Situation analysis and evolution monitoring in an inter-municipal land use planning project

1. Location profile
Region
Date Points of 100
Situation/Location 50
1 Accessibility 70
2 Demographics trends 50 Situation/Location
4 Leading institutions 40 75
5 Public services 40 60
Economy 43 45
6 Dynamism of enterpreneurship 30 30
7 Diversification & specialisation under innovation 40 15
8 Leadership position 30
9 Accessibility to market 70 Economy 0 Image
Job market/human resources 20
9 Situation of jobmarket and its flexibility 10
10 Qualification of workforce 30
Image 43
11 Soft location factors 70
Job market/human resources
12 Civil society 40
13 Discrepancy of the perception of location and Image 20
Assessment Scale:
The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description of
the rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PP's and thus enables the different methods
to be comparable. This is a central task in which WP4
Target Actual Actions
Situation/Location
1 Accessibility 70
0 25 50 75 100
The transport
infrastructure is not
appropriate but Area well connected
Infrastructure not investments are with an efficient
appropriate., not foreseen to enhance transport network
No transport adapted public it. (public transports and
infrastructure transport network and Most of the population infrastructures) as "IT paradise", close to
No IT network very low accessibility have access to well as IT network railway, airplane, IT communication network (connection to broadband)
Just land / field to broadband broadband and IT. (broadband etc.) highways transport infrastructure
2 Demographics trends 50
0 25 50 75 100
No or low overaging
High dependacy rate tendencies, Low
No balance between and not much balance The demographics dependency rate.
the age range. between the age The trends is turning trends is quite Demographic trends Demographic risks and potentials (overaging, dependency ratio)
Overaging population range. over to reach balance. equilibrated between and age range Over-aged people : Senior people, retired or close to retirement.
and high dependency The demographic Between risks and overaged and young equilibrate.
rate. trends represents a potential, the area has people. Good High potential for the Dependency ratio : Ratio between "dependent" people (baby and very old people…)
High demographic risk risk to seize opportunities. potential area and "non-dependent" (grown up children, teenagers, adult...)
3 Leading institutions 40
0 25 50 75 100
Many leading
institutions at
proximity giving a
positive impulses for
Institutions in the next Not much institutions the developement of
area or city. Not much in the area , but the local area and
accessibility and it is relatively accessible Many leading facilitating the transfer
difficult for the within a proximity institutions with a of knowledge among
population and radius. relative influence. leadings institutions
stakeholders to Limited accessibility to Correct accessibility and the various Existence of institutions giving impulses for development (e.g. R&D institutions),
No institution access to knowledge knowledge. to knowledge stakeholders. accessibilty of knowledge
4 Public services 40
0 25 50 75 100
Not satisfying.
The closest services Very efficient social
are away from the and public services,
area. All the necessary
Too many public Part of the public and Well equilibrated and public & social
No public & social services represent a social services are spatially distributed services are
infrastructure in the load for the available in the area. social infrastructure, adequately spread in
area considered area. Rather satisfying very satisfying the area. "Efficency" of public & social services
Average 50
Economy
5 Dynamism of enterpreneurship 30
0 25 50 75 100
Start-up and discontinuance of businesses
Attractivity of the area
The enterpreneurship A lot of start-ups and Business discontinuance : A company which stop businesses for various reasons :
The area is seems to be balanced Dynamic area and less discontinuance. bankruptcy, retirement of the holder/manager, lack of heir or business buyer, other
impoverishing due to and constant. good balance High dynamism of various reasons.
No start-up and a lot the difficulties for the However the area between enterpreneurship. Take into account the substainability of businesses.
of discontinuance. business executive to missed prospective discontinuance and Perfect businesses
No dynamism at all. find a prospective business buyer or start-up and handing- cycle of life It might nessecary to balance our point of view considering the current crisis.
buyer or sucessor successor over businesses.
