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Getting Organized: Institutional Arrangements for Regional Growth and Development Multi-sector Partnership Initiatives Miami, Florida February 2005.

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Presentation on theme: "Getting Organized: Institutional Arrangements for Regional Growth and Development Multi-sector Partnership Initiatives Miami, Florida February 2005."— Presentation transcript:

1 Getting Organized: Institutional Arrangements for Regional Growth and Development Multi-sector Partnership Initiatives Miami, Florida February 2005

2 Challenge: New Responses Required Most complex challenges today are regional in scale Traditional business, government and civic responses are not adequate Boundary-crossing is now required Few know how to engage in this kind of regional civic leadership Americas Citistates

3 There are four distinct conversations going on in communities today Rarely are they connected - and they need to be to effectively address critical issues Collaborative civic leadership is required to connect these conversations The Challenge

4 Is the economy competitive? Is it based on speed, quality, flexibility, knowledge, and networks? Does the economy provide jobs that enable all citizens to enjoy a good quality of life? Does it produce meaningful jobs that sustain families all along the economic spectrum?

5 The Challenge Are diverse populations and perspectives engaged and encouraged to participate as contributing members of the society? Are there safe civic spaces where public dialogue and conversations can occur? Are diverse thoughts and opinions respected in the decision-making process?

6 The Challenge Are citizens public safety and well-being ensured? Are housing and public education opportunities ensured for all members of the community? Are new visions of design that reduce sprawl and traffic congestion being employed? Are arts and cultural amenities being promoted?

7 The Challenge Are citizens, businesses, nonprofits, educations, and governments working together to set directions, solve problems, and take action? Are the participants in collaborative governance coordinating resources and sharing information, ideas, and power?

8 Integrating Regional Conversations

9 Whoor WhatAre Regional Stewards? Integratorsshare perspective about linked economic, environmental, social objectives Connectorsbring people together across worlds, boundary crossers Communicators of Possibilityraise aspirations, articulate potential, persuade

10 Regional Business Civic Organizations (RBCOs) What are they? The private sector partners in multi-sector regional collaboration Include regional chambers of commerce, boards of trade, business councils, councils of business executives, and special-purpose committees

11 Regional Business Civic Organizations (RBCOs)

12 RBCOs: Recognize the link between the well-being of the region and the well-being of businesses in the region Understand that regions are real places where people live and work Recognize the role of regions as the arena in which challenges are best addressed Recognize that regional challenges are too complex to be effectively addressed by a single organization

13 How are RBCOs Making a Difference? Creating multi-sector partnership initiatives

14 Fresno Business Council Alliance of business leaders dedicated to improving long-term social and economic climate of the region Partnered with California State University and recruited local leaders (non-profit and government) to work together on five priority issues: 1.Promoting a culture of innovation 2.Human investment 3.Land use and transportation 4.Preparation of knowledgeable workers 5.Investment in high-tech infrastructure

15 Fresno Business Council Collaborative Regional Initiative - Community Values 1.Stewardship 2.Boundary Crossing and Collaboration 3.Commitment to Outcomes 4.Art of the Possible Thinking 5.Fact-based Decision Making 6.Truth Telling 7.Power Parity 8.Commitment to Resolving Conflict 9.Asset-based Approach 10.Conflict of Interest

16 Fresno Business Council: Success Story Regional Jobs Initiative (RJI): Mission: To develop a short and long-term comprehensive strategy aimed at creating 25,000 to 30,000 net new jobs within five years at an average salary of $29,500 A partnership involving of literally hundreds of business, civic and public organizations After 1 year, nearly 2,000 jobs created 1,300 business and government leaders now involved in the effort Unemployment rate in Fresno has dropped

17 Hampton Roads Partnership Brings together representatives from major private sector employers, educational institutions, local governments, and other local organizations Focus on the region's strategic issues for the purpose of enhancing our competitiveness in the global economy Collaborative structure & regional approach became model for Virginias Regional Competitiveness Actadopted in 1996 to support regional collaboratives working on workforce issues

18 Hampton Roads Partnership Current priorities: Correcting regional transportation inefficiencies Promoting technology-based economic development Supporting early childhood development and workforce readiness Advocating for enhanced regional cooperation

19 Hampton Roads Partnership: Success Story A Success for Regional Cooperation On March 1, 2005, the Peninsula and Southside economic development alliances will merge New organization will be called the Hampton Roads Economic Development Alliance (HREDA) HREDA will represent the entire region nationally and internationally to prospective businesses Change of perspectivemarketing the assets of One region is more effective than two competing organizations The rising tide raises all ships

20 Metropolitan Forum (St. Louis) Brings together 45 leaders from the public, private and civic sectors to cooperate in addressing challenges facing the bi-state St. Louis region Leaders come from the Boards of Directors of the convening organizations: the East- West Gateway Council of Government, FOCUS St. Louis, and the St. Louis Regional Chamber & Growth Association

21 Metropolitan Forum (St. Louis) Priority Concerns: Sluggish job growth, Racial and economic disparity The effectiveness of local tax policy First action step: to build a one-stop information source on local public investment Next step: convene a dialogue about how these public investments can strengthen the quality of regional life

22 Metropolitan Forum: Success Story More for Our Money Framework for first initiatives Can we develop a coordinated public spending and investment strategy that will turn the St. Louis region in the right direction? First initiative: Metropolitan Forum websitedata portal allowing community comparisons Data provided never before available Being used by communities to determine policy actions

23 Research Triangle Regional Partnership Public-private partnership of economic development agencies Works collaboratively with the N.C. Department of Commerce to market 13-county Research Triangle Region for the economic benefit of communities Works with institutional partners from business, government, academia and the nonprofit sector to identify and address economic development issues Staying on Top: Winning the Job Wars of the Future – a $5 million, five-year plan which aims to create 100,000 new jobs in the region and boost employment in all 13 counties

24 Research Triangle Regional Partnership RTRP focuses its marketing efforts to attract corporate investments primarily from 10 clusters of industry and innovation: Pharmaceuticals Biological agents and infectious diseases Agricultural biotechnology Pervasive computing Advanced medical care Analytical instrumentation Nanoscale technologies Informatics Vehicle component parts Logistics and distribution

25 Research Triangle Regional Partnership: Success Story Staying on Top: Winning the Job Wars of the Future Success relies on the alignment of "institutional partners" now more than 60 organizations across the region that have agreed to align their resources and strategies around a single vision for economic growth To date, 19 of 30 action items have begun

26 Birmingham Regional Chamber of Commerce Partner in Regional Growth Alliance Region 2020 Regional Planning Commission of Greater Birmingham Formed in 2001 in central Alabama as a means of encouraging regional cooperation across traditional jurisdictional lines 1/3 citizens, 1/3 business, 1/3 government

27 Birmingham Regional Chamber of Commerce Regional achievements: Development of land-use regulations to protect the Cahaba River watershed Generation of hundreds of high-tech sector jobs Progress toward low-income homeownership Regional support of arts and cultural programs Economic development and community design assistance to small rural cities within the 12-county regional footprint Development of a two-county regional transportation district proposal




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