The Importance of Research and Participa
The Importance of Research and
Participatory Approaches in
Policy-Making in Brunei Darussalam
Dr Giuseppe Rizzo
Researcher
Centre for Strategic and Policy Studies
Outline
1. Why policy research? How?
2. Why participatory approaches? How?
3. How Knowledge Intensive Business Services
can contribute to economic diversification?
Why economic diversification?
When did it become a
major policy objective?
a)
RKN2 (1962-1966)
b)
RKN3 (1975-1979)
c)
Asian financial crisis (1997)
Which industries?
MIPR,
1995
MIPR,
1997
Air transport Agriculture
Insurance
Forestry
Econ Counc,
1998
RKN8,
2001
BEDB,
2003
RKN9,
2007
Finance
Finance
Agriculture
Halal
Tourism
Tourism
Clothing
Logistics
Logistics
Construction
materials
KIBS
KIBS &
Finance
Construction
-KIBS
Fishery
Finance
F&B
BioTech
Finance
ICT
Agriculture
Clothing
ICT
Education
Tourism
F&B
Hi-Tech
Handicraft
Tourism
KIBS
Logistics
Clothing
Hi-Tech
What results?
•
90% of export
•
90% of Government revenue
•
50% of GDP
•
Majority of FDI inflow
Why is it so challenging?
Strengths
• Political stability
• Financial resources
• Geographical location
• Good infrastructure
Weaknesses
• Clarity of policy objectives
• Human resources
• Cost structure
• Corporate governance
• Small market
• Bureaucracy
1. Policy Research
LAND OPTIMIZATION STRATEGY FOR
INDUSTRIAL AND COMMERCIAL GROWTH
What is the role of access to land?
Objective
Optimize industrial and commercial land use to
drive economic diversification under the guiding
principles of balanced and sustainable
development.
Stakeholders and policy environment
Wawasan 2035
Outline of Strategies
and Policies for
Development
(2007-17)
National
Development Plan
(2007-12)
National Land Use
Master Plan
(2006-25)
Land Availability
Study, 2006
BSB Development
Master Plan
Analysis process
Priority strategic sites
Economic
future
Clusters
Employment
Land
requirements
Structure planning for
priority sites
Land
resources
Planning
frameworks
Potential
land
Land
capability
Governance and strategy
implementation
Priority clusters in the strategy
KIBS
Creative
industries
Tourism
Priority
clusters
Logistics
Education
Energy
Biodiversity,
Food and
Pharma
‘000
Economic future scenarios
1,000
800
600
Wawasan
Organic growth
865
587
414
400
200
0
266
Land budget
Land requirements
Urban
commercial
activities
Space intensive
activities
Agglomeration
benefits
Existing urban
footprint
1.1 m sqm
Location criteria
Appropriate
greenfield
locations
69.6 ha
Supply-side analysis
High potential
development areas
Phasing of the land allocations
Phase 1
(2012-35)
100 sq km
Required
69 sq km
Phase 2
(2035-50)
40 sq km
Phase 3
(2050+)
106 sq km
Phase 4
(2050+)
567 sq km
Available
813 sq km
Strategic actions
Special Purpose
Zones
Whole of
Government
approach
Investment
attraction
Mobilising private
investment
Catalyst projects
Implementing the
strategy
How to make it work?
Collaboration
Innovation
2. Participatory Approach
CLUSTER DEVELOPMENT INITIATIVE
Objectives
• To identify a shared and grounded list of
prioritised economic clusters;
• To engage the key stakeholders of each cluster in
a participatory process aiming at identifying
strategic initiatives for the development of the
cluster;
• To
provide
recommendations
for
the
development of each cluster.
Which clusters?
Energy
Education
services
Finance
Logistics &
Transport
AgriFood
Clusters
Digital
economy
Health
services
Business
services
Tourism
Halal
How to evaluate and prioritise?
