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Location profileRegionDate Points of 100Situation/Location 501 Accessibility 702 Demographics trends 50 Situation/Location4 Leading institutions 40 755 Public services 40 60Economy 43 456 Dynamism of enterpreneurship 30 307 Diversification & specialisation under innovation 40 158 Leadership position 309 Accessibility to market 70 Economy 0 ImageJob market/human resources 209 Situation of jobmarket and its flexibility 1010 Qualification of workforce 30Image 4311 Soft location factors 70 Job market/human resources12 Civil society 4013 Discrepancy of the perception of location and Image 20Assessment Scale:The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description ofthe rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PPs and thus enables the different methodsto be comparable. This is a central task in which WP4 Target Actual ActionsSituation/Location1 Accessibility 70 0 25 50 75 100 The transport infrastructure is not appropriate but Area well connected Infrastructure not investments are with an efficient appropriate., not foreseen to enhance transport network No transport adapted public it. (public transports and infrastructure transport network and Most of the population infrastructures) as "IT paradise", close to No IT network very low accessibility have access to well as IT network railway, airplane, IT communication network (connection to broadband) Just land / field to broadband broadband and IT. (broadband etc.) highways transport infrastructure2 Demographics trends 50 0 25 50 75 100 No or low overaging High dependacy rate tendencies, Low No balance between and not much balance The demographics dependency rate. the age range. between the age The trends is turning trends is quite Demographic trends Demographic risks and potentials (overaging, dependency ratio) Overaging population range. over to reach balance. equilibrated between and age range Over-aged people : Senior people, retired or close to retirement. and high dependency The demographic Between risks and overaged and young equilibrate. rate. trends represents a potential, the area has people. Good High potential for the Dependency ratio : Ratio between "dependent" people (baby and very old people…) High demographic risk risk to seize opportunities. potential area and "non-dependent" (grown up children, teenagers, adult...)3 Leading institutions 40 0 25 50 75 100 Many leading institutions at proximity giving a positive impulses for Institutions in the next Not much institutions the developement of area or city. Not much in the area , but the local area and accessibility and it is relatively accessible Many leading facilitating the transfer difficult for the within a proximity institutions with a of knowledge among population and radius. relative influence. leadings institutions stakeholders to Limited accessibility to Correct accessibility and the various Existence of institutions giving impulses for development (e.g. R&D institutions), No institution access to knowledge knowledge. to knowledge stakeholders. accessibilty of knowledge4 Public services 40 0 25 50 75 100 Not satisfying. The closest services Very efficient social are away from the and public services, area. All the necessary Too many public Part of the public and Well equilibrated and public & social No public & social services represent a social services are spatially distributed services are infrastructure in the load for the available in the area. social infrastructure, adequately spread in area considered area. Rather satisfying very satisfying the area. "Efficency" of public & social servicesAverage 50Economy5 Dynamism of enterpreneurship 30 0 25 50 75 100 Start-up and discontinuance of businesses Attractivity of the area The enterpreneurship A lot of start-ups and Business discontinuance : A company which stop businesses for various reasons : The area is seems to be balanced Dynamic area and less discontinuance. bankruptcy, retirement of the holder/manager, lack of heir or business buyer, other impoverishing due to and constant. good balance High dynamism of various reasons. No start-up and a lot the difficulties for the However the area between enterpreneurship. Take into account the substainability of businesses. of discontinuance. business executive to missed prospective discontinuance and Perfect businesses No dynamism at all. find a prospective business buyer or start-up and handing- cycle of life It might nessecary to balance our point of view considering the current crisis. buyer or sucessor successor over businesses.6 Diversification & specialisation under innovation 40 0 25 50 75 100 Relative diversification and specialisation. "Good" level of Businesses might be The area has diversification (not too No diversification subcontractors for potential, it has high, not too low), Admin: No specialisation bigger contractors. specialised sector but large enterprises Florine : I had No organization of the High unemployement High risk but also is also diversified forming part of difficulties to translate Level of diversification of sector types represented in the territory (not to specialized, activities (agriculture, rate in some sector. potentials. Fair enough to reach innovative branches. tourism, industry and High specialisation in medium economic market opportunities (Explicit agreement) but not too diversified neigther), level of diversification of sizes the the enterprises, size of aspect of services) risky sector. position and innovation. and branches (e.g unemployement per branches/sector ?) competition in the evaluation. I would propose to7 Leadership position 30 support your 25 50 75 100 evaluation on the current situation of the area. E.g., In Tarare, it is difficult to access to the market related to textile, because there are much competition with the globalanalysistoolbscbalancedscorecard-120803032245-phpapp02.ods Location_profile 08/03/2012 market... 1/6