6 Diversification & specialisation under innovation 40
0 25 50 75 100
Relative
diversification and
specialisation. "Good" level of
Businesses might be The area has diversification (not too
No diversification subcontractors for potential, it has high, not too low), Admin:
No specialisation bigger contractors. specialised sector but large enterprises Florine : I had
No organization of the High unemployement High risk but also is also diversified forming part of difficulties to translate
Level of diversification of sector types represented in the territory (not to specialized,
activities (agriculture, rate in some sector. potentials. Fair enough to reach innovative branches.
tourism, industry and High specialisation in medium economic market opportunities (Explicit agreement) but not too diversified neigther), level of diversification of sizes the the enterprises, size
of aspect of
services) risky sector. position and innovation. and branches (e.g unemployement per branches/sector ?) competition in the
evaluation.
I would propose to
7 Leadership position 30 support your
25 50 75 100 evaluation on the
current situation of the
area. E.g., In Tarare, it
is difficult to access to
the market related to
textile, because there
are much competition
with the global
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2. Admin:
Florine : I had
difficulties to translate
the aspect of
competition in the
evaluation.
I would propose to
support your
evaluation on the
current situation of the
area. E.g., In Tarare, it
Position in the Partly existing cluster Well established is difficult to access to
regional value chain structures and cluster structures and the market related to
not well defined with position in the value chains, strong textile, because there
missing links. regional value chain leading enterprises.
are much competition
No leadership position Mainly individual well defined. Good Excellent influence Existence of cluster structures and value chains (technopoles, with the global parks, poles
technology
because not much Individual middle size companies even if influence (regionnal outside the area of competitiveness, education, permanent training offer); market...
strong or big company there are some and national) (nationally and
businnesses. not well located in associations or "mini" Single strong leading internationally) Existence of leading enterprises (as possible cores for cluster building)
value chain cluster. enterprise
8 Accessibility to market 70
0 25 50 75 100
No accessibility Excellent knowledge
because there aren't Knowing on the basis Good knowledge of of threats and accessibility to supply and demand
infrastructure of the current market. threats and opportunities of the Little or much competition, existence and predominance of buyers or sellers market.
facilitating the Atomised businesses Supply and demand, opportunities as well market as well as
establishment of a with not much interest opportunities and as supply and supply and demand. Competition : Is there a high or low level of competition ? Is it difficult to approach
market network. for the global market. threats. demand. new and/or existing market.
Average 43
Job market/human resources
9 Situation of jobmarket and its flexibility 10
0 25 50 75 100
High unemployement Unemployement rate Low unemployment
rate with some is decreasing. The rate, very stable
Very high influent enterprises in jobmarket is quite enterprises even if
unemployement rate. risk. Strong flexible. some are in riks,which Unemployment rate
No jobmarket well specialisation which Few enterprises in doesn't represente a considered as full
identified. does not allow risk (with minor threat for the area; employement, very
All enterprises in high flexibility of the importance for the high flexibility of the stable enterprises;
risks jobmarket jobmarket) job market high flexibility. Unemployement rate, enterprises in risk, flexibility of jobmarket
10 Qualification of workforce 30
0 25 50 75 100
Joung people with
high educational level
having many job
The living area is opportunities, good
mainly the place of jobs for older and
The local workforce work. Much job professionally
Very small part of the has a high opportunities experienced people,
workforce is qualified educational level but matching with the good opportunities for
and has not much job missed job competences and informal work, Availability of qualified people / educational level,
opportunities. Thus : a opportunites. Thus : qualification of the low commuter lack of opportunities / of availability of qualified jobs, level / risk of braindrain,
lot of business-related Brain drain and still workforce. Not much intensity (working and
commuters and brain some business- braindrain and low living places close commuter intensity
No qualified workforce drain. related commuters commuters intensity. together) business related commuters
Average 20
Image
11 Soft location factors 70
0 25 50 75 100
Very expensives area
to live in and/or Area with a good
Bad quality of the environemental Very attractive area,
living area : polluted, Area with ample quality .Very good high environmental
no leisures facilities, Area with low quality leisure infrastructures, accessibility to public quality, a lot of of General quality of living area (environmental quality, leisure facilities, cultural and
no cultural or social of life and quite known as a good infrastructures and leisure facilities, very social offers),
and/or expensive comparing residential location, leisure facilities. intensive cultural life, "Financial condition" and purchasing power: cost-of-living index; consumer price index,
Very bad quality of to the accessible land prices affordable. Living expences in etc.), good relation
accomodation and no falicities and Good global quality of accordance with the between prices and income tax; relation between quality of and price for accomodation
availability. infrastructures. life market conditions. quality. Availabilty of accomodation
12 Civil society 40
0 25 50 75 100
Most of the local
population involved in
Involvement in large influence
Local associations and Many people involved associations and
citizens/population organizations for in civil processes. organizations for
mainly involved quality of life issues Active civil society for leisure, business
No involment of the informally and and leisure. general interest related, youth,
population. occasionnally. Medium/average issues. political…
No participation at the Very low participation participation in the Good participation in High participation in Active (democratic) participation of local population in local activities (e.g. active
local elections in local elections local elections. local elections. local elections NGOs)
13 Discrepancy of the perception of location and Image 20
0 25 50 75 100
Not much discrepancy
between internal and
external perception. NO discrepancy General perception of the region from inside / from outside
High discrepancy Mixed and uncertain The people asked between internal and
Not the same between internal and perception from both have more or less the external perception. Might be difficult for some pilot area to assess this criteria, How to get the external
perception at all. external perception side same perception Perfect matching point of view ?