Economic attractiveness
Strategic feasibility
Impact on economic
growth
Resource and skills
availability
Impact on diversification
Competitive strength
Potential for sustainable
employment
Cooperation & Buy-in
Positive industrial spillovers
Cultural and Environmental
sustainability
Cluster-specific workshops
Desk
research
• Cluster
mapping
• Critical
success
factors
• Examples
from abroad
• Trends
Workshop
•
•
•
•
Vision
SWOT
Gaps in CSF
Strategic
initiatives
Business services cluster
Knowledge-based business services that provide
professional and technological support to other
businesses in order for these businesses to
function effectively.
•
•
•
•
•
•
•
•
•
•
Business services cluster
Scientific Research
Architectural Services
Consultant Engineering Services
Data Processing Services
Information Storage and Retrieval
Services
Computer Consultancy Services
Legal Services
Accounting Services
Advertising Services
Commercial Art and Display
Services
•
•
•
•
•
•
•
•
•
•
•
Market Research Services
Business Administrative Services
Business Management Services
Employment Placement Services
Business Services n.e.c.
Higher Education
Technical and Further Education
Business and Professional
Associations
Financial Asset Broking Services
Services to Finance and Investment
Non-Financial Asset Investors
Role of KIBS in
research
commercialisation
Discovery
Collaborative research
Incubation
Venture launch
Venture sale
Strengths
•
•
•
•
•
Political stability
Geographical location
Good basic infrastructure
Good basic education
High standard of living
Gaps
•
•
•
•
•
•
Market size
Human resources
Over-dependence on Government
Connectivity
Not enough entrepreneurs and critical thinkers
Lack of transparency and engagement in policy
implementation
Strategic initiatives
Cluster
institution
Research
centre for
KIBS
National
Innovation
Agency
Prioritise
contracts for
local KIBS
Platform for
knowledge
sharing
Regular review
of regulations
Joint
promotion
Collaboration
with education
institutions
Brunei
Business
Federation
• Policy research provides answers based on best practices, models,
data
• Participatory approach ensures
ownership, and informed decisions
transparency,
accountability,
• Collaboration between public sector, private sector, and researchers
is a key success factor for the policy-making process
Dr Giuseppe Rizzo
Researcher, CSPS
giuseppe@csps.org.bn
www.csps.org.bn
Participatory Approaches in
Policy-Making in Brunei Darussalam
Dr Giuseppe Rizzo
Researcher
Centre for Strategic and Policy Studies
Outline
1. Why policy research? How?
2. Why participatory approaches? How?
3. How Knowledge Intensive Business Services
can contribute to economic diversification?
Why economic diversification?
When did it become a
major policy objective?
a)
RKN2 (1962-1966)
b)
RKN3 (1975-1979)
c)
Asian financial crisis (1997)
Which industries?
MIPR,
1995
MIPR,
1997
Air transport Agriculture
Insurance
Forestry
Econ Counc,
1998
RKN8,
2001
BEDB,
2003
RKN9,
2007
Finance
Finance
Agriculture
Halal
Tourism
Tourism
Clothing
Logistics
Logistics
Construction
materials
KIBS
KIBS &
Finance
Construction
-KIBS
Fishery
Finance
F&B
BioTech
Finance
ICT
Agriculture
Clothing
ICT
Education
Tourism
F&B
Hi-Tech
Handicraft
Tourism
KIBS
Logistics
Clothing
Hi-Tech
What results?
•
90% of export
•
90% of Government revenue
•
50% of GDP
•
Majority of FDI inflow
Why is it so challenging?
Strengths
• Political stability
• Financial resources
• Geographical location
• Good infrastructure
Weaknesses
• Clarity of policy objectives
• Human resources
• Cost structure
• Corporate governance
• Small market
• Bureaucracy
1. Policy Research
LAND OPTIMIZATION STRATEGY FOR
INDUSTRIAL AND COMMERCIAL GROWTH
What is the role of access to land?
Objective
Optimize industrial and commercial land use to
drive economic diversification under the guiding
principles of balanced and sustainable
development.
