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COOPERATION FOR A BETTER FUTURE

GTZ REDEMRegional Economic Development of the Eastern Part of Macedonia

Regions planning their development

GTZ Macedonia

COOPERATION FOR A BETTER FUTURE

Regions planning their development

Skopje, June 2008

Published by:Deutsche Gesellschaft fürTechnische Zusammenarbeit (GTZ) GmbHPostfach 5180T +49 61 96 79-0F +49 61 96 79-11 15E [email protected]

Internet:www.gtz.de

Name of project:Regional Economic Development of the Eastern Part of Macedonia (GTZ REDEM)

Authors:Marija VolchevaKaterina ZafirovaJens AdlerAleksandar Karaev

Proofreading:Matt Jones

Translation:Milan Damjanoski

Layout:Forvard LLC, Skopje

Printing:Propoint, Skopje

Skopje, June 2008

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332.145(497.73/.74)

REGIONS planning their development / Marija Volcheva, Katerina Zafirova, Jens Adler, Karaev Aleksandar ; [translation Milan Damjanoski]. - Skopje: Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ), 2008. - 35 стр. : илустр. ; 21 см. - (Cooperation for a better future)

Публикацијата е во рамките на проектот: Regional economicdevelopment of the Eastern part of Macedonia (GTZ REDEM)

ISBN 978-608-4514-06-0 (кн.)ISBN 978-608-4514-04-6 (ед.)1. Volčeva, Marija [автор] 2. Zafirova, Katerina [автор] 3. Adler, Jens [автор] 4. Karaev, Aleksandar [автор]. - I.Volcheva, Marija види Volčeva, Marijaа) Регионално планирање - Методологија - МакедонијаCOBISS.MK-ID 73209866

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Preface ....................................................................................................................................................

Statements and acknowledgements ..........................................................................................

1. A short description of the project ............................................................................................

2. Programmes for the development of the East and South-East

planning regions ............................................................................................................................

2.1 Prerequisites for initiating the process .....................................................................

2.2 Stages in the elaboration of the programmes for the development

of the planning regions .................................................................................................

2.3 Finalisation of the Programmes and definition of follow-up steps ................

2.4 The financial framework for the implementation of the process ...................

3. Benefits ..............................................................................................................................................

4. Success factors ................................................................................................................................

5. Experiences gained and lessons learnt in the process .....................................................

6. The project as a model for development in other regions .............................................

Acronyms ..............................................................................................................................................

Content

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PrefaceA major challenge currently facing Macedonia is the need to be fully prepared for the intro-duction and management of new processes necessary for the approximation and compli-ance of Macedonian policies with European policies. One of these policies relates to the need to stimulate and support balanced regional development. The commitment of the Republic of Macedonia to fulfil its obligations and preconditions for accession to the Euro-pean Union is manifestly evident and has resulted in the current efforts to create the nec-essary conditions for the stimulation and implementation of a policy of balanced regional development. Activities undertaken in 2005–2007 have served to establish a basis for the future development of the regions: a Law on Balanced Regional Development has been adopted and a National Strategy for Regional Development is in the process of adoption.

The elaboration of the programmes for the development of the East and South-East plan-ning regions (Programmes) was supported by the GTZ project for the Regional Economic Development of the Eastern Part of Macedonia (REDEM) as part of GTZ’s support for the overall regional development process in Macedonia. As a direct result of this process, the East and South-East planning regions now have an excellent basis for further development and improvement of their regional activities and policies. Moreover, the extensive experi-ence gained in the course of implementing this regional development process, together with the strengthened capacity of the two planning regions, can now serve as an invalu-able guide to the future implementation of regional development initiatives in other re-gions of Macedonia and abroad: conveying lessons learnt, best practices, and strategies for overcoming difficulties. The process thus provides a replicable model for the application of a tried-and-tested methodology for preparing regional development programmes. The specific experiences gained in this process are of particular relevance to the implemen-tation of the new policy on regional development and management in the Republic of Macedonia.

It is important to emphasize that a bottom-up approach was adopted throughout the whole process of elaborating the Programmes. Competent local stakeholders were involved at every stage of the elaboration of the documents and in the decision-making process re-lated to the drafting and adoption of the Programmes for the planning regions.

We would like to offer our sincere gratitude to all those who actively participated in and contributed to the process. We further wish the regional structures and stakeholders every success in undertaking the significant challenge of ensuring the further implementation of the programmes for the development of the planning regions—programmes which will result in the economic strengthening and development of the regions.

The aim of this brochure is to serve as a guide and orientation framework for all those who plan to embark upon the elaboration of development programmes for their regions. We hope the following contents will open new horizons and suggest ideas as to how to design a planning process which supports regional development and increases competitiveness and sustainability while ensuring the retention of regional identity.

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Statements and acknowledgements

The following are some of the comments made by participants in the process of preparing the programmes for the development of the East and South-East planning regions:

‘I consider the preparation of the programme for the development of the East planning region to be a historic landmark in the establishment and commencement of the intensive development of this region.No-one will follow you unless you clearly show the goal and the ways to achieve it. This Programme does just that.’ Ljubomir Janev, Mayor of the Municipality of Kocani and President of the Council for the Development of the East planning region

‘The East and South-East planning regions are far ahead of the other regions in the country.Today, the municipalities of these regions think regionally. They have prepared projects and they have the virtue of deferring their local needs and problems to wider regional interests and needs.’

Zoran Zaev, Mayor of the Municipality of Strumica and President of the Council for the Development of the South-East planning region

‘Taking pioneering steps in the process of balanced regional development has proven to be an excellent experience and it has been a great challenge to mobilise local resources and factors for the purpose of planning the development of the Bregalnica region.’

Vesna Ilievska, Regional Manager, Municipality of Delcevo

‘The process of preparing the Programme for the Development of the South-East planning region is a key step in paving the way for further development of this part of Macedonia which until now had been neglected and under-developed. Taking part in this process has been an invaluable experience and it is a great challenge to continue with the regional activities that have been initiated.’

Lazar Gazepov, Regional Manager, Municipality of Radovis

‘These types of interactive workshops, as well as the sublimation of acquired knowledge, are necessary to get to the core of key issues and set out specific lines of action. This is a process which is necessary in order to raise levels of knowledge about relevant structures, identify issues and provide solutions.’

Irena Penchovska, Civic Association ‘Idea Project Action’, Probistip

‘Programmes of this character are very positive, primarily because they lead to regional solutions through the involvement of all stakeholders. During the workshops we had the opportunity as regional actors to get to know each other, to exchange opinions and ideas, and to initiate solutions to the new issues in the region.’

Katerina Timoska, Planetum Environmental Organisation, Strumica

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‘Participation in the workshops has helped me expand my knowledge and learn about the resources of the region. It has also enabled us to set priorities which will provide guidelines for the achievement of specific goals. The implementation of projects in the area of agriculture will contribute to achieving high-er levels of production and an increase of the value added.’

