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Organisation of Capacity Appropriate
capacity needs to be established and organised to execute the required LED Activities
/ Functions / Processes, else the work required to succeed in LED will not be
executed. The right persons need to accept accountability for the right roles
and associated functions and the right stakeholders need to work together in the
right pattern of roles, based on their specific skills / capabilities and interests.
This does not take place spontaneously and therefore requires facilitation. Generic
patterns of typical organisation of roles and responsibilities act as a guideline
only. Each locality can only work with what capacities they have available to
build the best LED system capacity.
 Public
an Private sector leaders need to jointly take responsibility
for performance of the local economy, and the effort to improve
it, therefore LED. Their responsibility is to form a public
and private sector pact to work together on LED and to nominate
a board / committee to execute Function
1: Govern LED.
A
facilitation team consisting typically of a local government LED experts and sector
or cluster development facilitators are required to team up to execute Function
2: Facilitate LED. The
third level of capacity organisation depicts the predictable patterns how different
stakeholders work together to contribute to improvement in the economy. Clusters
of stakeholders (or LED sub-systems) work on different issues, such as human resource
development, infrastructure provision, innovation, regulation, safety and so forth.
These stakeholders all contribute know-how, power, influence and resources to
the LED effort, if they are integrated. Stakeholders themselves benefit from understanding
their contribution in the bigger picture, and need to make adjustments in the
way they work to optimise LED results. All these stakeholders therefore are required
to execute Function
3: Stakeholders participate
to make rapid and effective LED decisions (Participative Thinking) Depending
on the local context, a variety of differing LED initiatives and priorities may
be identified. In most cases this requires specific skill sets, relationships,
power and resources that match the task at hand. Initiatives are therefore only
viable if such capacity (champions) with appropriate support teams commit to executing
the initiatives / projects. Once the initiative is defined and the commitment
from the relevant champion is secured (parts of function 2 and function 3) these
champions therefore become responsible for executing Function 4: Stakeholders actively shape locational & competitive advantages
(Execute LED initiatives). | 
