Territorial Review Copenhagen - Region Hovedstaden

More documents

Recommendations

Info

232 recruitment, high turnover and an elevated number of days of sick leave. These difficulties are mainly the result of being large employers of relatively high skilled workers in a very tight labour market with very low unemployment levels. This problem is even more acute in the social sectors. The city, for example, reports an average of 1.8 applicants for jobs as assistants in health care for old people, and an average of 2 applicants for jobs as educators in day care. A shortage of nurses and physicians has appeared in a number of OECD countries and could further deteriorate. 12 In general, employees in the general public sectors and health sectors in OECD countries are ageing more rapidly than employees in other sectors of the economy. In Denmark, subnational governments will be more affected than the central government by the scale of departures from public service. In addition, large-scale departures will be longer and more sustained – the peak being around 2015. 13 Figure 3.10. Age distribution according to sector (%, 2001) Source: Statistics Denmark, StatBank Denmark (employed wage earners distributed by sector, working hours, age and gender), published in Ageing and the Public Service, OECD, 2007, p. 106
233 While international migration may help mitigate this situation in the health sector, it will nonetheless be difficult to implement, and migration of employees in the health sector will remain limited across OECD countries. In addition, the competition for salaries across OECD countries may end up raising public health care costs unsustainably. The solution may lie in the use of a mix of tools that would include improving pay and working conditions, which seems to be at the core of the Danish and regional policy in <strong>Copenhagen</strong>, and by improving productivity through mixed methods of payment for physicians (activity-related methods of payment and rewards for quality of care), changing conditions of service for nurses, and reviewing the skills mix between physicians and nurses. 14 Finally, officials note some shortcomings in the dialogue between the Department of Education in the national government and the Department of Health on addressing short- and medium-term shortages in the health sector. Apart from these important sector-specific challenges, and like many parts of OECD countries, the region and the city have put a lot of effort into staff development and into making the public sector an attractive employer. This will be even more important with the implementation of the Quality Reform Initiative proposed by the national government (see below). International studies show that while policies for competency development and improved attractiveness of the public sector are important in the context of tight labour markets, upcoming large-scale departures from public service, and increased competition for the better qualified, these should probably not be stand-alone policies and should be put into the wider HR policy perspective and the wider labour market policies. In some cases, such an emphasis put on staff development and attractiveness can, in the long run, be costly, and preoccupy the system and staff with their own development rather than with their performance. 15 Both the region and the municipality would do well to remain focused on improving capacity for better performance and measure the results of capacity initiatives. This is all the more important given that research in different countries suggests that high rates of sick leave are partially due to staff losing sight of service performance and spending too much time on paperwork and reporting requirements. In addition, capacity building/maintenance initiatives should be placed within a wider framework aimed at improving productivity in the public sector. Finland‘s productivity programme could provide a source of inspiration (see Box 3.4). Finally, in the context of a tight labour market and the relative ageing of society and even more rapid ageing of the public sector workforce, the incidence of changes in the management, competencies and skills, and demographics of public sector workers on the region‘s labour market must be fully recognised in labour market strategies.