Ilcho Bogdanov, Ilinden Agricultural Association, Stip ‘I am satisfied with the process of the organisation of the workshops, as well as with the importance of this process in informing all the participants about the strengths and weak-nesses of the region. These workshops have played a significant role in the easier and faster drafting of a strat-egy for development of the South-East planning region, the improvement of the economic development and the reduction of unemployment.’

Nikola Trendov, SME Business Centre – Incubator, Strumica

‘In the course of the workshops, representatives of various sectors cooperated, exchanged opinions and identified different opportunities for inter-municipal and regional coopera-tion. This highlighted the need for more efficient methods and ways to be found to attract an even broader section of stakeholders, especially from the private sector.’

Vladimir Grozdev, B2 Consulting, Moderator

‘For those who have followed the development of the EU and its regional approach as part of that development, it is more than clear that it is quite fortunate that these two regions were selected for the pilot programme. The local authorities would not have been able to implement this process on their own.The general assessment of the process is more than positive. I would like to appeal for similar processes in the future to last longer if possible.’

Vasko Zlatkovski, APRZ RC, Stip

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1. A short description of the projectThe GTZ project for the Regional Economic Development of the Eastern Part of the Repub-lic of Macedonia (GTZ REDEM) was implemented as a component of the bilateral technical cooperation between the Federal Republic of Germany and the Republic of Macedonia in the period January 2005 to December 2007.

The ultimate goal of the GTZ REDEM project has been to support the regional economy and promote employment in the Eastern Part of the Republic of Macedonia in accordance with EU criteria regarding regional development. This goal is to be achieved through di-recting existing local and regional economic potentials so as to increase the competitive-ness of selected locations and economic regions and thus create new employment and income-generating opportunities for the population of these regions.

The project region consists of 23 municipalities, covering an area of approximately 7,000 km2 with an overall population of about 375,000. It encompasses the municipalities of the East and South-East planning region: Berovo, Bogdanci, Bosilovo, Valandovo, Vasilevo, Vinica, Gevgelija, Delcevo, Dojran, Zrnovci, Karbinci, Konce, Kocani, Lozovo, Makedonska Kamenica, Novo Selo, Pehcevo, Probistip, Radovis, Sveti Nikole, Strumica, Cesinovo-Oblesevo and Stip.

Struga

East region

South-East region

The creation of a legal framework for balanced regional development

Providing support for the Ministry of Local Self-Government in the preparation �and adoption of the Law on Balanced Regional Development.Providing support for the Ministry of Local Self-Government in the drafting and �adoption of the National Strategy for Regional Development.Preparing programmes for the development of the planning regions in two pilot �regions, the East and South-East region.

The project consisted of 3 main components which were interrelated and implemented simultaneously.

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The creation of structures for balanced regional development at regional and local level (institutional strengthening of local and regional administration)

Providing support for the establishment and functioning of the Regional �Assembly of Mayors of the Bregalnica-Strumica region (as the current East and South-East regions were previously refered to before the introduction of the new Law on Balanced Regional Development).Implementing regional management training for representatives from the offices �for Local Economic Development (LED).Providing support for the establishment of the Association for Regional �Development of the Bregalnica-Strumica region.Providing support for the formation of Councils for the Development of the East �and South-East planning regions (Regional Councils) in compliance with the adopted Law on Balanced Regional Development.

The provision of support for the implementation of regional micro-projects

In the course of 2005, the GTZ REDEM project provided technical and financial �support for the implementation of a number of micro-projects on the basis of project proposals submitted by interested parties (mostly NGOs) in the region. The total financial support provided per micro-project was generally below 183,900 MKD / 3,000 EURO.

With a view to the valuable experience to be gained through the implementation of such micro-projects, and for the purpose of mobilising the NGOs and public and private sectors in the region, the first public call for financing project propos-als in the area of regional economic development was issued towards the end of 2006. The implementation of these projects started at the beginning of November 2006 and the projects were completed by June 2007. The total amount of finan-cial support provided by GTZ REDEM was limited to 300,000 MKD, equivalent to a maximum of approximately 5,000 EURO per project.

Supporting the Law on Balanced Regional

Development

Supporting the

elaboration of the

Programmes for the East and South-

East planning region

Supporting Micro projects with the aim

of promoting regional economic development

and employment

Promoting investments into the region

Building the Capacities of regional structures

Supporting the establishment of regional management structures

Supporting Regional

marketing

Supporting the Strategy for the Regional

Development of the Republic of Macedonia

MACRO-LEVELMinistry of Local Self

Government,Bureau for Regional

DevelopmentNational Council for

Regional Development

MESO-LEVELMunicipalities Regional

Assembly of MayorsAssociation for Regional

DevelopmentRegional Council

MICRO-LEVELNGOs, SMEs, Business and Civic Associations

The following diagram illustrates the main activities of the GTZ REDEM project at three level: the macro, meso and micro level.

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2. Programmes for the development of the East and South-East planning regions

2.1 Prerequisites for initiating the process

The legal framework for balanced regional development in Macedonia

The concept, priorities and strategic goals of the policy for the stimulation of �balanced regional development;The measures and instruments to be employed for the stimulation of the �development of the planning regions and areas with specific development needs; The financing, institutions and mechanisms to be employed for the �implementation of the measures of the policy for the stimulation of balanced regional development.

The creation of a normative institutional framework for the development �of a comprehensive and consistent regional policy aimed at strengthening economic and social cohesion and addressing all current regional development issues;The harmonisation of the country’s regional policy with EU policy, including �the improvement of administrative-institutional capacities in accordance with the requirements of EU Structural and Cohesion Funds and their efficient utilisation.

At the beginning of the project in 2005, no legal framework yet existed for the stimulation of the regional development process. For this reason, one of the primary initial activities of GTZ REDEM focused on providing support to the Ministry of Local Self-Government in the process of drafting the Law on Balanced Regional Development and the National Strategy for Regional Development. This process was initiated in 2005 and the drafting of both the Law on Balanced Regional Development and the National Strategy for Regional Development thenceforth proceeded in parallel. The process of drafting the National Strategy is currently ongoing.

The National Strategy is a long-term planning document which stipulates the principles, goals and priorities of regional development in the Republic of Macedonia and defines the measures, instruments, financial and other means to be employed for the accomplishment of these goals. The National Strategy is to be adopted for a ten-year period by the Parliament at the proposal of the Government of the Republic of Macedonia. The National Strategy for the subsequent plan-ning period is to be adopted at least 12 months prior to the expiry of each ongoing planning period. A three-year action plan is to be adopted for the purpose of the implementation of the National Strategy. The National Strategy defines:

The Law on Balanced Regional Development was adopted in May, 2007 and stipulates:

The Law defines and regulates the goals, principles and agents of the policy for the stimulation of balanced regional development and regional development planning, including the financ-ing, monitoring and evaluation of the implementation of planning documents and other is-sues. The Law requires that regional development planning is to be defined in the following planning documents:

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The National Strategy for Regional Development of the Republic of �Macedonia; The programmes for the development of the planning region. �

These planning documents are to be harmonised with the Spatial Plan of the Republic of Mace-donia; with strategic development documents at national level; and with the programming documents for Macedonian integration in the EU. Action plans are to be developed and ad-opted for the purpose of implementing the planning documents, while the documents them-selves are to be prepared on the basis of the official Methodology for the Preparation of Plan-ning Documents prescribed by the Ministry of Local Self-Government.

