ART OF TERRITORIAL DEVELOPMENT
1. Strategic public management
- strategy management practice as a critical functional competitive advantage
- strategy management is:
 analyzing
 planning
 partnering
 implementing
 monitoring
 updating
- national strategic planning
 National Strategy of Coherence
 National Economic Strategy
 National Master Plan
 Sectoral documents (energy security etc.)
-
national planning and operative documents are mostly consulted
with self-governance authorities, employer’s organizations, labor unions and som
major sectorial stakeholders
relations between single ministries are very often difficult in terms of policy
coordination (representing opposite interests)
-
there are field where national planning stays weak and has more
meaning at the local level (municipality)
2. Planning of the regional development
- Regional Strategy for Development – broad approach without specific actions
(Action Plan) based on number of other specialized document and analysis
- Regional Innovation Strategy as a base for actions and monitoring in the region
 document came out of strategic process,
 based on research and deep analysis,
 provides goals and actions
 the way to achieve goals and organize action is not précised
 incremental approach to strategy development
- updating and monitoring RIS
3. Territorial investment marketing
- we must agree on common marketing goals (region, LSEZ,
municipality – case by case)
- very often (major cases) region acts in cooperation with LSES,
without municipality engagement
- pro-active approach depends on individualities (marketers)
- differentiation of the business
 today as a must
 textile-based economy gave us long-lasting lesson
 priorities regarding sectors and branches must be based on regional resources
and competences
 depending on the scale of the region we choose amount of industries we want
invest in
 always stay open for any business coming into region
- after-sale services
 human resources (training, recruitment, development)
 business partners (example of LZES Partner Program)
 networking
 innovation promotion
4. Industrial Parks development
- no legal backbone for industrial park development
- establishing on the basis of company law and master spatial planning
- stages:
 choice of public area (owned by the municipality or LSEZ)
 providing spatial planning that concern activities we expect
 establishing / choosing (if there is one in the region) plc. / ltd. company
 which is responsible for investment and management etc.
 join marketing with municipality / LSEZ / region
- consolidation of land – CRITICAL ISSUES
- offer preparation (example)
- negotiation process (example)
DEVELOPING INDUSTRIAL PARKS
1. What is industrial park?
2 approaches:
- integrated geographical area where investment plots are located next to each other
- diversified structure of investment locations (small plot complex)
within the borders of commune / municipality
2. What is the process of developing industrial parks?
- analysis of regional potential (space, activities we lack, people’s skills and
competences, traditional resources)
- defining sectoral strengths of specific communes / municipality
- deploying concept of zoning precising what activities are allowed to be run in
chosen zones
- integration of land (public sector as a buyer)
- providing technical infrastructure (public investment)
- preparing an investment offer consisting of:
oinfrastructure (investment site and its technical profile)
ohuman resources (offer planned in line with sectoral strengths)
ofinancial advantages (calculation of everything that can influence ROI
- how we started the process:
 concept of SEZ
3. How do we deal with timing and pace of our development?
- creation of an industrial park must be divided into number of small steps
(geographic limits in terms of scale)
- at the beginning we choose the most attractive locations to equip with infrastructure
- after succeeding with first site we move infrastructure investments further
4. How do we take care of local / regional interest? (HINTS)
-single real estate operation (selling investment site to the investor) should be
combined with investor’s obligation to deliver précised parameters:
ojobs created until…
omoney invested until…
oinvestment accomplished until…
oinvestment will be in place for at least…[1]
5. Management and marketing of an industrial park
- in terms of management there are three basic options to deploy:
 commune / municipality directly manages the park
 commune / municipality establish / use public-owned company / agency to
business
 attracting private company to manage the park on the basis of contract
- what is a must to manage and marked our industrial park’s offer:
 structure of one-stop-shop
 well-qualified people
 good branding (templated for everything)
- marketing labor market
 offer based of real strengths
 open for case by case actions (schools, trainings etc.)
REGION
KUTNO
Process:
1.
2.
3.
4.
5.
Strategy of the Municipality
Spatial Master Planning
Buying the land
Providing technical infrastructure
Services for investors
KUTNO
Wykupy – stan na 1999 r.
KUTNO
Starting Industrial Park “Special Economic Zone”
Kutno
-
1999- 23 ha
Development
-
2002
2004
2005
2008
– 45 ha
– 36 ha
– 47 ha
– 100 ha
2002 – technical infrastructure
2004 – first companies
KUTNO
Ul. Wschodnia – 2002
KUTNO
Ul. Wschodnia – 2006
KUTNO
2008
-
KUTNO
2008
KUTNO
Investment sites for logistics
KUTNO
Kellogg,
PolyOne
PrintPack
Fuji Seal
Ideal Europe
Aurora
Paja Folie
Sirmax
Profil Pas
DS Smith
K UT
TNO
Aarsleff
Kongskilde
Skiold BL
Kofola
Tesalca
Espatex
Libner
Trouw Nutrition
Nijhof-Wassink
DEVELOPING REGIONAL INFRASTRUCTURE
1. Regional self-governance in Poland
- current structure of regional government was established in 1999;
Poland is divided into 16 regions;
- regional budget is created out of respective tax percentage (CIT, PIT), national donation,
and European funds;
- there are two bodies within regional self-governance:
 Regional Council (members elected directly every 4 years) – legislative body
 Board (5 members elected by the Regional Council) – executive body
whish is having the Marshall Office as its administration
2. Building regional networks
- the self-governance in Poland consists of 3 levels:
 region - policy-making, financial support for municipalities
 county (powiat) – administrative role (building permitting,
vehicle registration etc.)
 municipality – direct power in terms of territorial management
(master planning, real estate taxation, municipal infrastructure etc.)
- depending on the specific theme regional networks have different actors
 for investment development we operate within municipality,
Lodz Special Economic Zone Plc and regional government
 administrative procedures, such as building permit engage each level
of self-government (region, county, municipality)
3. Regional policy
- importance of specific documents:
 Strategy of Development for the Region of Lodz
 Regional Innovation Strategy
 Regional Operation Program
 Wertical and sectoral policies / programs
- each strategy document is a product of public consultation (with stakeholders
of specific document)
- specific departments at the Marshall Office (regional administration serving to the Board
for regional policy implementation
4. EU Funds implementation
- regional government (administration at the Marshall Office) is currently responsible
for EU implementation from Regional Operation Program
- budget of 1,3 billion Euro (2007-2013)
- there are two ways of selecting infrastructure project to be financed by EU funds:
 applying to the contest
 acceptance by the Board of the Region for the List of Key Projects
- the importance of specific documents within regional policy planning and
implementation shows how region defines priorities of EU projects
-regional government (and all regional institutions) can be also a recipient of EU funds
from Regional Operation Program
5. Transport, water, energy infrastructure
- without basic infrastructure in place we cannot act in order to attract investment
- the level of municipality is responsible for construction, maintenance and operations
regarding basic infrastructure
- by basic infrastructure we understand:
 local roads,
 water systems,
 sewage systems,
- region (EU money / aimed donation) and Lodz Special Economic Zone Plc
(by direct investment) can support municipality in developing infrastructure
- region is responsible for regional roads, so in this way supports specific areas
6. ICT INFRASTRUCTURE
- optic-fiber backbone network
- connecting all municipalities in the region
- outsourcing the preparation and management
to the Lodz Regional Development Agency
SUCCESS STORIES