Transcript Diapositiva 1

THE ROLE OF A REGIONAL
DEVELOPMENT AGENCY IN THE
IMPROVEMENT OF REGIONAL
TERRITORIAL POLICIES
SYMPOSIUM ON REGIONAL
DEVELOPMENT AND GOVERNANCE
ANKARA 7TH SEPTEMBER 2006
Roberta Dall’Olio – ERVET,
Head of EU Policies and International Cooperation Department
1
EMILIA-ROMAGNA AT A GLANCE
ER
Population
4.151.369
Employment rate
7,10%
68,3,%
57,4%
3,7%
8,0%
Female activity rate
63,4%
51,3%
Female unemployment rate
5,0%
10,6%
GDP per head (€)
26.413
21.611
Active firms
420.401
Total unemployment rate
 Agriculture 77.843 companies (18,5%)
 Industry 124.465 companies (29,7%)
 Services 217.191 companies (51,8)
1 firm each 9,87 inhabitants
2
IT
Employees in the
manufacturing industry
521,00
 Employees in Agriculture
 Industry
 Services
5,1%
36,0%
64,9%
2004
REGIONAL TOPOGRAPHY
3
TOTAL EMPLOYEES IN INDUSTRY
AND SERVICES SECTORS
4
EMILIA-ROMAGNA POSITIONING AMONG A
SELECTION OF EUROPEAN REGIONS
1995
2003
1
Brussels
38291,2
1 Inner London
60341,5
2
Inner London
38097,1
2 Brussels
51658,3
3
31340,5
31144,8
28327,9
27426,8
3
4
5
6
50843,6
40011,3
37687
37158,1
7
Hamburg
Luxembourg
Wien
Île de France
Provincia Autonoma BolzanoBozen
25598,9
8
Darmstadt
25502,7
7 Berkshire, Bucks and Oxfordshire
Provincia Autonoma Bolzano8 Bozen
4
5
6
Valle d’Aosta/Vallée d’Aoste
10 Oberbayern
… ……
15 Emilia-Romagna
9
Luxembourg
Hamburg
Île de France
Wien
25048,3 9 Oberbayern
25004,4 10 Stockholm
….. …. …..
23241,2 23 Emilia-Romagna
35894
34791,5
34334,1
34331,2
….
29058,9
Fonte: Eurostat
Eurostat 2003: RER ranks 23rd (on a total of 256 regions NUTS II) in terms of
GDP per capita in PPP
5
STRENGTHS
Entrepreneurship
Knowledge
Social capital
Quality of life
Services
Infrastructures
Public System
Public Policies
6
INDUSTRIAL POLICY
EMILIA-ROMAGNA REGION’S ROLE
 1970 institution of Regions
 delegated powers: agriculture, vocational training,
handicraft, no competences on industrial matters
 growing role of business associations and unions
influencing local policy making
 competition between national and regional models of
governance encouraged innovative policies
 crisis of large industries and birth of SMEs
7
THE ORIGINS OF ERVET – THE 70S
CONTEXT
I. Changing Political and Institutional setting;
II. Changing economical environment
Emilia Romagna Regional Government founded ERVET
(Regional Law n. 44 of 18/12/1973)
Policy of “infrastructured areas”:
promoting new enterprises in disadvantaged areas by lowering the
cost of access to premises and primary infrastructure
8
THE EVOLUTION OF ERVET – THE 80S (1)
CONTEXT
I.
II.
III.
IV.
V.
Strong economic growth mainly due to SMEs
Growing demand for specialized services by SMEs
poor development of services’ market and
entrepreneurial organisations
specialization of regional economy in specific
sectors (industrial clusters or districts)
ERVET’s mission was redefined
(Regional Law 17/05/1982 n. 23)
9
EMILIA-ROMAGNA: INDUSTRIAL DISTRICTS
10
THE EVOLUTION OF ERVET – THE 80S (2)
POLICY OF “REAL SERVICES”
Delivered to the local manufacturing systems through the creation of
9 SERVICE CENTRES
Employees