As from 2008, in accordance with the Law on Balanced Regional Development, funds will be allocated for the stimulation of regional development from the National Budget on an annual basis in the amount of at least 1% of the GDP. Such funding of regional development has not previously existed in Macedonia.

The chart below illustrates the allocation of these funds for project-financing purposes: (according to the Law on Balanced Regional Development)

Development of villages

Development of planning regions

Development of areas with specific

development needs

10%

70%

20%

In order to be eligible to use these funds, each region is required to prepare a Programme for the Development of the Planning Region. The Programme is a mid-term planning document which defines the development goals of the planning region and the measures, instruments and financial and other means required for their achievement of these goals.

The basic strategic aim of the Programme is the achievement of a higher level of overall func-tional and spatial integration of the region, as well as that of ensuring conditions for signifi-cantly greater infrastructural and economic integration with both neighbouring regions and other regions throughout the country. The achievement of this goal requires the reduction of internal disparities and the consequent effectuation of qualitative changes in the spatial, eco-nomic and social structure, especially in areas with significant problems of social and economic development.

The four key tasks of the Programme for the Development of the Planning Region

To improve the specific opportunities and potential of all the municipalities in �their socio-economic development.To coordinate the impact of all sectoral policies implemented in the region in �order to intensify socio-economic development and increase the cohesion of the whole region.

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What does the Programme define?

It defines the priorities for the development of the region as well as priorities for the development of any areas identified as having specific development needs within the region.

In accordance with the Law on Balanced Regional Development, the drafting of a Programme must comply with the following conditions:

The Programme must be adopted for a period of five years. �Each Programme must be developed individually for each planning region �in accordance with the National Strategy for Regional Development and the programming documents for the integration of the Republic of Macedonia in the European Union, as well as in accordance with the Methodology for the Preparation of Planning Documents prescribed by the Ministry of Local Self-Government.To ensure the implementation of the Programmes, annual action plans for �each subsequent year must be adopted by the end of the third quarter of the preceding year.

Introduction �Description of the region, e.g. main natural and geographical characteristics, �population, economy, infrastructure systems, society standards, settlement and urbanisation systems as well as environmental situationSWOT analysis �Vision, general goals, specific objectives and action plans for the specific �objectivesMeasures and actions �Organisation and coordination of the implementation of the Programme �Monitoring and evaluation �Annexes �

The main chapters of the Programme document:

To contribute to the reduction of economic and social disparities between �municipalities and to the provision of equivalent basic living conditions for all citizens throughout the region, as well as to create conditions for the preservation of a stable environmental balance.To coordinate regional development in order to ensure the sustainable �management of natural and cultural resources, as well as to support efficient urban planning.

Content of the Programme for the Development of the planning region

Goals for the development of the planning region �Measures and instruments for stimulating the development of the planning �regionMeasures and instruments for stimulating the development of any areas �identified as having specific development needs within the regionSources of finance, timeframes and indicators for the implementation, �monitoring and evaluation of measures to be undertaken for the stimulation of the development of the region

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The programmes for the development of the planning regions are closely related to the strategic documents and plans of the municipalities, i.e. they serve as the basis for the preparation of the Strategies for Local Economic Development of all municipalities in the region.

The establishment and strengthening of regional management structures

No institutional structures for regional development existed in Macedonia prior to the implementation of the GTZ REDEM project. Before commencing the process of drafting the programmes for the development of the East and South-East planning regions, it was therefore necessary—in the absence of pre-existing institutions—to establish informal regional structures such as the Regional Assembly of Mayors and the Association for Regional Development, the latter consisting of specially trained representatives of the LED departments of the municipalities.

These regional structures and their activities are mostly complementary with the municipal LED activities and generally pertain to:

1. Promoting regional development2. Raising awareness of regional concerns3. Promoting inter-municipal cooperation 4. Lobbying and representing the interests of the region before national authorities5. Adopting a more efficient regional approach to the resolution of problems6. Developing regional initiatives7. Creating opportunities for better utilisation of joint potentials and resources, etc.

Vision

General goal I

Specific objective 1

Action plan

Action plan

Action plan

Action plan Action plan





Action plan







General goal II General goal III

Short description of the structures in the Programmes

The ultimate goals of these activities are to contribute to:

The creation of new jobs and the preservation of existing employment � The improvement of the economic circumstances of the region’s population � Increasing regional competitiveness � Improving the standard of living throughout the region �

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The Regional Assembly of Mayors

Following the official announcement of local election results in 2005, visits were organised to all the mayors of the municipalities in the project region in order to raise their awareness of the importance of inter-municipal cooperation and inform the mayors of the planned activities of the GTZ REDEM project.

Following this a study tour was undertaken in October 2005 in the region of South-West Saxony in Germany on the topic of ‘Promoting Regional Economic Development’. This study tour was organised and implemented in close co-operation with InWEnt (Capacity-Building International, Germany), a professional capacity-building institution of the German Development Cooperation. The purpose of the study visit was for the mayors to learn from the practical experiences gained in the field of regional economic development in South-West Saxony.

In addition to helping enhance an understanding of the functioning of partnerships at various levels in Germany, the time which the mayors spent together during this week-long tour provided an excellent opportunity to strengthen their relationships, increase mutual trust, exchange experiences and discuss possible joint projects for the region. The information gained from this tour, as well as the positive atmosphere created during both the formal and informal parts of the visit, served as a basis for further development of the regional management structure in the Eastern Part of Macedonia. As a direct outcome of the study tour to Germany, the mayors of all municipalities of the region resolved to sign a Memorandum of Cooperation in the Area of Regional Development in the Eastern Part of Macedonia. It was also decided that the region would be called the Bregalnica-Strumica Region, named after the two major rivers in the region.

The Memorandum was signed at the first joint meeting, held in November 2005 in Berovo, at which the mayors also founded the Regional Assembly of Mayors in order to represent the political will for the promotion of regional development and the stimulation of regional management in the region. The Regional Assembly of Mayors was set up as an informal association, because at that time no law existed in Macedonia to regulate the establishment of associations between municipalities.

The Assembly constitutes the first example of institutionalised regional cooperation in Macedonia and has had a significant impact on the strengthening and official formalisation of cooperation between municipalities both in the project region and in other regions of the country. The meetings of the Assembly are held every two to three months and have been organised in such a way as to provide an opportunity for each municipality to take turns, in alphabetical order, to host the Assembly. The purpose of adopting this manner of holding the Assembly meetings is to reinforce the understanding that all municipalities are to be treated equally, irrespective of their size or level of development. At the Assembly meetings, the mayors discuss and adopt decisions related to regional development and agree on joint activities for the enhancement and encouragement of regional cooperation amongst the municipalities. Prior to the convening of the Assembly, most of the

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municipalities had some previous experience of preparing a Strategy for Local Economic Development defining their local priorities. However, it was a new challenge for the mayors to agree together on priorities at a regional level and with a regional importance—as was first achieved during the third Assembly meeting held in Bogdanci in April 2006.

