PÄRNU 2.3.10 Introduction Arild Holt-Jensen

1. PÄRNU 2.3.10 IntroductionArild Holt-Jensen • Bring to you the MA-thesis of S.S.Selvig on suburban development in Pärnu Region which uses the words ’reactive’ and ’proactive’ policies: so explain in next slide. • Yesterday read a paper assessing successful/not so successful regional planning and will shortly sum up findings (slide 3-6) • Aim of any regional project: ’We need a spirit of self-reliance to take charge of our own future- to build an economy of real strength and performance which will give jobs and wealth sufficient to our needs’

2. Dependent position, acting when problems appear Top-down, external interests dominating Focus on given role, sector Main focus on administration Late reaction, static Low flexibility Individual, separate programs and actions Leading position, acting in advance to meet problems Bottom-up, focus on local interests Focus on actions, projects for future development Main focus to lead the future development Fast response, focus on change High flexibility Integrated, problem oriented programs and actions REACTIVE (LEFT) AND PROACTIVE (RIGHT)

3. Assessment of 50 European regional projects show: • Proactive regional development planning needs a local or regional basis, is ruled ’bottom-up’ and involves mobilisation for and against something f.ex. to overcome crises and requires active involvement by important public and private actors. • Avoid establishment of elite, but secure that all partners get an ’ownership’ (our plan) through the process. • The partners in the planning should also be active in implementation. External hired planners/experts must accept that they are in service to the local public and private actors (owners) and implementators. • Initiatives and entrepreneurial ability are latent (present) in all setteled areas. But entrepreneurs are quite often NOT the individuals you expect to play such a role. Important to fight the ’Jante Law’!

4. Characteristics of successful regional planning projects • Network and arena. To be effective entrepreneurs (particularly externals) need access to local information and knowledge through social and institutional networks. Local networks crucial but all actors also need to share info on external networks needed for trade, business etc. • High local exchange of relevant information. Formal channels as local newspapers or intensive social interactions (’dugnad’ in planning groups as we do today) • Local identity. Important that the private and public actors identify themselves with the local community. • Mobilisation of local entrepreneurial resources, economic diversification, new products and product development, formal education and training in industries, introduction of new organisational forms for economy, culture and education

5. Characteristics of successful plans 2 • Crises resulting from changes in global eonomy have in many cases initiated sucessful innovations and entrepreneurial creativity (NOKIA in Finland f.ex) • Local product traditions is an asset (Spa Tourism in Pärnu) • A high percentage of locally based and owned firms • Active cooperation between public and private sector • Geographic colocation of research, training,strategic planning, marketing and production, public and private • Intensive communication between public and private sector to develop and sustain territorial competence and local solidarity. • Promotion of local ’technical’ culture compatibel with new technology and new ways of working.

6. Plans need implementation • Increasing focus on network building and public-private partnership in making strategic regional plans is also required to get further support in implementation of plans, from EU etc. • It is important to demonstrate that the programme is not a mere theoretical construction, but aims to implement an innovative strategy for developing local potentials, with the the aim to improve the economic and social situation of the area.