Average 43
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3. Intermunicipal Cooperation
Region Intensity of cooperation
Date Points of 100
100
Intensity of cooperation 53
1 Between municipalities 70
2 Between businesses (inter-municipally e.g. cluster) 50
3 Public-private partnerships 40 50
Attitudes & Expectations 47 Serie1
4 Public stakeholders 30
5 Businesses and Business assosiations 40 0
6 Local Population and associations 70
Political & legal framework 20
7 Upper level of administration 30
8 Strategic, planning of business/commercial association 10
Attitudes & Expectations Political & legal framework
Assessment Scale:
The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description of
the rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PP's and thus enables the different methods
to be comparable. This is a central task in which WP4
Target Actual Actions
Intensity of cooperation
1 Between municipalities 70
0 25 50 75 100
Informal cooperation
strongly tending to Legally binding
formal cooperation; agreements and
Expression of the will Mainly formal contracts in a large
to formalize the cooperation. area (several
Informal cooperation cooperation;expand/o Common municipalities), on
No sharing of cost or pen the cooperation management of tax several topics (tax
benefits. One or two more widely. flow (with sharing of flow, waste
From informal to formal cooperation;
common projects Sharing of cost but cost and benefits) and management, CLD Sharing cost and benefits;
no cooperation at all not of benefit CLD. etc.) Sectoral or comprehensive cooperation;
2 Between businesses (inter-municipally e.g. cluster) 50
0 25 50 75 100
Businesses organized
around clusters and
competitiveness
center for the
Existence of sectoral Businesses organized exchange and the Atomised businesses or clusters;
or local businesses around associations, management of
associations that are label and brand. Able ressources (Human brand or label for the entreprises in the region;
able to finance to promote and create Ressources, Events promoting networking and innovation;
Atomised businesses. themselve or with their events. They machines, know-how exchange and management of ressources (HR, machines, knowledge);
Informal cooperation incentives. First fruits also organize a and knowledge). Able
is existing within the of a formal or even common and mutual to promote their
area, but not really legally binding steering management network and corporate Level of services (convenient services) developed for the local enterprises, workers
no cooperation at all widespread. cooperation. of ressources. events. and the area in general.
3 Public-private partnerships 40
0 25 50 75 100
Strong and long-
lasting permanent
partnership ;
Informal and cooperation for R&D
occasional Developpement of a institutions (e.g.),
cooperation Regular adhoc substainable highschool/university
no cooperation at all partnership partnership. and companies… Adhoc occasional partnership
Average 53
Attitudes & Expectations
4 Public stakeholders 30
0 25 50 75 100
Cooperation seems Despite some
difficult, some groups conflicts, the High commitment and
of public stakeholders stakeholders have the responsabilities of
No attitudes try but are in conflict / will to stakeholders. Good
no involment or in opposition with the improve/enhance Public stakeholders influence and Commitment and responsability;
commitment individualistic majority cooperation. are proactive. proactivity. proactivity of the public stakeholders;
5 Businesses and Business assosiations 40
0 25 50 75 100
Individualistic attitude Mixed,
of businesses. They some groups are Active and proactive
do not care about active but they do not groups.
