Integrated Cross-Sectorial Plan of Tirana-Durres Area

There are a number of mechanisms where
public institutions can engage in cluster
building. Below are listed 20 positive
interventions that can be adapted by
government and government agencies:
Role 1: Laying “foundation stones” for
support
All levels of government should develop
resources to support the basic conditions for
the necessary growth of the four clusters.
This includes basic education for the
population through successive levels of
training, in profiled secondary and higher
education; developed road infrastructure
in the strategic poles, support with public
transport in economic areas, services
in infrastructural networks; convenient
accommodation and a healthy environment.
Role 2: Creating supportive and stimulating,
not preventive and discouraging, policies
Effective clusters require clear policies at
national level, which enable and encourage
the interaction of regional stakeholders.
Institutions should develop effective
frameworks and policies that link particular
elements to an innovative system between
the public and private sector, academia and
civil society, in a systematic and coordinated
approach to SMEs development.
Role 3: Collaboration and networking
The roots of many clusters lie in numerous
projects undertaken around the world in the
1990s to encourage and support collaboration
between firms through networks.
Cooperation between cluster-based
businesses is considered essential and
occurs through interaction networks. They
should be supported by operating platforms
that facilitate the processes and supply
chain of products, based on market demand.
The ability to create and formalize selective
networks is vital for competitive clusters.
Role 4: Establishing and supporting
communication channels
Digital platforms and electronic
communication channels with separate
roles and responsibilities can facilitate
communication and structure the research
for specific information. Given that these
platforms can bring new businesses to the
region, governance should focus on their
support.
Digital platforms should include the database
of service producers and providers, their
skills and contacts, staff education levels,
announcements on employment opportunities
and new technologies. Specialized regional
public websites can perform or provide
information on government policies on
clusters and public support or interventions
in clustered structures.
Role 5: Reorganizing governmental service
and delivery structures
Many governmental services are fragmented,
such as: training, education, funding,
technological and promotional assistance.
Often they are the responsibility of various
ministries and agencies. These services can
be reformed with an orientation towards
clusters, shifting from a sector-oriented
approach to the one oriented towards regional
problems and economic development.
These reorganizations can be performed
with minimal changes, acting through
intermediaries or setting up one-stop-shop
service centres. An important change in
approach would be the formation of interinstitutional
teams of agencies that include
cluster expertise, supported by regional
platforms with clear roles and balanced
specific responsibilities.
The fundamental change would be the
establishment of new regional agencies
focusing on economic development, which
will cover the development of the main
clusters. In all cases it is imperative that staff
have direct industry experience and be able
to understand the problems faced by cluster
companies, their technologies or customers
and the global markets.
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