通过经济园艺发展尼日利亚地方政府:路线图

U. Zubairu, R. Kolo, H. Umar, A. Usman, Yakubu Mustapha, Ja'afar Umar
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引用次数: 0

摘要

经济园艺是一项创新的经济发展战略,旨在培育和鼓励当地企业,提高当地工人的技能。自1989年在科罗拉多州利特尔顿(Littleton)提出这一概念以来,各种学者都认为这是一种比传统的商业吸引战略更可行、更可持续的经济发展战略。各种执行经验进一步证明了它在改善社区居民生活质量方面的有效性。本文为尼日利亚地方政府的经济园艺战略的发展和未来实施绘制了路线图,该政府的官员对采用这种战略表现出兴趣。从对经济园艺奖学金的回顾中采用了七步流程:1)与当地政府官员和其他利益相关者携手合作,2)确定社区的资产,3)在所有利益相关者之间开展合作,4)制定清晰透明的运营协议,5)确定服务的关键目标,6)制定提供这些服务的有效方式,7)定期与社区沟通,以获得并保持他们的支持。缺乏政治意愿和缺乏适当的基础设施被认为是阻碍地方政府成功实施经济园艺战略的两个最大障碍。第一个障碍是当地政府官员找到我们的团队来制定战略,这一事实减轻了第一个障碍,而第二个障碍是通过与一家国际太阳能公司建立公私合作伙伴关系,在当地政府内部发展太阳能农场的建议减轻了第二个障碍。希望这一战略的成功实施将改善当地政府居民的生活,并为尼日利亚其他地方政府树立榜样。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Developing A Nigerian Local Government Through Economic Gardening: A Roadmap
Economic Gardening is an innovative economic development strategy whereby local businesses are fostered and encouraged, and the skills of local workers are upgraded. Since its inception in Littleton, Colorado in 1989, this concept has been put forward by various scholars as a viable and more sustainable economic development strategy than the traditional business attraction strategy. Various implementation experiences have provided further evidence of its effectiveness in improving the quality of life of the inhabitants of a community. This paper charts a roadmap for the development and future implementation of an economic gardening strategy for a Nigerian local government whose officials have shown an interest in adopting such a strategy. A seven-step process was adopted from a review of economic gardening scholarship: 1) Working hand-in-hand with local government officials and other stakeholders, 2) Identifying the community’s assets, 3) Developing a collaborative effort amongst all stakeholders, 4) Developing a clear and transparent operating agreement, 5) Identifying the key targets for services, 6) Developing an effective way to deliver these services, and 7) Communicating regularly with the community so as to gain and retain their support. A lack of political will and a lack of adequate infrastructure were identified as the two biggest obstacles to the successful implementation of the economic gardening strategy in the local government. The first obstacle was mitigated by the fact that it was the local government officials who approached our team to develop the strategy, whilst the second obstacle was mitigated by a proposal for the development of a solar farm within the local government via a public-private partnership with an international solar firm. It is hoped that a successful implementation of this strategy will improve the lives of the inhabitants of the local government and serve as an example for other Nigerian local governments.
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