Admin: Florine : I had difficulties to translate the aspect of competition in the evaluation. I would propose to support your evaluation on the current situation of the area. E.g., In Tarare, it Position in the Partly existing cluster Well established is difficult to access to regional value chain structures and cluster structures and the market related to not well defined with position in the value chains, strong textile, because there missing links. regional value chain leading enterprises. are much competition No leadership position Mainly individual well defined. Good Excellent influence Existence of cluster structures and value chains (technopoles, with the global parks, poles technology because not much Individual middle size companies even if influence (regionnal outside the area of competitiveness, education, permanent training offer); market... strong or big company there are some and national) (nationally and businnesses. not well located in associations or "mini" Single strong leading internationally) Existence of leading enterprises (as possible cores for cluster building) value chain cluster. enterprise8 Accessibility to market 70 0 25 50 75 100 No accessibility Excellent knowledge because there arent Knowing on the basis Good knowledge of of threats and accessibility to supply and demand infrastructure of the current market. threats and opportunities of the Little or much competition, existence and predominance of buyers or sellers market. facilitating the Atomised businesses Supply and demand, opportunities as well market as well as establishment of a with not much interest opportunities and as supply and supply and demand. Competition : Is there a high or low level of competition ? Is it difficult to approach market network. for the global market. threats. demand. new and/or existing market.Average 43Job market/human resources9 Situation of jobmarket and its flexibility 10 0 25 50 75 100 High unemployement Unemployement rate Low unemployment rate with some is decreasing. The rate, very stable Very high influent enterprises in jobmarket is quite enterprises even if unemployement rate. risk. Strong flexible. some are in riks,which Unemployment rate No jobmarket well specialisation which Few enterprises in doesnt represente a considered as full identified. does not allow risk (with minor threat for the area; employement, very All enterprises in high flexibility of the importance for the high flexibility of the stable enterprises; risks jobmarket jobmarket) job market high flexibility. Unemployement rate, enterprises in risk, flexibility of jobmarket10 Qualification of workforce 30 0 25 50 75 100 Joung people with high educational level having many job The living area is opportunities, good mainly the place of jobs for older and The local workforce work. Much job professionally Very small part of the has a high opportunities experienced people, workforce is qualified educational level but matching with the good opportunities for and has not much job missed job competences and informal work, Availability of qualified people / educational level, opportunities. Thus : a opportunites. Thus : qualification of the low commuter lack of opportunities / of availability of qualified jobs, level / risk of braindrain, lot of business-related Brain drain and still workforce. Not much intensity (working and commuters and brain some business- braindrain and low living places close commuter intensity No qualified workforce drain. related commuters commuters intensity. together) business related commutersAverage 20Image11 Soft location factors 70 0 25 50 75 100 Very expensives area to live in and/or Area with a good Bad quality of the environemental Very attractive area, living area : polluted, Area with ample quality .Very good high environmental no leisures facilities, Area with low quality leisure infrastructures, accessibility to public quality, a lot of of General quality of living area (environmental quality, leisure facilities, cultural and no cultural or social of life and quite known as a good infrastructures and leisure facilities, very social offers), and/or expensive comparing residential location, leisure facilities. intensive cultural life, "Financial condition" and purchasing power: cost-of-living index; consumer price index, Very bad quality of to the accessible land prices affordable. Living expences in etc.), good relation accomodation and no falicities and Good global quality of accordance with the between prices and income tax; relation between quality of and price for accomodation availability. infrastructures. life market conditions. quality. Availabilty of accomodation12 