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Strategy

Attracting and retaining talent needs:

  • an overall strategic process involving all stakeholders for the specific regional brain flow problem
  • an overall frame for various measure to be bound, and not a lot of single actions by many different problem owners (to avoid overlap and inefficacy)
  • It needs an co-ordinating actor, being in charge, not necessarily the regional government
  • It should not focus on only one specific category of human capital

This strategic approach should

  • increase activities of warm place marketing and attract high-skilled before they leave
  • set-up networks to absorb better knowledge spill over and inflows as well as knowledge anchoring
  • develop an open, tolerant, inclusive welcoming culture
  • foster temporary attraction of high-skilled (e.g. international summer schools, conference)
  • identify the regional strengths, strong features and to address the regional marketing to the specific target group who appreciate this specific kind of features

Your success in attracting and retaining talent is dependent on many factors which are influenced by policies in different fields. Some policies will directly influence the attractivity of your region for talent, others will do it indirectly and some might do it unintentionally. To make sure that these policies are all geared at attracting and retaining talent it is essential to develop a strategic approach to the talent issue.

Comparing policies in our regions we found several types of policies that policy  makers use to increase the capacity of the region to attract talent. Looking at the way policies are structured, a basic distinction can be made between:
–      General policies and strategies, as captured in regional foresight and strategy documents. You will find examples of these in the resources are in the policy review area and the Canadian site Growourregion offers a good course on regional development strategies
–      Domain-specific policies and strategies, dealing with policy domains. The policy domains we found being crucial are in the field of Quality of LifeRegional BrandingBusinessEducation and Labour. Under these headings issues like sectoral development (clustering), research and innovation, housing, infrastructure, International orientation etc are important
–      Programming, resulting from running policy programmes from the nation state or EU (such Regional Development programmes or Interreg), that require the articulation of regional problem definitions.
–      Projects, often, but not necessarily, generated in the context of bigger programmes
–      Collaboration and networking, that is, the development of particular forms of governance involving different regional actors focusing, in one way or another, on ‘talent’. The role of NGOs should be addressed and support should be given to multi stakeholder initiatives. There are different local modes of governance and interaction (with local research, education and training organisations, business associations, etc.).

To help you develop these policies in a strategic way they should be well planned, based on relevant data and deliver impact in a verifiable way. Under the following headings you will find  useful tools to help you with

PLANNING

Economic development is in itself a process consisting of the following key steps.

  • Planning
  • Implementing
  • Evaluating
  • Starting Again

Depending on context, the planning process may lead to a series of plans – plans within plans. For example, a Strategic Plan may also contain a Business Plan and a Communications or Marketing Plan may be embedded within the Business Plan.
Good planning places any organization in a position to be proactive instead of reactive. We have incorporated resources on five core fields of planning.

The planning process consists of a series of plans – plans within plans. We hae collected some resources to give you som inspiration for your Planning Process:

– Business Plan
Business Plan
SEER_BusinessPlanMadeSimple

– Communications Plan

Communication plan
basics for practitioners

– Community Planning

Community Planning
Community development

– Economic Development Plan

economic success brochure

– Strategic Planning

Strategic Planning

– Sustainability Plan

Sustainability Plan

model-climate-change-action-plan-En

35287_ICSP_template_2010

 

Finding Data

One of the main obstacles to creating a strategy is to find th data you will base it on. You will find a full manual on data collection on this page. This is an abstract of what data can be important and whee you can find them.

The following list of variables is based on our models. The information is derived from the
BUTTON project as well as other projects which have served as sources of inspiration. We tried to look for indicators for all variables that would be useful in all six. Some indicators are only used in one region and are therefore not comparable. This can be seen as a minimum package of variables and indicators. As mentioned before these variables are a minimum. Each partner will collect whatever available relevant information to present the brain flow situation as clear as possible, notwithstanding of these data can be compared (see sections on BUTTON and Data Collection).

Finding Data

One of the main obstacles to creating a strategy is to find th data you will base it on. You will find a full manual on data collection on this page. This is an abstract of what data can be important and whee you can find them. The following list of variables is based on …

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Impacts and Evaluation

Assessing the impact of an existing enterprise or a new project is often required in community and economic development. Impact analysis can be utilized in a variety of different scenarios and by using various methods. It can be a component of a formal evaluation process for an organization or project. A quick read on Measuring Economic …

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