Page 1 and 2:
Territorial Review Copenhagen Preli
Page 3 and 4:
3 Acknowledgements This Review was
Page 5 and 6:
5 Table of contents Chapter 1: The
Page 7 and 8:
7 Assessment and Recommendations Co
Page 9 and 10:
9 Its international ranking is mixe
Page 11 and 12:
11 The lack of skill is of paramoun
Page 13 and 14:
13 qualifications of immigrants and
Page 15 and 16:
15 more than twice average full-tim
Page 17 and 18:
17 Commercialisation of research co
Page 19 and 20:
19 surpassed only by Spain and Swed
Page 21 and 22:
21 in the suburban periphery, while
Page 23 and 24:
23 emissions by 25% since 1990 and
Page 25 and 26:
25 and the other municipalities in
Page 27 and 28:
27 instruments at its disposal. A s
Page 29 and 30:
29 Chapter 1: The competitiveness o
Page 31 and 32:
31 Figure 1.2. Map of Copenhagen an
Page 33 and 34:
33 other areas in Denmark are more
Page 35 and 36:
35 Figure 1.5. Map of Copenhagen an
Page 37 and 38:
37 Figure 1.7. Regional GDP in % of
Page 39 and 40:
39 Copenhagen plays a crucial role
Page 41 and 42:
41 Figure 1.8. Monthly unemployment
Page 43 and 44:
43 Figure 1.10. Co-patents between
Page 45 and 46:
45 Table 1.4. Employment and value-
Page 47 and 48:
47 Table 1.6. Overview of studies o
Page 49 and 50:
49 capital. As Table 1.7 shows, the
Page 51 and 52:
Rank Total Accounting Advertising F
Page 53 and 54:
53 Potential of a more integrated
Page 55 and 56:
55 Figure 1.12. Economic growth in
Page 57 and 58:
57 If a broader definition of econo
Page 59 and 60:
59 …but is only moderately succes
Page 61 and 62:
61 Region. The variation in tertiar
Page 63 and 64:
63 Education and skills Education o
Page 65 and 66:
65 Øresund as part of the solution
Page 67 and 68:
67 Under-utilisation of immigrants
Page 69 and 70:
69 Figure 1.18. Share of foreign-bo
Page 71 and 72:
71 the countries that attract the m
Page 73 and 74:
73 both the public and private sect
Page 75 and 76:
75 figures in the THES rankings of
Page 77 and 78:
77 (FORA, 2008). This is in line wi
Page 79 and 80:
79 most other OECD countries (OECD,
Page 81 and 82:
81 Several OECD countries score bet
Page 83 and 84:
83 fewest procedures in the world f
Page 85 and 86:
85 recorded in the OECD (OECD, 1999
Page 87 and 88:
87 50 000 population; New Zealand:
Page 89 and 90:
89 ensuring that these 38 000 dwell
Page 91 and 92:
91 progress has been made - the lev
Page 93 and 94:
93 the region‘s groundwater aquif
Page 95 and 96:
95 rising sea levels (which could r
Page 97 and 98:
Car theft per 1000 inhabitants (200
Page 99 and 100:
99 challenges, such as delays and c
Page 101 and 102:
101 Figure 1.34. Congestion in sele
Page 103 and 104:
immigrants and students, who enter
Page 105 and 106:
105 8 Copenhagen metropolitan regio
Page 107 and 108:
107 ranking rates 200 universities
Page 109 and 110:
109 32 One notable exception is the
Page 111:
111 44 Københavns Energi (Copenhag
Page 114 and 115:
114 governments and the majority of
Page 116 and 117:
116 main challenges for the region
Page 118 and 119:
118 Box 2.1. Economic linkages betw
Page 120 and 121:
120 technicians. Since the Structur
Page 122 and 123:
122 Figure 2.1. Denmark’s plannin
Page 124 and 125:
124 by openness, quality consciousn
Page 126 and 127:
126 2.3 Skills policies Recent labo
Page 128 and 129:
128 exams. This system gives univer
Page 130 and 131:
130 municipality, which in principl
Page 132 and 133:
132 intention of developing and spr
Page 134 and 135:
134 highly skilled migrants. Such p
Page 136 and 137:
136 the effectiveness of innovation
Page 138 and 139:
138 they suggest that exploratory r