Civil society 40 0 25 50 75 100 Most of the local population involved in Involvement in large influence Local associations and Many people involved associations and citizens/population organizations for in civil processes. organizations for mainly involved quality of life issues Active civil society for leisure, business No involment of the informally and and leisure. general interest related, youth, population. occasionnally. Medium/average issues. political… No participation at the Very low participation participation in the Good participation in High participation in Active (democratic) participation of local population in local activities (e.g. active local elections in local elections local elections. local elections. local elections NGOs)13 Discrepancy of the perception of location and Image 20 0 25 50 75 100 Not much discrepancy between internal and external perception. NO discrepancy General perception of the region from inside / from outside High discrepancy Mixed and uncertain The people asked between internal and Not the same between internal and perception from both have more or less the external perception. Might be difficult for some pilot area to assess this criteria, How to get the external perception at all. external perception side same perception Perfect matching point of view ?Average 43analysistoolbscbalancedscorecard-120803032245-phpapp02.ods Location_profile 08/03/2012 2/6
Intermunicipal CooperationRegion Intensity of cooperationDate Points of 100 100Intensity of cooperation 531 Between municipalities 702 Between businesses (inter-municipally e.g. cluster) 503 Public-private partnerships 40 50Attitudes & Expectations 47 Serie14 Public stakeholders 305 Businesses and Business assosiations 40 06 Local Population and associations 70Political & legal framework 207 Upper level of administration 308 Strategic, planning of business/commercial association 10 Attitudes & Expectations Political & legal frameworkAssessment Scale:The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description ofthe rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PPs and thus enables the different methodsto be comparable. This is a central task in which WP4 Target Actual ActionsIntensity of cooperation1 Between municipalities 70 0 25 50 75 100 Informal cooperation strongly tending to Legally binding formal cooperation; agreements and Expression of the will Mainly formal contracts in a large to formalize the cooperation. area (several Informal cooperation cooperation;expand/o Common municipalities), on No sharing of cost or pen the cooperation management of tax several topics (tax benefits. One or two more widely. flow (with sharing of flow, waste From informal to formal cooperation; common projects Sharing of cost but cost and benefits) and management, CLD Sharing cost and benefits; no cooperation at all not of benefit CLD. etc.) Sectoral or comprehensive cooperation;2 Between businesses (inter-municipally e.g. cluster) 50 0 25 50 75 100 Businesses organized around clusters and competitiveness center for the Existence of sectoral Businesses organized exchange and the Atomised businesses or clusters; or local businesses around associations, management of associations that are label and brand. Able ressources (Human brand or label for the entreprises in the region; able to finance to promote and create Ressources, Events promoting networking and innovation; Atomised businesses. themselve or with their events. They machines, know-how exchange and management of ressources (HR, machines, knowledge); Informal cooperation incentives. First fruits also organize a and knowledge). Able is existing within the of a formal or even common and mutual to promote their area, but not really legally binding steering management network and corporate Level of services (convenient services) developed for the local enterprises, workers no cooperation at all widespread. cooperation. of ressources. events. and the area in general.3 Public-private partnerships 40 0 25 50 75 100 Strong and long- lasting permanent partnership ; Informal and cooperation for R&D occasional Developpement of a institutions (e.g.), cooperation Regular adhoc substainable highschool/university no cooperation at all partnership partnership. and companies… Adhoc occasional partnershipAverage 53Attitudes & Expectations4 Public stakeholders 30 0 25 50 75 100 Cooperation seems Despite some difficult, some groups conflicts, the High commitment and of public stakeholders stakeholders have the responsabilities of No attitudes try but are in conflict / will to stakeholders. Good no involment or in opposition with the improve/enhance Public stakeholders influence and Commitment and responsability; commitment individualistic majority cooperation. are proactive. proactivity. proactivity of the public stakeholders;5 Businesses and Business assosiations 40 0 25 50 75 100 Individualistic attitude Mixed, of businesses. They some groups are Active and proactive do not care about active but they do not groups. cooperation. represente the Participation to debate Pressure and lobbies Pressure groups/ majority. and propositions. groups with a positive lobbies with a bad Opportunistics Not much influence Positive influence for influence for inter- influence for inter- involvement. No on