At this meeting, the following six priority projects were selected by the mayors from an original list of over 30 priorities for regional development and cooperation in the Bregalnica-Strumica region:

The creation of favourable conditions for exploiting the potential of �geothermal waters in the region The promotion of tourism in the region �The elaboration of a concept for a Regional Development Fund �The creation of an information system for monitoring the �supply and demand of agricultural products in the regionThe creation of a Regional Investment Guide �Increased coordination of municipalities for the improvement of the �road infrastructure in the region

At the third Assembly meeting, the mayors also resolved to start as soon as possible with the preparation of a Programme for Regional Development for the Bregalnica-Strumica Region. This Programme, it was decided, would serve as the basis for all other upcoming regional projects. It was further agreed upon that the preparation of the Programme will be implemented by selected representatives from the LED departments of the municipalities and will be strongly promoted by the Assembly. Furthermore the GTZ REDEM project was invited to back up and support the elaboration process.

The Association for Regional Development

As well as raising the awareness of mayors as to the importance of regional development, there was also a need to raise awareness at the operational level in the municipalities and to strengthen the capacities of these bodies with regard to regional development. In order to meet these needs, the mayors decided to assign representatives from each of their respective municipalities (mostly from the LED departments) to undertake a two-year training sequence-8 modules-in Regional Management and by this to become a Regional Manager. The training sequence was provided and conducted by the GTZ REDEM project in close cooperation with InWEnt and the content of the modules was tailored to the specific circumstances and needs of the participants.

The first year of the regional management training modules consisted of a combination of theoretical input and practical exercises. Participants were able to benefit from the valuable contributions of the main trainer, an experienced Regional Manager and development consultant from the Neumarkt district in Bavaria, Germany. As part of their practical training, the participants acquired important skills needed for the implementation of the priority projects selected by the mayors. Six working groups were formed for implementing these priority projects and each working group comprised representatives of various municipalities. For example, the working group in charge of the implementation of the project entitled ‘Regional Investment Guide’ consisted of representatives from Bogdanci, Dojran, Valandovo and Pehcevo.

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Economic development

Agriculture

Infrastructure

Environment and renewable energy

Tourism and cultural heritage

Investment promotion

In addition to acquiring new knowledge and skills, the training courses also contributed to the strengthening of cooperation amongst the future Regional Managers who participated. While the Assembly meetings provide a forum where the mayors can exchange experiences and make decisions related to regional development, the training sequence provided a forum for exchanging experiences and ideas in the area of regional management at operational level. For the last week of their first year of training (the 4th module in December 2006), all Regional Managers participated in a five-day study tour in Saxony and Bavaria. In the second year of training, the remaining four modules were used as coaching sessions to guide and support the Regional Managers in the further implementation of the priority projects, e.g. by strengthening their abilities in project monitoring and evaluation.

In the course of the training sequence, the Regional Managers identified the need for an additional regional structure and elaborated a proposal for the formation of an Association for Regional Development. In December 2006, the Association for Regional Development of the Bregalnica-Strumica Region was officially registered. The founding members of this Association included four mayors and 26 Regional Managers from the project region. It should be reiterated that the Association was formed in the context of an absence of any pre-existing regional management structures.

The Association defines its tasks as follows:

To represent the interests of the region �To improve the business climate in the region �To promote the economic potential of the 23 municipalities �To promote constant cooperation between interested parties from the �municipalities in matters of joint interestTo contribute to the reduction of unemployment and the improvement of living �standardsTo plan, develop and implement projects related to regional economic development �To engage in cooperation aimed at achieving sustainable economic �development among the various entities in the 23 municipalitiesTo cooperate with other related organisations and to achieve cross-border �cooperation with the neighbouring countriesTo promote the Association by strengthening the capacity of its members and �building up a pool of experienced Regional Managers

In the period ahead, the precise role of the Association will need to be defined far more specifically and efficiently in relation to newly introduced structures and in accordance with the Law on Balanced Regional Development. It is vitally important that the Association be

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defined and integrated within the new context of regional development. This is because the Association constitutes an essential link between the Regional Assembly of Mayors and the Regional Managers and thus enables mutual communication, work and cooperation. This link ensures intercommunication between the two levels: the Assembly at the executive level and the Regional Managers at the operational level.

2.2 Stages in the elaboration of the programmes for the development of the planning regions

With the adoption of the Law on Balanced Regional Development and the establishment of the necessary regional structures, the preconditions were created for the commencement of the process of elaborating the programmes for the development of the East and South-East planning regions.

Identifying the need to elaborate a Programme for the Development of the Planning Regions

At the third Assembly meeting, held in Bogdanci in April 2006, a consensus was reached between the mayors on the need to elaborate and adopt a programme for the development of the Bregalnica-Strumica region. Later on this was adapted to the requirements of the new Law on Balanced Regional Development and it was decided to elaborate one Programme per planning region. For the purpose of implementing this decision, the fifth module of the above mentioned training sequence, held in Probistip in February 2007, was devoted to acquainting and preparing the Regional Managers to start the process of elaborating the Programmes.

Planning the process and assigning tasks within a timeframe

The first activity in the process of preparing the Programmes was the holding of a planning workshop in Gevgelija in March 2007. This planning workshop was attended by a number of Regional Managers; potential moderators of the organisation of regional workshops; and GTZ REDEM representatives. This workshop was used to plan the preparation process for the elaboration of the Programmes and the selection of the topic areas.

Because the elaboration of the Programmes had begun before the adoption of the Law on Balanced Regional Development, these documents were defined as Regional Development Concepts. With the adoption of the Law, terminological and other modifications were undertaken in accordance with the new legal framework.

The preparation of the process of elaborating the Programmes was carried out in three steps:

Selecting priority topic areas �Identifying the main interested parties/stakeholders to be involved in the �processProposing a timeframe for the first series of regional workshops. �

The priority topic areas for the two regions were selected by the Regional Managers participating in the workshop, on the basis of the priorities determined by the mayors and identified in the pre-prepared documents.