Page 140 and 141:
140 bureaucratic. First-tier fundin
Page 142 and 143:
142 The priority on high-growth ent
Page 144 and 145:
144 Creative entrepreneurship Preli
Page 146 and 147:
146 therefore be targeted at these
Page 148 and 149:
148 A current constraint in busines
Page 150 and 151:
150 2009 will provide some first in
Page 152 and 153:
152 Box 2.4. Ørestad development-I
Page 154 and 155:
154 dealing with the expected incre
Page 156 and 157:
156 but it does not have clear prio
Page 158 and 159:
158 In designing a detailed scheme
Page 160 and 161:
160 of demand management tool in th
Page 162 and 163:
162 elasticity of short-distance lo
Page 164 and 165:
164 bridge construction but for stu
Page 166 and 167:
166 The consequence of the Fehmarn
Page 168 and 169:
168 Local and national housing poli
Page 170 and 171:
170 increased by approximately 40%
Page 172 and 173:
172 disproportionately affected. Th
Page 174 and 175:
174 in Denmark (Andersen, 2008). Mu
Page 176 and 177:
176 Given the diversity of the buil
Page 178 and 179:
178 them from implementing more pro
Page 180 and 181:
180 guidelines in the forthcoming C
Page 182 and 183: 182 A wide range of environmental i
Page 184 and 185: 184 Denmark's National Board of Hea
Page 186 and 187: 186 conditions, and natural ventila
Page 188 and 189: 188 mandated to integrate respect f
Page 190 and 191: 190 with a further EUR 220 million
Page 192 and 193: 192 inter-linkages between economic
Page 194 and 195: 194 Although these national framewo
Page 196 and 197: 196 schools, teachers and pedagogue
Page 198 and 199: 198 17 In 1997, the average price f
Page 200 and 201: 200 literature and case law that mu
Page 202 and 203: 202 eco-project that will be showca
Page 205 and 206: 205 Chapter 3: metropolitan governa
Page 207 and 208: 207 regional level, the 16 existing
Page 209 and 210: 209 and education. Expenditure for
Page 211 and 212: 211 Administrative boundaries do no
Page 213 and 214: 213 Figure 3.5. Dominance of the co
Page 215 and 216: 215 airport, a new metro line betwe
Page 217 and 218: 217 instruments, it has funds at it
Page 219 and 220: 219 Box 3.3. Relations between metr
Page 221 and 222: 221 Figure 3.6. Under-representatio
Page 223 and 224: 223 Authority, set up to deal with
Page 225 and 226: 225 providing services to other mun
Page 227 and 228: 227 municipalities in Copenhagen wa
Page 229 and 230: 229 3.4 Political leadership The Ci
Page 231: 231 mayors; permitting only the eco
Page 235 and 236: 235 Human resources management in t
Page 237 and 238: 237 developed, notably by the natio
Page 239 and 240: This governance framework poses cha
Page 241 and 242: 241 Annex 1: Conceptual Framework T
Page 243 and 244: 243 over 1980-2003, confirm the pre
Page 245 and 246: 245 efficiency of the labour market
Page 247 and 248: 247 population growth was strongly
Page 249 and 250: 249 specialised places are better s
Page 251 and 252: 251 trend can mainly be explained b
Page 253 and 254: 253 partnerships between firms and
Page 255 and 256: 255 workers. Even though relative p
Page 257 and 258: 257 indicators such as GDP per capi
Page 259 and 260: 259 institutional proxies of commun
Page 261 and 262: 261 Bibliography Acs, Z. and C. Arm
Page 263 and 264: 263 Bikes Belong (2008), ―Bicycli
Page 265 and 266: 265 CBS (2005e), A Mapping of Danis
Page 267 and 268: 267 City of Vancouver (2007), ―Re
Page 269 and 270: 269 Demographia (2008), ―4th Annu
Page 271 and 272: 271 Faugert, S. et al. (2004), ―E
Page 273 and 274: 273 Gyourko, J. and J. Tracy (1989)
Page 275 and 276: 275 Konkurrencestyrelsen (2004), Ko
Page 277 and 278: 277 Meijiers and Romeim (2003) ―R
Page 279 and 280: 279 OECD (1996), Innovative Policie
Page 281 and 282: 281 Rappaport, J. and J. Sachs (200
Page 283 and 284:
283 Statistics Denmark (2008) ―IN
show all

Territorial Review Copenhagen - Region Hovedstaden

Create successful ePaper yourself

Delete template?

Save as template?