cooperation. represente the Participation to debate Pressure and lobbies
Pressure groups/ majority. and propositions. groups with a positive
lobbies with a bad Opportunistics Not much influence Positive influence for influence for inter-
influence for inter- involvement. No on inter-municipal inter-municipal municipal opportunistic "customers" or active,
municipal cooperation influence cooperation cooperation cooperation. pressure groups and lobbies active for the development of cooperation and services
6 Local Population and associations 70
0 25 50 75 100
Mainly opposed or
disinterested to Position of the local
cooperation, population mixed
Do not care about unconcerned to between opposition Really involved and
municipal associations... (might and disinterrested and Promotive/supportive supportive in inter-
cooperation. No be close to a support to to inter-municipal municipal Opposed or promotive/supportive
involment in politics commuter area) cooperation. cooperation cooperation. to inter-municipal cooperation
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4. Average 47
Political & legal framework
7 Upper level of administration 30
0 25 50 75 100
Very low commitment Upper level really
of upper level. Local supportive of
No guidelines ,no authorities and There are guidelines, cooperation. Give
incentives, no municipalities quite However the upper incentives and
support, region or independent level doesn't have Supportive position promote and can put
municipality quite (financially and much influence on and cooperation. positive or Active or not, the higher one is putting pressure;
autonomous, no administravely : no local authorities and Local authorities in collaborative
promotion of inter- incentives and no municipality. Adhoc line with the upper "pressure" to financial funding or not for inter-municipal cooperation;
municipal cooperation formal guidelines). incentives level framework. municipalities. administrative support or not;
8 Strategic, planning of business/commercial association 10
0 25 50 75 100
Special strategy and
planning for the area. Structures organized
There is a strategy No planning turned The economic around the economic
for economic toward the area. The development structure development with
development but it is structure is not well and the local much knowledge and No strategy or development strategy and schemes;
no strategy or or seems difficult to implemented but the authorities are active competence, that
planning, no apply ; structures are competence are and put efficiently into apply,with success, No structures or existing structures (e.g business development strategy or
structures inadequate efficient. practice the strategy the local strategy. competence)
Average 20
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5. Commercial landuse management
Region
Date Points of 100
Availability and use of land for commercial use 50
1 Short-term availability; Medium-, long-term availability 70
2 Transparency and flexibility of procedures and land management40
3 Quality of land and premises 40 Availability and use of land for commercial use
Spatial planning framework conditions 43
6 Specifications of higher level planning document 30 50
7 Competences and influences municipalities and municipal associations
40
8 Land use conflicts & restriction of land use 30
9 Availability of land managmeent tools and organizational economic structure
70
Land prices 20
Serie1
12 Price level 30
13 Ownership 10
0
18
19
20
21 Spatial planning framework conditions Land prices
22
Assessment Scale:
The assessment will be in the range from 0 to 100 points. A crucial clue for the evaluation is the description of the rating levels. The structuring of the indicators and the description of
the rating levels are a fundamental part of the adaptation work for the scope. In the case of comunis this part will be jointly developed y the PP's and thus enables the different methods
to be comparable. This is a central task in which WP4
Target Actual Actions
Availability and use of land for commercial use
1 Short-term availability; Medium-, long-term availability 70
0 25 50 75 100
The main issue is to Well defined strategy
provide land in short Short and medium and anticipation of the
term. And eventually term availability needs. The local
to reconvert former matching the demand. authorities are able to
Nothing available and Answer to the industrial site. No Anticipation of the foresee and steer the Ability to steer the land development.
no ability to foresee or demand case by case proper vision in needs and good land development in
to steer the land with no strategy and medium and long term ability to steer the short, medium and Take into account the difference between endogenous (local) and exogenous
development no anticipation development land management long term (external) demand and needs.
2 Transparency and flexibility of procedures and land management 40
0 25 50 75 100
Difficult to access
information.
Impossibility to
purchase or rent, the Several key contacts,
legal and the procedure might
administrative be long. Still, the legal
conditions and and administrative Selected key contact. Efficent one stop
procedures are Legal & administrative conditions are The procedures and shop.
unaccessible and too procedures are long understandable and conditions are thus No long procedures Legal & Administrative procedures.
difficult to apply and heavy achievable by all. quite convenient. and quite achievable Accessibility and easiness to find the right interlocutor.
