the analysis and comparison of several different "local contexts".


  Main topics considered by pilot projects and research

Topics can be roughly summarised in four headlines: conceptual framework; development process; local and regional dynamics; performance evaluation

Conceptual framework

Development processes

Local and regional dynamics

Performance evaluation


  Main methods and techniques adopted

Methods and techniques can be roughly distinguished in three main tasks-support: assessment, strategy planning, implementation

Assessment

Strategy planning

Implementation of programmes and plans (projects)


  Main types of tool-boxes

Often, the above methods are combined and supported by combination and integration of different disciplines, approaches and techniques.

They supply a set of instruments that can be summarised in the following main typologies of tool-boxes:

The above toolboxes are often supported by handbooks and, in a limited number of cases, by software.


  Main lessons from pilot projects and research

Some basic lessons seem to meet a common understanding and agreement. They pinpoint how:

These lessons are of a paramount significance not only for theoretical and methodological issues, but also for the practical aspect of the role of "tools" in terms of accessibility and applicability on the part of the "end-users" (public and private actors at local and regional levels).

To this end, it is useful and necessary to specify in a general and exemplified manner:

More sophisticated analysis can be made to identify needs and services according to individual actors, stages and steps, by means of appropriate matrices.

Main actors
  • individuals
  • social communities
  • firms
  • governments
  • interest groups and associations

 


(adapted from "Lessons form LEDA programme", LRDP, London, 1995)

A long series of studies, enquiries and empirical analysis demonstrate that:


Basic steps of project planning and management
           
          Diversification
        Maturity  
      Development    
    Start-up and launch      
  Project        
Ideation          
           

Main needs of the actors Basic requisites
Knowledge enhancement Acquiring knowledge and know-how
Context appraisal Assessing local situation and key factors in terms of strengths, weaknesses, opportunities and threats
Development agents creation Discovering local potentials for "change agents" who can lead significant initiatives
Animation Mobilising local contexts (communities and individuals) in order to conceive and organise new development initiatives
Problem definition Identifying real problems and clues for their solutions
Options enhancement Searching for new options and ideas (best practices)
Strategic change creation Identifying a development strategy in terms of Vision, Missions and Expected results
Co-decision enhancement Discussing and negotiating the development strategies with the relevant stakeholders in order to reach agreements on a shared strategy
Project plan Planning individual projects within the above co-decided strategy
Ex-ante assessment Assessing projects and initiatives ex - ante
Monitoring Assessing development performances continuously in order to change and adapt them to new needs, ideas and options
Ex-post assessment Evaluating projects and initiatives ex post in order to capitalise experience and to conceive new strategies

Basic services
  • Information
  • Orientation (animation and motivation)
  • Comprehension (learning and training)
  • Innovation (Research & Development)
  • Assistance (advice and counselling)
  • Capitalisation (transfer and amalgamation of knowledge, practices, experiences)

  Coming back to the results of research on SRD, we can discover that different tools address different services

Services

Tools

Information

Orientation

Comprehension

Innovation

Assistance

Capitalisation

Guidelines

X

XX

XX

XXX

 

X

Quantitative and qualitative modelling

X

 

X

XXX

 

X

Management frameworks

X

XX

XX

XXX

X

XX

It seems that a the more complete set of services is provided by tools for "management frameworks".

Maybe "management frameworks" constitute a way to connect theory, scientific elaboration and various types of modelling with praxis. They seem to be more appropriate for a direct utilisation in the field, by many practitioners. But they need to be supported, in any case, by specific training and learning.

In fact, "management frameworks" are not "ready-made" instruments at all and imply different degrees of knowledge, multidisciplinary integration and, in some case, very specialised know-how and skills. Just to give some examples, there are management tools based on:

Additionally, if we compare the services provided by other potential tools, other important observations can be made, those being that networks and dissemination materials have an important role in meeting needed services in the regional and local development struggle. This is particularly important regarding the creation of networks.

Services

Tools

Information

Orientation

Comprehension

Innovation

Assistance

Capitalisation

Networks

XXX

XXX

X

X

XX

XXX

Scientific journals

X

X

X

XXX

X

XX


  Some conclusions

As a general conclusion, "cognitive democracy" (E. Morin, 1999) is needed in order to empower individuals and communities, as a means of opening open options for "self-organisation" and "self-management":

In other words, research and day-by-day operational sides must interact and co-operate.

Some specific suggestions can be made:

1. A more systematic translation from knowledge to action

It should start with a persuasive inventory of available theories, approaches and tools in order to provide progressive amalgamation through multidisciplinary methods and to allow a permanent communication flow not only with "specialised" arenas of experts, but first of all with administrators, practitioners and the general public. What was initiated by the Symposium of Graz could proceed to comprehend different points of view, to create a common language and to disseminate knowledge, information and assistance.

2. A more systematic capitalisation of the main research results

It can start with a recognition of the many case studies (at local and regional levels) interested by various pieces of research, also with different aims and results. This redundancy is precious for elaborating and transferring information at different scales: spatial, temporal, organisational and actors related. It can help to gain support for holistic approaches and further development of multisciplinarity and knowledge amalgamation. In future, it can improve the possibility for integrating projects by using common contexts to address different topics of sustainability.

3. A more systematic relationship between research arena and existing networks involved in sustainable local and regional development

It is possible to favour integration of and collaboration between different networks.

A system of exchange can be organised as a "European-platform" looking at capitalising best practices, lessons, methods and tools; it should be accessible especially to local and regional actors, and diffused in several languages. An active management team is needed to manage these links.

4. A systematic series of local consultations on sustainable regional and local development

It could be planned year by year in order to foster awareness, animation and mobilisation at a grassroots level; this ongoing activity of orientation could be based, as a starting point, on partnership and networking developed by the projects already examined

5. A systematic activity of open-distance and inside learning and training

It can be fostered by the above "European platform" and promoted by the above consultation

6. A more systematic support to create and develop local agency for sustainability (Sustainable Development Agencies, SDA)

It can start with the involvement of the available networks of development agencies and agents (e.g. BIC, LEADER groups, EURADA, etc.). They are of first necessity in order to mobilise local actors, disseminate information, promote learning and innovation, training, provide advice and counselling, merging methods and experiences, as well as transferring knowledge and best practices

This frame of suggestions links courses of action to be carried out at different levels and dimensions of issues, problems and responsibility to solve them.

Regional governments and local authorities have a central role to play

moving towards "anticipating governance" and subsidiarity

by which they should:

steer the development process, having a catalyst and facilitator role, as well as mediators
set policy, deliver funds and support services in partnership and networking with the private and non-profit organisations
be entrepreneurially driven (vision, mission, results, customer orientated)
empower local communities and individuals ensuring
  • participation and involvement
  • coherence, cohesion, co-ordination, completeness, concreteness and consistency among public and private initiatives, as well as of different territories