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The main stakeholders to be included in the process were identified and their tasks were determined as follows:

Guidance, coordination and decision-making with regard to priority topic areas �Nomination of representative(s) to the Coordinative Body �Support of the process and of the participation of Regional Managers �Approval of progress reports and final draft documents �

Monitoring the process of elaborating the Programmes through the verification �of the information and results produced by the workshopsNomination of representative(s) to the Coordinative Body �Distribution of relevant municipal data �Identification and involvement of stakeholders �Participation in regional workshops; provision of logistical support where �necessary

Coordination and support of the overall process �Organisation of the workshops, including logistical and administrative support �and distribution of informationSupervision of the timeframes and tasks to be undertaken �

Preparation and facilitation of the workshops and harmonisation of the �workshop procedure and methodology Facilitation of regional workshops (without influencing content) �Gathering and selection of relevant information during the workshops �Processing and structuring of the results of workshops; drafting reports �

Provision of necessary resources and technical expertise �Nomination of representative(s) for the Coordinative Body �Coordination and harmonisation with the ongoing processes at national level, �e.g. drafting the Law on Balanced Regional Development and the National Strategy for Regional DevelopmentContributing to the final draft of the Programmes prior to the finalisation and �official adoption of these documents by the mayors

The Regional Assembly of Mayors

The Association for Regional Development

The Coordinative Body

Moderators

GTZ REDEM

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Finally, the following timeframe was defined, including the main activities in the process of elaborating the Programmes:

Timeframefor 2007

Main steps in the process of elaborating the Programmes for the Development of the East and South-East planning regions

May Gathering of existing data and documentsIdentifying and selecting relevant information

June First series of regional workshopsPreparing and conducting a SWOT analysis for each topic area

July/August Processing and structuring the resultsPreparing input material for the second series of workshops

September/October Second series of Regional Workshops (2 rounds)Identifying general goals for each topic areaElaborating specific objectives for each general goalDeveloping action plans for each specific objectiveDefining the vision for the development of the region

November Processing and structuring the results; designing the first draft of the Programme,Comparison and integration with other thematic areas

December Final Regional Conference and Follow-upFinal discussion of the draft version of the Programmes and definition of follow-up steps for implementation

At the 6th module of the training sequence (2nd coaching session) held in Strumica in April 2007, the Regional Managers reviewed the priority topic areas for the regions. These topic areas were later presented at the next Assembly meeting, held in Gevgelija also in April 2007. At that meeting the mayors confirmed the priority topic areas individually for the two regions. The selected priority topic areas are:

1. Economic development2. Agriculture and rural development3. Infrastructure4. Environment and renewable energy5. Tourism and cultural heritage6. Promotion of investments

It was further decided that topic areas 3, 4, 5 and 6 would be elaborated jointly by both regions on account of the shared interests and characteristics of these topics. In addition, it was decided that joint workshops should be organised for these shared topic areas, in which representatives from both regions would take part.

Facilitation of the process

A total of 24 regional workshops have been organised in 3 series of 8 workshops each, i.e. one workshop for each topic areas per series.

joint topic areas for both regions

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All of the Regional Workshops followed three stages of planning and implementation, as illustrated below:

a) Preparing the activities by defining the process

steps, e.g. timeframe and roles of the main

stakeholders:Moderators

Regional ManagersCoordinative Body

b) Organising the Regional Workshops on

the different topic areas, with a specific agenda

according to the goals of the workshop c) Processing,

summarising and distributing the results, evaluating and defining

the further steps

The first series of regional workshops was organised with the aim of conducting a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of the regions. It was held in June 2007 in accordance with the following schedule:

Topic areas in theEast planning region

Topic areas in theSouth-East planning region

Economic development (SME promotion)01.06.2007, Stip

Tourism and cultural heritage18.06.2007, Stip

Agriculture and rural development04.06.2007, Strumica

Economic development (Promoting SMEs & developing HR)

15.06.2007, Strumica

Infrastructure08.06.2007, Stip

Environment and renewable energy08.06.2007, Strumica


Promotion of investments 22.06.2007, Strumica

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to create a database for the regions for each of the topic areas and �to prepare working materials for each of the regional workshops based on �the analyses and research of the data and documents received from the municipalities, such as the Profile and Strategy for Local Economic Development; the Local Environmental Action Plan; Plan for Sustainable Development; Plan for Tourism Development, etc. and to distribute them to the participants of the Regional Workshops.

to submit all local municipal strategic documents and plans that may contribute �to the drafting of the Programmes,to deliver timely and appropriate invitations, agendas, and working materials (i.e. �systematised packages of data and information per topic area and region) to the participants of the Regional Workshops; to give timely and additional notification of participants prior to the holding of regional workshops by Regional Managers and the Coordinative Body and to organise any necessary invitations for representatives from government �ministries, national institutions, etc.

a) Preparatory activities During the preparatory activities, the main process steps, the timeframe and the roles and responsibilities of the main actors in the process—the moderators, the Regional Managers, and the Coordinative Body—were defined. The following definition of roles and responsibilities was particularly important for the first series of workshops.

The role of the Regional Managers and the Coordinative Body was

In addition, meetings were held between the Coordinative Body and the moderators to determine the method of organising and facilitating the Regional Workshops and to assign specific roles among the moderators by defining a workshop aganda and by distributing the tasks related to the collection of existing municipal data.

The list of municipal documents for the Regional Workshops, as well as the list of proposed stakeholders per topic area for participation in the Regional Workshops, were completed by the end of May 2007 and submitted to the GTZ REDEM project and to the Coordinative Body in order to ensure the timely organisation of the regional workshops, including the timely distribution of invitations, agendas and working materials.

b) The organisation of the regional workshops The purpose of the first series of Regional Workshops was to deliver a presentation of all available data and materials related to the region and the selected topic area respectively. The result was a SWOT analysis of the selected topic areas.

Welcoming remarks and introduction of participants �Introductory information about the GTZ REDEM project, the Law on Balanced �Regional Development and a description of the steps to be followed in preparing the programmes for the development of the planning regions

The role of moderators was

The regional workshops of the first series were organised according to the following agenda:

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The first series of workshops in the South-East planning region additionally focussed on identifying any data lacking in connection with the topic areas.

Participants in the working groups each selected an internal moderator from within their group and were further assisted in their discussions by a process moderator. Upon completing their work, representatives from each working group presented their results mainly using the mobile visualisation method with boards and cards.

Topics relevant only to a single region were tackled in separate groups, while topics of common interest were discussed in joint groups including representatives from both regions.

c) Processing, summarising and distributing the results of the Regional Workshops At the end of the first series of Regional Workshops, the moderators, GTZ REDEM, and the Coordinative Body met to evaluate the implemented activities and to determine and coordinate the next steps to be taken.

Two of the six moderators were selected to elaborate a summary of the results achieved and to work on a draft of the Programmes.

Throughout this stage, it was recognised as being of special importance to sustain the motivation and participation of all stakeholders involved in the process in order to ensure continuity and momentum. At the same time, consideration was consistently given to the possibility of accepting and inviting new participants in the process.

The second series of Regional Workshops was aimed at defining the general goals, specific objectives and action plans for each of the topic areas and drafting a vision for the development of each region.

Due to the extent and comprehensiveness of the above-mentioned aims in this second workshop series, including certain aims that required further detailed elaboration, it was decided to organise two rounds of Regional Workshops within this series.