3 Quality of land and premises 40
0 25 50 75 100
Brownfields, former Appropriately Very well equipped
No infrastructures, industrial site and The land is basically equipped lands (gaz, power
bad quality of land pollution that are equipped but it needs (infrastructure, supply, broadband).
and premises difficult to reconvert (It to be roads..) Proximity of
because there are no needs too much improved/enhanced. Diversified types of convenient
investments. investment e.g). Lack of investment. lands and premises. infrastructures and
No matching with the Low level of matching Matching with the Matching with the services. max and minimum expectations
needs at all. the basic needs basic needs needs The best place ever Matching the needs
Average 50
Spatial planning framework conditions
4 Specifications of higher level planning document 30
0 25 50 75 100
Existence of
guidelines at the
upper level, however Existence of Planning documents
they are not usefull to guidelines documents existing .They are Planning documents existence of planning documents; independance and autonomy, la marge de
the local authorities that are not really adapted and quite that fit perfectly with manouevre et matching the reality on the field.
No planning because they are not matching with the appropriate to the the situation and the
document. appropriate for the current situation of the local authorities strategy of the local Add in the assessment : appropriate or not, useful or not the municipality, relevance of
area area. strategy and situation authorities. the documents
5 Competences and influences municipalities and municipal associations 40
0 25 50 75 100
No cooperation
between (binding) Agreements
municipalities for and contracts
CLD. Informal cooperation Strong agreements between
The local authorities for CLD. The local between municipalities
doesn't have the The steering of the authorities require, as municipalities to steer for tax flow
competence and land is outsourced or complement to their the land development. management,
knowledge for made at an upper competence, external The local authorities transportation and
economic level or in an informal competences like have the means and economic Agreements or contract between municipalities
development. way. consultants etc. the structure. developpement; Type of the land marketing : sells or right of land occupancy etc.
6 Land use conflicts & restriction of land use 30
0 25 50 75 100
Answer to the High level of strategic
A lot of conflicts and conflicts case by awareness and
much difficulties to case, No anticipation, anticipation of How the municipality are prepared to manage conflicts (landscape protection, tourism,
resolve them. however ability to Quite good ability to conflicts. Excellent agriculture…)
Constant conflicts. No management of resolve conflict with a answer to conflicts. management of How do the municipalities deal with conflicts ?
Inability to conflicts or good The local authorities conflict and various
resolve/settle them. accomodation of accomodation/agreem are able to anticipate interests. Solution, accomodamation management of interests, ability to answer and anticipate
interests ent of interest. and manage them. the conflict.
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6. 7 Availability of land managmeent tools and organizational economic structure 70
0 25 50 75 100
Database
management of
announcements sales
Communication and purchasing
documents (website, announcements and
booklet, etc.) handing over High quality and
gathering information (businesses) as well efficient tools and
about land (available as for available land communication
or not) as and documentation,
no tool Business inventory is size,location,equipme businesses/enterprise regularly updated. Common available tools with basic functions for the public and extended for people
no organization available. nt,premises… s Easily accessible. who are doing land management
Average 43
Land prices
8 Price level 30
0 25 50 75 100
Affordable prices Prices level close to
Land prices quite encouraged by market conditions; Optimum price level;
Prohibitive prices expensive comparing incentives and more Possibility to access Good accordance to A high level of prices or, conversely, a low level of prices might be due to various
No incentives or to the market or less to incentives and/or market conditions.
interessant conditions conditions. interesting/attractive interesting/attractive Attractive conditions issues : lack of land, restrictions of lands, specialisation of lands, proximity of a city…
for loans conditions for loans conditions for loans for loans.
9 Ownership 10
0 25 50 75 100
It seems difficult to
access to information The ownership is
No flexibility of the concerning the quite equilibrated Excellent flexibility of
market. ownership. between private and Higher level of the ownership and the
Most of the land are Ownership is not public. Still, it is not flexibility of the market, It seems to be
an "one hand" clear, thus it seems easy to foresee market. Balance pretty easy for the
ownership, either difficult to foresee investment and to between private and acquirer to negociate Private or "municipal" lands : Balance and flexibility of the ownership
private or public. investment. negociate. municipal lands. and purchase a land. Rotation and regrouping of land, Variation of the ownership.
Average 20
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