11
1976 - CENTRO CERAMICO
1981 - CITER
1984 - CERCAL
1984 - CESMA
1986 - NUOVA QUASCO
1986 - CERMET
1986 - ASTER
1991 - DEMOCENTER
Ceramic tiles and machines
Textile/clothing/apparel
Shoes/apparel
Agricultural machinery
Construction
Quality certification
Technology transfer
Industrial automation
38
12
5
3
17
90
30
26
THE EVOLUTION OF ERVET – THE 80S (3)
SERVICE BUSINESS CENTRES
Major Shareholders
, Business Associations, Private Companies, Local
Public Authorities (Municipalities and Provinces), Chambers of
Commerce
Services delivered
Information and consultancy
 HR Training
 Product certification
 Process certification
 Market analysis and forecasts
 Marketing services
 Laboratory tests
 Technological transfer
 Product/process innovation
Innovative activities and projects

12
A NEW COMPETITIVE SCENARIO: THE 90S
Regional Law 13/05/1993 n. 25 gave ERVET the role of “tool for
implementing regional economic policy” and focused its activity on
the support of regional businesses in the domains of:
 quality
 innovative financial services
 innovation and technological transfer
 promotion of scientific/technologic centres of excellence
ERVET (Politiche per le Imprese Spa) pursued these objectives
indirectly, promoting the constitution of business centres,
public/private bodies and/or consortia, thus becoming a sort of
“holding” for the financial and strategic management of the Business
Centres, the ERVET SYSTEM.
13
ERVET SYSTEM SOURCES OF FUNDING
ERVET SYSTEM TURNOVER 2002: € 30.475.585
38%
42%
6%
14%
Emilia Romagna Regional Governemnt
EU
Other public Bodies
Private sector
14
ERVET SOURCES OF FUNDING
ERVET TURNOVER 2002: € 8.764.969
4%
3%
0%
93%
Emilia-Romagna Regional Government
EU
Other public bodies
Private Sector (firms and industrial associations)
15
RECENT DEVELOPMENTS
CONTEXT
 POLITICAL-AMDIMINISTRATIVE-DECENTRALISATION
Transfer of competencies from national to regional level
INDUSTRIAL POLICY
VOCATIONAL TRAINING
TERRITORIAL DEVELOPMENT
 SERVICES’ MARKET GROWTH
PRIVATE COMPANIES
ENTREPRENEURIAL ASSOCIATIONS
 NEW BUSINESSES’ PRIORITIES
APPLIED RESEARCH
TECHNOLOGY TRANSFER SERVICES
16
NEW SUPPORT SYSTEM FOR REGIONAL
ECONOMY
 NEW
LAW
ON
INNOVATION
AND
TECHNOLOGICAL
TRANSFER
CLOSER PARTNERSHIPS BETWEEN FIRMS, UNIVERSITIES AND
PUBLIC RESERCH BODIES
 NEW ERVET’S STRATEGIC FOCUS
TECHNICAL
ASSISTANCE
GOVERNMENTS
AS
PLANNING POLICIES
17
TO
TO
REGIONAL
TERRITORIAL
AND
LOCAL
DEVELOPMENT
AND
ERVET – Emilia-Romagna Valorizzazione
Economica Territorio SpA
 joint-stock company