Stakeholders and policy environment
Wawasan 2035
Outline of Strategies
and Policies for
Development
(2007-17)
National
Development Plan
(2007-12)
National Land Use
Master Plan
(2006-25)
Land Availability
Study, 2006
BSB Development
Master Plan
Analysis process
Priority strategic sites
Economic
future
Clusters
Employment
Land
requirements
Structure planning for
priority sites
Land
resources
Planning
frameworks
Potential
land
Land
capability
Governance and strategy
implementation
Priority clusters in the strategy
KIBS
Creative
industries
Tourism
Priority
clusters
Logistics
Education
Energy
Biodiversity,
Food and
Pharma
‘000
Economic future scenarios
1,000
800
600
Wawasan
Organic growth
865
587
414
400
200
0
266
Land budget
Land requirements
Urban
commercial
activities
Space intensive
activities
Agglomeration
benefits
Existing urban
footprint
1.1 m sqm
Location criteria
Appropriate
greenfield
locations
69.6 ha
Supply-side analysis
High potential
development areas
Phasing of the land allocations
Phase 1
(2012-35)
100 sq km
Required
69 sq km
Phase 2
(2035-50)
40 sq km
Phase 3
(2050+)
106 sq km
Phase 4
(2050+)
567 sq km
Available
813 sq km
Strategic actions
Special Purpose
Zones
Whole of
Government
approach
Investment
attraction
Mobilising private
investment
Catalyst projects
Implementing the
strategy
How to make it work?
Collaboration
Innovation
2. Participatory Approach
CLUSTER DEVELOPMENT INITIATIVE
Objectives
• To identify a shared and grounded list of
prioritised economic clusters;
• To engage the key stakeholders of each cluster in
a participatory process aiming at identifying
strategic initiatives for the development of the
cluster;
• To
provide
recommendations
for
the
development of each cluster.
Which clusters?
Energy
Education
services
Finance
Logistics &
Transport
AgriFood
Clusters
Digital
economy
Health
services
Business
services
Tourism
Halal
How to evaluate and prioritise?
Economic attractiveness
Strategic feasibility
Impact on economic
growth
Resource and skills
availability
Impact on diversification
Competitive strength
Potential for sustainable
employment
Cooperation & Buy-in
Positive industrial spillovers
Cultural and Environmental
sustainability
Cluster-specific workshops
Desk
research
• Cluster
mapping
• Critical
success
factors
• Examples
from abroad
• Trends
Workshop
•
•
•
•
Vision
SWOT
Gaps in CSF
Strategic
initiatives
Business services cluster
Knowledge-based business services that provide
professional and technological support to other
businesses in order for these businesses to
function effectively.
•
•
•
•
•
•
•
•
•
•
Business services cluster
Scientific Research
Architectural Services
Consultant Engineering Services
Data Processing Services
Information Storage and Retrieval
Services
Computer Consultancy Services
Legal Services
Accounting Services
Advertising Services
Commercial Art and Display
Services
•
•
•
•
•
•
•
•
•
•
•
Market Research Services
Business Administrative Services
Business Management Services
Employment Placement Services
Business Services n.e.c.
Higher Education
Technical and Further Education
Business and Professional
Associations
Financial Asset Broking Services
Services to Finance and Investment
Non-Financial Asset Investors
Role of KIBS in
research
commercialisation
Discovery
Collaborative research
Incubation
Venture launch
Venture sale
Strengths
•
•
•
•
•
Political stability
Geographical location
Good basic infrastructure
Good basic education
High standard of living
Gaps
•
•
•
•
•
•
Market size
Human resources
Over-dependence on Government
Connectivity
Not enough entrepreneurs and critical thinkers
Lack of transparency and engagement in policy
implementation
Strategic initiatives
Cluster
institution
Research
centre for
KIBS
National
Innovation
Agency
Prioritise
contracts for
local KIBS
Platform for
knowledge
sharing
Regular review
of regulations
Joint
promotion
Collaboration
with education
institutions
Brunei
Business
Federation
• Policy research provides answers based on best practices, models,
data
• Participatory approach ensures
ownership, and informed decisions
transparency,
accountability,
• Collaboration between public sector, private sector, and researchers
is a key success factor for the policy-making process
Dr Giuseppe Rizzo
Researcher, CSPS
giuseppe@csps.org.bn
www.csps.org.bn