The first round of the second series of Regional Workshops was held in September 2007 and the second round in October 2007, according to the following schedules:

Presentation of the data collected on the region related to the given topic area �Introduction to SWOT analysis �Work in groups of varied composition on different topics �

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Topic areasEast region

Topic areasSouth-East region


Agriculture and rural development13.09.2007, Stip








Second Series - First round:

Topic areasEast region

Topic areasSouth-East region


Agriculture and rural development25.10.2007, Stip








Second series - Second round:

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The two rounds of the second series of Regional Workshops also followed the above-mentioned three stages of planning and implementation:

a) Preparatory activities

b) The organisation of Regional Workshops

c) Processing, summarising and distributing results

Opening remarks �Presentation of the results of the SWOT analyses and discussions conducted in �the first round and in the second round; presentation of results from the first round of workshops in the second seriesIntroduction to the methodology of defining general goals, specific objectives, �action plans and a visionGroup-work to define the general goals, specific objectives, action plans and the �vision for the region

One to two general goals per topic area were defined �Two to three specific objectives per general goal were defined, together with �success-indicators, assumptions and risksAction plans for the defined specific objectives were proposed in the first round �of workshops. In the second round, these action plans were specified with timeframes; partners were determined; persons responsible for implementation were assigned; and success indicators and priorities were defined.A vision for the region was drafted. �

In the first round, the moderators for each of the topic areas prepared the results of the SWOT analysis. In the second round, the results from the previous round of workshops were prepared as working documents for the workshops.

The workshops were held according to the following agenda:

Group-work to define the general goals, specific objectives, action plans and the vision for the region

Also for the second series a high degree of participation was noted, with many participants attending almost all the Regional Workshops related to one or more specific topic areas.

After finalising the second series of Regional Workshops, the results were summarised and processed by the two moderators responsible for the preparation and writing of the content and text of the programmes for the development of the planning regions. The draft documents were structured in accordance with the official Methodology for the Preparation of Programmes for the Development of the Planning Regions as prescribed by the Ministry of Local Self-Government.

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2.3 Finalisation of the Programmes and definition of follow-up steps

The results of the two series of Regional Workshops were integrated in the draft pro-grammes for the development of the East and South-East planning regions. In order to present these results to a wider audience, a Final Conference was announced to which representatives of the municipal councils, na-tional authorities, the private sector, civic or-ganisations, the media and other interested parties were invited to attend.

Public notification of the holding of the Final Conference was distributed to the media to inform them of the event and ensure their involvement. In addition, the notifications and invitations issued in relation to the Final Conference offered recipients the opportu-nity to obtain copies of the draft Programmes from the LED departments of the municipali-ties in the regions. Recipients were invited to submit to the LED departments any remarks, opinions and suggestions they might have concerning the draft Programmes.

The Final Conference was held in Radovis on 06.12.2007 and was attended by around 230 par-ticipants from the 23 municipalities of the two regions. During the conference, the process of the preparation of the documents was presented, as well as the final draft versions of the Pro-grammes.

Participants at the Final Conference were given the opportunity to offer any final remarks, opinions and suggestions they might have concerning the draft Programmes by completing previously designed forms for general remarks and amendments to the Programmes and to the defined measures and activities. These remarks and amendments were integrated into the draft versions in the process of compiling a final draft of the Programmes.

One major result of the Final Conference was that the participants discovered—based on the information about the funds earmarked to be allocated from the national budget of the Re-public of Macedonia for the stimulation of regional development—that the draft Programmes were financially overambitious and needed to be revised. Thus, at the 11th Assembly meeting, which was held after the Final Conference, the mayors had to determine which of the action plans for the defined specific objectives should remain included in the Programmes for the 2008–2013 period and which action plans would need to be postponed for future implemen-tation through other sources of financing. In accordance with the Assembly’s decision proce-dures, it was agreed at this meeting that the final Programmes would be reviewed separately by each municipality in order to define:

their priorities from amongst the topic areas; �their priorities from amongst the specific objectives including the defined action �plans

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Activity EUR

1. Planning workshop for preparation of the Programmes 1,000

2. Regional workshops 6,500

3. Consulting services 22,000

4. Finalisation and planning of follow-up steps 2,200

Total 31,700

Furthermore, it was agreed that each municipal-ity would appoint an authorised representative who would take part in an additional workshop dedicated to the identification of the above men-tioned final priorities of the Programmes.

Each of the municipalities in both regions received the revised list of topic areas, general goals, specif-ic objectives and action plans. The municipalities determined their prioritisation and also appointed the Regional Managers to attend the additional workshop.

The workshop for the establishment of the priority-list of the topic areas and specific objectives with the defined action plans was held in Stip from Jan-uary 23–24, 2008. Representatives of both regions worked in parallel in the same location during the workshop, divided into two separate groups for the two regions. Following the group work, a pan-el discussion was organized in order to exchange

the results of the group work and to define and agree upon the final list of priorities.

The last objective of the workshop was to define the follow-up steps for the implementation of the Programmes. The following steps were defined:

To process the achieved results and incorporate these in the final drafts of the �ProgrammesTo submit the final Programmes for approval to the National Council for Balanced �Regional Development of the Republic of Macedonia as a precondition for the adoption and implementation of the Programmes by the two Councils for the Development of the planning regionsTo submit the Programmes for adoption to the two Councils for the �Development of the planning regions

2.4 The financial framework for the implementation of the processAn overview of the funds required for the successful implementation of the above-described processes of the elaboration of the Programmes is presented in the table below (based on Macedonian conditions):

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3. Benefits The greatest overall benefit of the process of preparing the programmes for the development of the East and South-East planning regions was the establishment of a sound foundation for regional development in both regions through stimulating the active participation of a large number of local, regional and national actors in a broad range of activities and though gaining the important contributions of these participants to the whole process.

Specific benefits arising from the process relate both to existing regional structures and stake-holders and to the newer structures which are expected to be established in all the planning regions.

The main benefits may be summarised as follows:

Best Practice: � The implemented process of preparing the Programmes will provide the Ministry of Local Self-Government with a valuable model for the drafting of a regional planning document. The methodological features of this process can later be adopted and incorporated in the process of preparing planning documents in the remaining 6 regions which are yet to initiate this process.Time Advantage: � Through the preparation of their Programmes, the East and South-East regions attained a favourable position with regard to their development as compared to the six other regions which did not benefit from such experience. The process of preparation has created a solid basis for the establishment of Centres for the Development of the Planning Regions (Regional Centres). The Regional Centres which are expected to be formed in the East and South-East regions will have the advantage of being able to commence functioning on the basis of already-developed Programmes, including a clear vision and guidelines for the development of their regions. This vision will provide both the Regional Centres and the regions with the benefit of added time and opportunities to ensure the funding and implementation of their Programmes. Human Capacities: � The process of preparing the Programmes achieved a substantial impact in raising the awareness of Regional Managers and thus creating a core of trained human potential with the capacity and interest to share their experiences and knowledge and to continue improving their skills and capacities.