inter-municipal inter-municipal municipal opportunistic "customers" or active, municipal cooperation influence cooperation cooperation cooperation. pressure groups and lobbies active for the development of cooperation and services6 Local Population and associations 70 0 25 50 75 100 Mainly opposed or disinterested to Position of the local cooperation, population mixed Do not care about unconcerned to between opposition Really involved and municipal associations... (might and disinterrested and Promotive/supportive supportive in inter- cooperation. No be close to a support to to inter-municipal municipal Opposed or promotive/supportive involment in politics commuter area) cooperation. cooperation cooperation. to inter-municipal cooperationanalysistoolbscbalancedscorecard-120803032245-phpapp02.ods Intermunicipal_cooperation 08/03/2012 3/6
Average 47Political & legal framework7 Upper level of administration 30 0 25 50 75 100 Very low commitment Upper level really of upper level. Local supportive of No guidelines ,no authorities and There are guidelines, cooperation. Give incentives, no municipalities quite However the upper incentives and support, region or independent level doesnt have Supportive position promote and can put municipality quite (financially and much influence on and cooperation. positive or Active or not, the higher one is putting pressure; autonomous, no administravely : no local authorities and Local authorities in collaborative promotion of inter- incentives and no municipality. Adhoc line with the upper "pressure" to financial funding or not for inter-municipal cooperation; municipal cooperation formal guidelines). incentives level framework. municipalities. administrative support or not;8 Strategic, planning of business/commercial association 10 0 25 50 75 100 Special strategy and planning for the area. Structures organized There is a strategy No planning turned The economic around the economic for economic toward the area. The development structure development with development but it is structure is not well and the local much knowledge and No strategy or development strategy and schemes; no strategy or or seems difficult to implemented but the authorities are active competence, that planning, no apply ; structures are competence are and put efficiently into apply,with success, No structures or existing structures (e.g business development strategy or structures inadequate efficient. practice the strategy the local strategy. competence)Average 20analysistoolbscbalancedscorecard-120803032245-phpapp02.ods Intermunicipal_cooperation 08/03/2012 4/6
Commercial landuse managementRegionDate Points of 100Availability and use of land for commercial use 501 Short-term availability; Medium-, long-term availability 702 Transparency and flexibility of procedures and land management403 Quality of land and premises 40 Availability and use of land for commercial useSpatial planning framework conditions 436 Specifications of higher level planning document 30 507 Competences and influences municipalities and municipal associations 408 Land use conflicts & restriction of land use 309 Availability of land managmeent tools and organizational economic structure 70Land prices 20 Serie112 Price level 3013 Ownership 10 018192021 Spatial planning framework conditions Land prices22Assessment Scale:The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description ofthe rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PPs and thus enables the different methodsto be comparable. This is a central task in which WP4 Target Actual ActionsAvailability and use of land for commercial use1 Short-term availability; Medium-, long-term availability 70 0 25 50 75 100 The main issue is to Well defined strategy provide land in short Short and medium and anticipation of the term. And eventually term availability needs. The local to reconvert former matching the demand. authorities are able to Nothing available and Answer to the industrial site. No Anticipation of the foresee and steer the Ability to steer the land development. no ability to foresee or demand case by case proper vision in needs and good land development in to steer the land with no strategy and medium and long term ability to steer the short, medium and Take into account the difference between endogenous (local) and exogenous development no anticipation development land management long term (external) demand and needs.2 Transparency and flexibility of procedures and land management 40 0 25 50 75 100 Difficult to access information. Impossibility to purchase or rent, the Several key contacts, legal and the procedure might administrative be long. Still, the legal conditions and and administrative Selected key contact. Efficent one stop procedures are Legal & administrative conditions are The procedures and shop. unaccessible and too procedures are long understandable and conditions are thus No long procedures Legal & Administrative procedures. difficult to apply and heavy achievable by all. quite convenient. and quite achievable Accessibility and easiness to find the right interlocutor.3 Quality of land and premises 40 0 25 50 75 100 Brownfields, former Appropriately Very well equipped No infrastructures, industrial site and The land is basically equipped lands (gaz, power bad