This two-part workshop was organized to discuss the “Agency” question in Local Economic Development (LED). The first day of the workshop, titled “City Economic Development: The Agency Question”, featured an in-house seminar exploring the different forms and functions of LED agencies — their legal basis, degree of private sector participation, role and mandate, and what considerations go into deciding which model works best for different cities and regions. It also explored aspects of budget (where do their resources come from and what percentage, if any, do they generate on their own), activities that they undertake and how they interact with other local, intermediate and national level ministries/agencies in carrying out their work. The above discussions were organized around presentations from LED agencies from Spain (Sevilla Global), Chile (Chilean Productive Development Corporation), Washington, DC (DC Economic Partnership), Singapore, and a case study on the Local Economic Development Department in the city of Aden, Yemen.

The second day of the workshop, "City Public-Private Partnerships: The Singapore and Washington Experience (including field visit to Anacostia Waterfront Area)", began with a presentation on the Singapore Economic Development Board: The Case of the City State Agency, a presentation by the DC Deputy Mayor's Office on the Anacostia Waterfront Initiative (AWI), followed by a field visit to the Anacostia Waterfront Area. This trip involved a hands on look into issues dealing with land development, private-public partnerships, the process of selecting a developer and the economic benefits that would accrue to the city from the proposed development project/s. The field visit also addressed directly some of the questions about the city enterprise and the transaction side of the development program, particularly as we look at the AWI Corporation that was formed and some of the activities it is involved in: the fish market development, urban renewal zone, stadium, historic area for preservation, parks and green area protection, and mixed-used development proposed for multi-income housing/residential and retail establishments.

 Video of Opening and Sessions One and Two 

Welcome
Abha Joshi-Ghani, Sector Manager, Urban Anchor, FEU (World Bank)

Introduction: An Historical Perspective on LED Agencies
Stephen Karam, Sr. Urban Economist, Urban Anchor, FEU (World Bank)
presentation | Forty Years of Urban Economic Development: A Retrospective" by International Economic Development Council, February 2008

Spain: Sevilla Global: An Urban Economic Development Agency
Mr. José Ramírez, Managing Director, Sevilla Global
presentation 

Sevilla Global is the Urban Agency for Economic Development of Seville City Council, established at the end of 2000 as a municipal public limited company. Its goal is to develop a new local public strategy in urban economy and business development. Sevilla Global's plan of action includes programs, services and initiatives for economic development and business promotion. Its agenda is organized into five working areas: Business Information and Inward Investment, Business Incubation, the Revitalization of Industrial Land, Innovation and Business and Support to Local Clusters. Sevilla Global has been responsible for putting in place 13 institutional collaborative agreements in 2006, numerous public-private partnerships, mobilization of knowledge capital (over 70% of Sevilla Global’s expenditures were directly derived from projects it initiated and mobilized).

Topics covered:

• Rationale for its establishment & mandate
• Organization structure
• Budget and Sources of funding
• Services
• Relationship to government decision makers and the private sector
• Project implementation process

Discussion: Ming Zhang, Sr. Economist, LCSUW, Moderator

Under the Port Cities Development Program, the World Bank has been providing assistance to the cities of Aden, Hodeidah and Mukalla in establishing Local Economic Development Departments (LEDD) to help shape the strategic visions driving each city’s development, ensure effective coordination among various local government departments and with the private sector and NGOs, oversee project implementation, and ensure the long-term integration of these functions and institutional sustainability. The LEDD mandate, as designed, includes 5 core areas: local economic data management, advisory services (through contracting of consultants to carry out studies), local government reform, management and coordination of investment projects, and institutionalization of the city development strategy process.

Topics covered:

• Laying the foundation for strategic development thinking (City Development Strategy, Master Plan, Capital Investment Plan)
• Establishing the LEDD in a low capacity context
• Mechanisms for financial sustainability
• The data challenge/ demonstrating impact
• Relationship to the government/ decision makers
• Options for alternative structures

 Video of continued discussion

Discussion: Pascale Marie-Claude Chabrillat, Sr. Urban Specialist, Cities Alliance, Moderator

 Video of Sessions Three and Four

Chile: Nationwide Roll-Out of Regional Economic Development Agencies in a Middle-Income Country
Mr. Juan Jose Llisterri, Principal Specialist, Science & Technology Division, Inter-American Development Bank
presentation | city profile

In 2007, with the support of the Inter-American Development Bank, the Chilean government began establishing economic development agencies (ARDP) in each of its 13 regions. The principal responsibility of the ARDPs will be to (i) develop technical and institutional capabilities for assessing competitiveness, and formulate development agendas and strategic plans in support of clusters, using internationally validated methodologies; (ii) create linkages between the public resources available for productive development based on the regional needs and challenges set out in regional productive development agendas; and (iii) foster coordination between public and private agencies working at the regional level with a view to surmounting limiting factors that adversely affect the competitiveness of regional clusters (infrastructure, regulatory framework, etc).

Topics covered:

• Rationale for taking a national approach
• Roll-out process to date, including key challenges, required technical assistance, and changes to the original design
• Relationship between the ARDP and the local government
• Specific experience of an ARDP in a region with a large urban center

Discussion: Marisela Montoliu Munoz, Sr. Advisor, FEU, Moderator

Established in 2000, the DC Economic Partnership is a public/private partnership between the District of Columbia's Office of the Deputy Mayor for Planning and Economic Development and six other key District stakeholders: the DC Chamber of Commerce, Potomac Electric & Power Company (PEPCO), the DC Building Industry Association, Verizon, FannieMae, and GEICO Insurance. The Partnership’s goals include: (i) promoting the District locally, regionally, nationally and internationally through marketing campaigns, advertising, mailings, media outreach, and events; (ii) retaining existing businesses and helping them expand; (iii) creating and maintaining current information on the District, its demographics, and development trends in all market segments, (iv) maintaining a current inventory of development sites, building opportunities, and office and retail spaces to assist brokers and developers in site selections and business location decisions; (v) establishing the Partnership as the "one stop development shop" for the District; and (vi) coordinating efforts with other District marketing, economic development, and tourism agencies.

Topics covered:

• Description of the organization’s history and structure
• Relationship to the Deputy Mayor’s office in terms of funding and mandate
• Relationship to the private sector
• Services and products, including a description of how they fit within the overall DC “system” of economic development

Discussion: Christine Kessides, Lead Economist, ECSSD, Moderator