Local/Regional Economic Development in South ... - Value Chains

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52 suitable framework needs to be established for important strategic processes that enlists major actors and allows strategic work that is both structured and has a defined time limit. The most important recommendation, however, is to preserve and constantly expand the foundations of the European region, in the form of trust, openness and mutual interests. This task shows what European regions probably most urgently need: commitment and patience on the part of the regional stakeholders. Recommended reading ÖROK Wien (2005): Europaregionen – Herausforderungen, Ziele, Organisationsformen, ÖAR-Regionalberatung im Auftrag der ÖROK Wien (www.oerok.gv.at) (This article is a revised version of the content of the ÖROK study.) Contact Günter Scheer, ÖAR Regionalberatung GmbH scheer@oear.at
Regional Economic Development and Regional Management 4 Regionale Wirtschaftsförderung und Regionalmanagement 53
Page 1 and 2: Division 311 South-Eastern Europe,
Page 3 and 4: Preface Promoting region-specific d
Page 5 and 6: .12 On the Path to a Learning Socie
Page 7 and 8: IHK Chamber of Commerce and Industr
Page 9: 1 Einführung Introduction 9
Page 12 and 13: 12 tively than working in isolation
Page 14 and 15: 1 1.2 Local/Regional Economic Devel
Page 16 and 17: 16 Local/regional economic developm
Page 19: The EU Context for 2 Das EU-Umfeld
Page 22 and 23: 22 As was found within the EU, the
Page 24 and 25: 2 The primary reasons for the posit
Page 26 and 27: 26 GTZ also supports regional devel
Page 28 and 29: 28 ern European partner countries G
Page 31 and 32: 3.1 Slovenia - Strengthening the Ma
Page 33 and 34: 3.2 Local/Regional Economic Develop
Page 35 and 36: Structure formation: If possible, L
Page 37 and 38: is the Regional Assembly, whose 84
Page 39 and 40: 3. Commercial Land Management - the
Page 41 and 42: The SEE municipalities and regions
Page 43 and 44: 3.5 Cluster Formation in Austria -
Page 45 and 46: oom in the automotive sector, the S
Page 47 and 48: fore it was essential to provide cl
Page 49 and 50: • have the necessary resources av
Page 51: Success factors and barriers for cr
Page 56 and 57: 56 There is a tendency in the admin
Page 58 and 59: 58 assume that there is any basic k
Page 60 and 61: 60 current loan or new loans even b
Page 62 and 63: 62 . Regional Economic Development
Page 64 and 65: 6 .5 Island Development Program Cro
Page 66 and 67: 66 Working with stakeholders at the
Page 68 and 69: 68 propriate and lacking mechanisms
Page 70 and 71: 70 .7 Land and Soil: Valuable Resou
Page 72 and 73: 72 .8 Coastal Protection and Sustai
Page 74 and 75: 7 .9 Economic Development in Bosnia
Page 76 and 77: 76 .10 The Development Corporation
Page 78 and 79: 78 .11 Spatial Planning between Env
Page 80 and 81: 80 .12 On the Path to a Learning So
Page 82 and 83: 82 Results of the information netwo
Page 84 and 85: 8 .13 Industrial Zone Montenegro -
Page 87: Municipal and Local Economic Develo
Page 90 and 91: 90 most of them moved back into the
Page 92 and 93: 92 development process. The direct
Page 94 and 95: 9 5.3 Cross-Sectoral Instruments fo
Page 96 and 97: 96 5. Municipal Partnerships - Netw
Page 98 and 99: 98 tre. An organizational chart and
Page 100 and 101: 100 GTZ (2003): Kommunale Entwicklu
Page 102 and 103:
102 use of the Great Lake Park and
Page 104 and 105:
10 Advising institutions 1. Restora
Page 106 and 107:
106 5.7 The Business Incubator as a
Page 108 and 109:
108 5.8 Yesterday Electrification,
Page 110 and 111:
110 5.9 Technology-Oriented Busines
Page 112 and 113:
112
Page 115 and 116:
6.1 Cluster-Oriented Assistance Str
Page 117 and 118:
6.2 Automotive Suppliers Cluster in
Page 119 and 120:
The analysis of potential was follo
Page 121 and 122:
• • • • • • • • Peo
Page 123 and 124:
• • • • • • Foreign clu
Page 125 and 126:
cluster must be worked out and adop
Page 127 and 128:
6.5 Tourism as the Solution for Poo
Page 129 and 130:
Head office Mostar Regional branche
Page 131 and 132:
Project outputs Use by intermediari
Page 133 and 134:
6.6 Producer Organizations and Mark
Page 135 and 136:
usinesses are unlikely to be in a p
Page 137 and 138:
Impact The projects are working acr
Page 139 and 140:
6.8 Public-Private Partnership in A
Page 141:
7 Länderübergreifende Ansätze Tr
Page 144 and 145:
1 Direct support to cross-border co
Page 146 and 147:
1 6 jective of the workshops is to
Page 148 and 149:
1 8 7.3 Agricultural Diversificatio
Page 150 and 151:
150 7. Transnational Exchange of Po
Page 152 and 153:
152 and flexibility is of lesser im
Page 154 and 155:
15 Lessons learned • Detailed and
Page 156 and 157:
156 ordinated with important mediat
Page 158 and 159:
158 further and bring in other SEE
Page 160 and 161:
160 that could have provided advice
Page 162 and 163:
162 Recommended reading MAP - Maced
Page 164 and 165:
16 and employment demands is the fo
Page 166 and 167:
166 InWEnt program (2): “Regional
Page 168 and 169:
168 Specific approach Together with
Page 170 and 171:
170 Development of skills and stand
Page 172 and 173:
172 promotion (PACA in Serbia, loca
Page 174 and 175:
17 Branimir Mirtschev, business man
Page 176:
176
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