quality of land pollution that are equipped but it needs (infrastructure, supply, broadband). and premises difficult to reconvert (It to be roads..) Proximity of because there are no needs too much improved/enhanced. Diversified types of convenient investments. investment e.g). Lack of investment. lands and premises. infrastructures and No matching with the Low level of matching Matching with the Matching with the services. max and minimum expectations needs at all. the basic needs basic needs needs The best place ever Matching the needsAverage 50Spatial planning framework conditions4 Specifications of higher level planning document 30 0 25 50 75 100 Existence of guidelines at the upper level, however Existence of Planning documents they are not usefull to guidelines documents existing .They are Planning documents existence of planning documents; independance and autonomy, la marge de the local authorities that are not really adapted and quite that fit perfectly with manouevre et matching the reality on the field. No planning because they are not matching with the appropriate to the the situation and the document. appropriate for the current situation of the local authorities strategy of the local Add in the assessment : appropriate or not, useful or not the municipality, relevance of area area. strategy and situation authorities. the documents5 Competences and influences municipalities and municipal associations 40 0 25 50 75 100 No cooperation between (binding) Agreements municipalities for and contracts CLD. Informal cooperation Strong agreements between The local authorities for CLD. The local between municipalities doesnt have the The steering of the authorities require, as municipalities to steer for tax flow competence and land is outsourced or complement to their the land development. management, knowledge for made at an upper competence, external The local authorities transportation and economic level or in an informal competences like have the means and economic Agreements or contract between municipalities development. way. consultants etc. the structure. developpement; Type of the land marketing : sells or right of land occupancy etc.6 Land use conflicts & restriction of land use 30 0 25 50 75 100 Answer to the High level of strategic A lot of conflicts and conflicts case by awareness and much difficulties to case, No anticipation, anticipation of How the municipality are prepared to manage conflicts (landscape protection, tourism, resolve them. however ability to Quite good ability to conflicts. Excellent agriculture…) Constant conflicts. No management of resolve conflict with a answer to conflicts. management of How do the municipalities deal with conflicts ? Inability to conflicts or good The local authorities conflict and various resolve/settle them. accomodation of accomodation/agreem are able to anticipate interests. Solution, accomodamation management of interests, ability to answer and anticipate interests ent of interest. and manage them. the conflict.analysistoolbscbalancedscorecard-120803032245-phpapp02.ods Land_management 08/03/2012 5/6
7 Availability of land managmeent tools and organizational economic structure 70 0 25 50 75 100 Database management of announcements sales Communication and purchasing documents (website, announcements and booklet, etc.) handing over High quality and gathering information (businesses) as well efficient tools and about land (available as for available land communication or not) as and documentation, no tool Business inventory is size,location,equipme businesses/enterprise regularly updated. Common available tools with basic functions for the public and extended for people no organization available. nt,premises… s Easily accessible. who are doing land managementAverage 43Land prices8 Price level 30 0 25 50 75 100 Affordable prices Prices level close to Land prices quite encouraged by market conditions; Optimum price level; Prohibitive prices expensive comparing incentives and more Possibility to access Good accordance to A high level of prices or, conversely, a low level of prices might be due to various No incentives or to the market or less to incentives and/or market conditions. interessant conditions conditions. interesting/attractive interesting/attractive Attractive conditions issues : lack of land, restrictions of lands, specialisation of lands, proximity of a city… for loans conditions for loans conditions for loans for loans.9 Ownership 10 0 25 50 75 100 It seems difficult to access to information The ownership is No flexibility of the concerning the quite equilibrated Excellent flexibility of market. ownership. between private and Higher level of the ownership and the Most of the land are Ownership is not public. Still, it is not flexibility of the market, It seems to be an "one hand" clear, thus it seems easy to foresee market. Balance pretty easy for the ownership, either difficult to foresee investment and to between private and acquirer to negociate Private or "municipal" lands : Balance and flexibility of the ownership private or public. investment. negociate. municipal lands. and purchase a land. Rotation and regrouping of land, Variation of the ownership.Average 20analysistoolbscbalancedscorecard-120803032245-phpapp02.ods Land_management 08/03/2012 6/6