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4. Success factorsThe success of the process of elaborating the Programmes was made possible primarily on account of the following factors:

The strong commitment and full support of the process by all of the parties �involved, especially the municipalities from the regions, the regional structures (i.e. the Assembly of Mayors and the Association for Regional Development), and the Ministry of Local Self-GovernmentThe parallel establishment of the legal framework, especially the adoption of the �Law on Balanced Regional Development, which provided necessary guidelines and regulationsThe great interest and consistently high attendance shown by all stakeholders in �the regional workshops and conferences, especially the continuous participation of competent representatives of the region in the given topic areasSupportive public relations activities during the elaboration process by the �mediaThe effective work and good cooperation of the team (i.e. the moderators, the �Coordinative Body and the GTZ REDEM team), including precise planning of the process, clear definitions of roles and tasks, and timely organisation of regional workshopsThe availability of local resources for the organisation of the Regional �Workshops. Only a relatively small financial budget was needed for the process of elaborating the Programmes because of the contribution of numerous stakeholders and partners.External support of the process (as in this case by the GTZ REDEM project). �

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5. Experiences gained and lessons learnt in the process

Methodology

�

�

The planning and implementation of the process of elaborating the Programmes not only con-stituted a great challenge and a great responsibility for all of the parties involved in the process, but also presented all participants with an excellent opportunity to build up regional coopera-tion and establish regional networks. The process was, moreover, a valuable learning oppor-tunity for everybody involved. The efforts invested and the skills gained in this process should be maintained and continued in the future in order to realise all of the ideas jointly planned through the elaboration of the Programmes.

The key experiences and lessons learnt through the process of elaborating the Programmes re-garding the methodology as well as the organisation of the workshops are presented below:

Database about the situation in the region:

An adequate and reliable database about the situation in the region is an essential basis for the preparation of a viable development programme and therefore also a requirement of the Methodology for the preparation of programmes for the development of the planning regions prescribed by the Ministry of Local Self-Government in Macedonia

There is a logical relation between all steps of the elaboration of the Programme. Without a good database regarding the situation in the region, no credible SWOT analysis can be conducted. Without a credible SWOT analysis, a realistic vision statement cannot be defined and credible general goals cannot be established. If general goals are not properly established, it cannot be expected that these goals will be adequately specified at the level of specific objectives and action plans.

However, ensuring a good database about the situation in the region currently remains a huge challenge in Macedonia and probably also in other South-East European countries. This challenge needs to be addressed and overcome by the stakeholders in the preparation of development documents. The National Strategy for Regional Development will probably contribute towards a solution of this problem because, among other things, this National Strategy provides statistical data at regional levels. Nevertheless, a sustainable solution to this problem can only be provided by the State Statistical Bureau, which should collect and process all statistical data not only at municipal level and national level but in future also at regional level.

Bottom-up vs. top-down approach:From the very beginning, the process of elaborating the Programmes was based on the premise that, taking into account the variety of developmental potentials and challenges of the regions, the Programmes for their development would be more effective and efficient if elaborated and implemented at regional level and by regional stakeholders themselves. Upon completion of this process, it can be said with confidence that this working premise proved wholly correct and that the bottom-up approach proved to be a highly appropriate approach in the preparation of the Programmes. However, this should not lead us to the conclusion that such an approach is always better than a top-down approach; both approaches have

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different advantages at different stages in the preparation and implementation of development documents. Bottom-up and top-down approaches should not be understood as mutually exclusive alternatives, but rather as approaches which can mutually complement one other.

Regional structures: Due to the lack of a pre-existing legal framework and regional institutions at the beginning, the regional structures developed for the purposes of the GTZ REDEM project proved to be necessary for the successful elaboration of the Programmes. This model can thus be recommended also for other regions with similar structural and legal deficiencies.

�

�

�

�

Compliance with existing official regulations and documents: The Programmes must comply with Macedonia’s official Methodology for the preparation of programmes for the development of the planning regions prescribed by the Ministry of Local Self-Government, as well as with the National Strategy for Regional Development.

The above-mentioned Methodology was delivered only after the process of elaborating the Programmes in the East and South-East planning regions had already been started. As the process thus commenced on the basis of a different methodology, this caused certain misunderstandings as to which methodology should be applied and finally required additional efforts and coordination in order to meet all the new requirements of the new Methodology adopted by the Ministry.

The same scenario and consequences applied in the case of the National Strategy. Because the National Strategy is not yet adopted by the parliament, it could be that the prepared Programmes of the East and South-East planning regions are not fully in accordance with the official requirements. This could also cause a need for additional changes and adaptations to the Programmes in the future.

The problems of compliance described above will probably cease to arise in the future, but the imperative remains to act in accordance with any existing official regulations and documents in order to avoid loss of time and resources.

The Programme as a ‘live’ document: A programme for the development of a planning region is a document which, on the one hand, contains a determined and fixed content that must be respected as such and consistently applied; on the other hand, it is also a dynamic document subject to constant change. This fact should be accepted as a reality to which all regional development stakeholders must adapt.

The organisation of workshops and the role of moderators

Ensuring the consistent involvement of national stakeholders: Despite having been consistently invited in a regular and a timely manner, a significant number of national associations and central government bodies either did not send or irregularly sent their representatives to the regional workshops, sometimes even when they had previously announced and confirmed their attendance. Not knowing the reasons for this lack of consistent participation, the conclusion can be drawn that there is a need to elaborate more appropriate and

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�

�

� Working with large groups of participants: Regional Workshops consisting of more than 50 representatives of interested parties were faced with many organisational, technical and logistical challenges. These challenges related primarily to the coordination of such a large number of participants and of coordination amongst the participants themselves, as well as to the need to ensure the creation of productive working conditions. For the purpose of providing conditions for more efficient work, it is therefore advisable to consider adapting the overall number of invited participants to match available technical and logistical capacities.

Workshop time-management: For a variety of reasons, a number of the regional workshops did not start or end in accordance with the prescribed schedule. Poor time-management can create a negative overall impression of the process and in the worst-case scenario may even have a negative impact on the quality of the results of a workshop. The planning of the agenda and timeframe of the workshops should therefore be conducted very carefully, leaving space for unexpected questions and discussions and incorporating the flexibility required to be able to react to the specific group dynamics of each event.

Working with ‘difficult participants’ and ‘different opinions’: As explained above, the regional workshops were sometimes composed of large groups of participants. Such large groups could occasionally include participants whose behaviour and attitudes impeded the work process or had a negative impact on the other participants. In such cases, moderators must react swiftly to avoid negative impacts on the group work and the results of the workshop. There is no universal guideline for dealing with such participants, but one of the most effective ways of dealing with this challenge proved to be that of trying to ‘convert’ such participants into ‘allies’ or even ‘resources’ to be ‘used’ during the work. However, it should be noted that this approach may involve a hidden danger in that building special relationships with ‘difficult participants’ can run the risk of inducing complaints from other participants with unexpected consequences.