established in 1974 by the Emilia-Romagna Regional Government
 Regional Law no. 44/1973
 Regional Law no. 23/1982,
 Regional Law of reform no. 25/1993
and finally through:
 Regional Law of reorganisation no. 5/2003
•
•
•
18
3 year Agreement
3 year Activity Plan
Annual Plan and Annual Working Plan
OBJECTIVES (ART. 5 STATUTE)
The management system of ERVET is targeted at the
best performance of the Regional Development Agency
towards its main stakeholders, namely
 Regional Government of Emilia Romagna,
 Local authorities within the Region itself and
 Private companies.
19
BENEFICIARIES OF ERVET’S SERVICES
 Regional Government of Emilia Romagna,
 Local authorities within the Region itself
 Regional territory
20
CONTEXT-SPECIFIC FEATURES OF THE
MANAGEMENT SYSTEM
The system was designed to cater for the specific
characteristics of the institutional and economic profile of
Emilia Romagna:
 institutional level characterised by polycentrism
 complex governance system,
 vast majority of SMEs (lacking the necessary organisational
and financial dimensions to develop sophisticated and high added
value services within their own structures).
21
KEY PLAYERS/ORGANISATIONS
The management system’s strategic goals are defined by the
Assembly of Shareholders, while the Board of Directors
actually runs the management system.
Employees and external consultants carry out day-to-day
operations
Therefore, ERVET management system is implemented by
 Board of Directors
 Heads of Functions/Departments.
22
KEY PLAYERS/ORGANISATIONS
 President of the Board of Directors (who is also ERVETs legal
representative) is responsible for the correct implementation of the
system.
 7 members of the Board of Directors + 3 members of the Board of
Auditors + 9 Heads of Departments
ERVET’s organisational structure comprises 9 thematic departments
grouped under 3 functions, each with a person in charge.
In day-to-day operations though, multidisciplinary groups that cross cut
the organisational structures prevail, because of the very nature of
ERVET’s activities, that are mainly projects targeted at specific
objectives.
23
ERVET’S EXPERTISE
Focused on 4 main areas:
 Centre of competence
 Integrator of systems
 Policy advisor
 Implementer of network
24
ERVET’S MISSION
Is divided into 4 areas:

Operative technical support
 Targeted actions
 Partnerships and networks
 Observatories and analysis
25
THE MODEL
high
COMPETENCE
PERFORMER
contribution
to analysis
and
elaboration
of policies
STRATEGIC
ADVISOR
SYSTEM
INTEGRATO
R
BODY RENTER
TECHNICA
L
ASSISTANT
low
low
Intensity of the relationship with stakeholders
26
high
THE NEW REGIONAL LAW REFORMING ERVET (1)
(Law 31/03/2003 n.5)
1. Realization of actions targeted to the promotion of
sustainable development and to the environment
qualification of the regional territory through:
27

Technical Assistance to ERR and to local Authorities in
carrying out territorial development programmes

Promotion and co-ordination of initiatives and agencies
focused on territorial development

Management of ERR actions aimed to interregional and
international cooperation

Technical Assistance for programmes and projects of
Development co-operation

Promotion of foreign direct investments in the regional
territory.
THE NEW REGIONAL LAW REFORMING ERVET (2)
(Law 31/03/2003 n.5)


Technical Assistance to ERR and to Local Authorities for
the participation to initiatives of design and investment
aimed to:

realization of systems and infrastructures for the economic
development of the territory

promotion of PPP even through project finance
Technical Assistance to ERR and to Local Authorities for
analysis and studies on regional economy and for the
evaluation and monitoring of regional policies
2. Promotion and participation to investment fund initiatives
and management-investment trusts aimed to territorial
development projects
3. Acquisition of capital shares in companies in which Emilia
Romagna Region holds stakes
28
COMPANIES IN WHICH ERVET HOLDS:
 A MINORITY SHARE






TETA S.r.l.- Centro italiano servizi dalla terra alla tavola (Parma)
PROMO - Società per la promozione dell’economia modenese
(Modena)
SIPRO SpA - Agenzia provinciale per lo sviluppo - Ferrara
SOPRAE SpA - Società di promozione attività economiche (Piacenza)
(IN LIQUIDATION)
SOPRIP SpA - Local development Agency - (Parma)
CITER - Centro innovazione tessile dell’Emilia-Romagna - Carpi (MO)
 A MAJORITY SHARE

Nuova QUASCO - Qualità degli appalti e sostenibilità del costruire
(Bologna)
 ASSOCIATED COMPANIES

29
CERMET - Certificazione e ricerca per la qualità (Bologna)
GENERAL PROGRAMME 2004-2006
BROAD LINES OF ACTIVITY
30
A.
DESIGNING, MANAGING, MONITORING
AND EVALUATING REGIONAL POLICIES
FOR TERRITORIAL DEVELOPMENT
G.
SUPPORT IN IMPLEMENTING DOCUP
OBJECTIVE 2
B.
CONCERTED PLANNING
H.
EUROPEAN POLICIES FOR TERRITORIAL
DEVELOPMENT
C.
SECTORAL TERRITORIAL POLICIES
I.
TERRITORIAL MARKETING
D.
EUROPEAN, NATIONAL AND REGIONAL
NETWORKS
J.
PROJECT FINANCE
E.
SUSTAINABLE DEVELOPMENT POLICIES
K.
ANALYSIS, STUDIES AND PILOT
PROJECTS
F.
REGIONAL E-GOVERNMENT POLICIES
ANNUAL PROGRAMME 2005 (1)
A. DESIGNING, MANAGING, MONITORING D. EUROPEAN, NATIONAL AND REGIONAL
AND EVALUATING REGIONAL POLICIES
NETWORKS
FOR TERRITORIAL DEVELOPMENT
D. 1 Coordination of local actions and pilot
A. 1 TA for mountain territory development
projects
A. 2 Planning of interventions for the territorial
development, the monitoring and the
evaluation
B. PLANNING in PARTERSHIP
B. 1 Concerted territorial planning and
improvement of Area Special
Programmes
D. 2 Support in managing Networks of European
Regions
C. SECTORAL TERRITORIAL POLICIES
C. 1 Support in designing regional logistics’
policy
D. 4 Support to RER in international cooperation
D. 3 Promotion, support and animation of
TWINNING programme
C. 2 Support in designing territorial tourism
E. SUSTAINABLE DEVELOPMENT POLICIES
policies
E. 1 Environmental sustainability, monitoring
C. 3 Local development and new partnership
and evaluation of environmental policies
of local authorities
C. 4 Support in designing territorial agricultural
policies
31
ANNUAL PROGRAMME 2005 (2)
F. REGIONAL E-GOVERNMENT POLICIES
F. 1 Support in developing e-government
programmes
H. 6 INTERREG III B – ESTIA SPOSE
Project
G. SUPPORT IN IMPLEMENTING DOCUP
OBJECTIVE 2
G. 1 Technical Assistance on RER DOCUP
Objective 2
I. TERRITORIAL MARKETING
I. 1 Territorial mktg. and investments’ attraction
H. EUROPEAN POLICIES FOR TERRITORIAL
DEVELOPMENT
H. 1 Information, training on EU policies
I. 2 Support for territorial mktg. at international
level
H. 2 Promotion of RER at European level
J. PROJECT FINANCE
J. 1 Developing project financing tools
H. 3 EU planning projects
H. 4 INTERREG III
K. ANALYSIS, STUDIES AND PILOT
PROJECTS
K. 1 Regional economy’s scenarios and
targeted analysis
K. 2 New indicators for development and
analysis of economic impact of regional
welfare state
H. 5 Support in implementation on S3 project
founded by INTERREG III C East zone
32
ERVET’S DEPARTMENTS
 Territorial Policies
 European Union Polices and International
Cooperation
 Sectoral Policies and Evaluation of Public Policies
 Sustainable development and environment
 Special Project Welfare
 Professional Training Assessment
33
ERVET’S COMPANY BODIES (1)
 Shareholders’ Assembly
 Board of Directors
 President
 Board of Auditors
COMPOSITION OF THE SHAREHOLDING
34
ERVET’S COMPANY BODIES (2)
 The Board of Directors
 3 years
 7 members (5 appointed by the Emilia-Romagna Region
and 2 appointed by the General Assembly of the
shareholders)
Daniele Alni – President
Giuseppina Gualtieri – General Manager
35
ERVET TURNOVER 2004 € 7.126.945
Other public
bodies
6,1%
EU
5,6%
EmiliaRomagna
Regional
Government
86,0%
36
Private Sector
(firms
and
industrial
associations)
2,3%
Thank you for your attention
Grazie per l’attenzione
Roberta Dall’Olio
EU Policies and International Cooperation Unit
rdall’[email protected]
[email protected]
Tel. +390516450436
www.europafacile.net
ERVET – Emilia Romagna Valorizzazione Economica
Territorio SpA
Via Morgagni, 6 40122 Bologna
tel. +39 051/6450411
www.ervet.it
37