Moderators should also be very careful when expressing disagreement with the positions of participants. Such disagreement, regardless of how well-justified or well-intentioned, can cause resistance on the part of participants, especially if disagreement is not expressed in an appropriate manner. Such resistance can complicate the entire process. This especially refers to occasions when a moderator refutes an opinion expressed by ‘difficult’ participants. It is therefore desirable, if circumstances allow, for the moderator first to try to find the most favourable interpretation of the position of the participant and then seek to incorporate this interpretation within the already established logical structure of the workshop programme and/or results. If this is not possible, it is necessary to try to adapt the already- established logical structure to the newly-expressed opinions for the purpose of their incorporation. Finally, if this endeavour is ineffective, it is advisable for the moderator to explain his or her view and to propose this view to the participants as a formally equal alternative. It is desirable that the final choice as to the most acceptable solution be left to the participants themselves—a principle which derives as an imperative from the adoption of a bottom-up approach.

effective methods of ensuring the presence of central government bodies and national associations at the regional workshops.

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Working Groups: Due to the importance of the results achieved by the working groups for the final results of the workshops, it is essential that moderators steer the working groups very carefully in order to direct and concentrate discussion and obtain results in a specifically defined and clear form without the need for additional explanation or repetition.

�

�

�

�

�

�

Maintaining the attendance of invited parties: The process of elaborating the Programmes registered 500 participants for its first series of workshops and 400 respectively 300 participants for the first and second round of the second series of workshops. The reasons for the decline in numbers are too numerous and complex to be subject to a single generalisation and it has also been seen that a decline in attendance does not always denote a lack of interest. However, this issue should not be neglected and it might be necessary to take additional measures to stimulate the attendance of stakeholders, especially in the later stages of the process.

The above-mentioned experiences can be summarised as lessons learnt as follows:

Relevance of the process:Regional development constitutes a new process, but also a real need for inter-municipal cooperation and regional networking. Regional development is becoming increasingly important, especially with regard to those competences delegated from the state which municipalities now have the responsibility and legal power to fulfil. These obligations can only be successfully and sustainably met by planning and acting at a regional level.

Awareness of the need for regional action:Both local and national actors must understand the need for regional action, the need to overcome local boundaries and to look at issues and plan from a regional perspective, to create solutions with a regional impact and to ensure the economic development of the region. Local economic development as a core competence of the municipalities constitutes one opportunity for self-organised joint actions at a regional level. Such joint action will result in complementarity as municipalities reciprocate and interact constructively and should lead to the identification of joint interests amongst the municipalities for stimulating and advancing local and regional economic development.

Good process planning and team work: The complexity of the process of elaboration of the Programmes entails the need for thorough and systematic planning of the whole process and the active involvement of all team members in accordance with their previously defined roles and tasks. Awareness of obligations as well as good coordination and effective delegation of tasks are major preconditions for the timely organisation of regional workshops in accordance with defined timeframes and for the achievement of the envisaged results.

Adopting a ‘bottom-up’ approach and ensuring the active participation of all interested parties: The commitment and active contribution of local and national authorities, of the private sector, the media, the civic sector and other organisations and institutions is necessary to ensure the elaboration and review of the priority topic areas from the perspective of a range of sectors and will lead to a sense of joint ownership that

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�

�

will ensure the sustainability of the process. Furthermore it is necessary to secure the involvement of as broad a range as possible of relevant local stakeholders in the identification of the needs and the elaboration of Programmes. This is vital in order to ensure region-based solutions are found to regional problems; for it is the regional stakeholders who know best the needs of the region they represent.

Transparency and openness: The process of elaborating the Programmes must be implemented in a transparent and open manner which attains credibility for the process and gains the trust of its beneficiaries and of the decision-makers which will later decide on the further implementation of the Programmes.

Capacity building and development: The success of the whole process depends primarily on the available capacities of the stakeholders involved in a variety of areas, e.g. in regional development planning, project development and management, participatory approaches, workshop facilitation and moderation. Due to a lack of such capacities and the frequent absence of opportunities for the stakeholders to acquire such skills by themselves, external support is needed to provide consultation and to implement tailor-made capacity-building measures.

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6. The project as a model for development in other regions

The East and South-East planning regions have developed their own strategies through the process of elaborating the Programmes which should ensure the economic development of these regions. These regional planning documents, in accordance with the Law on Balanced Regional Development, should also be initiated in the other six planning regions in the Re-public of Macedonia. The process of drafting the Programmes will be finalised in the East and South-East planning regions by the time that all the other regions start to initiate these process-es. This provides an opportunity to utilise the experiences gained as part of this process and to convey these experiences to the other regions during their initial steps in the elaboration of the Programmes. This entails:

Applying positive examples and experiences �Making use of the opportunity not to repeat mistakes �Making use of consultations in order to overcome possible difficulties �Making use of answers to many of the questions raised at the start of such �complex processesUtilising the already established human resources network for the �implementation and monitoring of the process

Each of the regions is specific and unique in its organisation, structure and features, and a repli-cation of this process in other regions need not imply simply copying the steps taken in the East and South-East planning regions. Rather, the process described in this document can provide a planning and orientation framework for the other six regions which they can follow in the introduction and planning of their own Programmes.

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Acronyms

Acronyms MeaningGTZ Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ)

GmbH

GTZ REDEM GTZ project for “Regional Economic Development of the Eastern Part of Macedonia”

InWEnt Capacity Building International, Germany(Internationale Weiterbildung und Entwicklung gGmbH)

LED Local Economic Development

NGO Non-governmental organisation

SME Small and medium size enterprise

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GTZ Profile

Our Organisation

The Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) is an international cooperation enterprise for sustainable development with worldwide operations. It provides viable, forward-looking solutions for political, economic, ecological and social development in a globalised world. Working under difficult conditions, GTZ promotes complex reforms and change processes. Its corporate objective is to improve people’s living conditions on a sustainable basis.

Our Clients

GTZ is a federal enterprise based in Eschborn near Frankfurt am Main. It was founded in 1975 as a company under private law. The German Federal Ministry for Economic Cooperation and Development (BMZ) is its major client. The company also operates on behalf of other German ministries, partner-country governments and international clients, such as the European Commission, the United Nations and the World Bank, as well as on behalf of private enterprises. GTZ works on a public-benefit basis. Any surpluses generated are channeled back into its own international cooperation projects for sustainable development.

GTZ – Worlwide Operations

In almost 130 countries of Africa, Asia, Latin America, the Eastern European countries in transition and the New Independent States (NIS), GTZ employs some 9,300 staff; around 8,200 of these are national personnel in partner countries. GTZ maintains its own offices in 67 countries.

Some 1,000 people are employed at Head Office in Eschborn near Frankfurt am Main. In addition, around 350 people work for supraregional projects based at various locations within Germany.

Notes:

GTZ REDEMRegional Economic Development of the Eastern Part of MacedoniaAntonie Grubisic 51000 Skopje, MacedoniaT 00389 2 310 35 84F 00389 2 310 35 78E [email protected] www.gtz.de