Territoris de talent



Durant més d’un segle, els territoris amb coneixement, i educació, s’han desenvolupat amb més rapidesa que els territoris amb menor capital humà. A més a més, en l’actualitat, aquelles ciutats amb talent creixen perquè cada vegada són més productives econòmicament, i no necessàriament perquè siguin ciutats més atractives per viure-hi. Tradicionalment, poden assimilar-se a aquest model els clústers locals.

Els territoris de talent són un model especialitzat amb elevades capacitats per desenvolupar determinades activitats econòmiques així com fomentar la iniciativa empresarial. Hi té un pes molt important la creació de coneixement i l’atracció de talent especialment de caràcter científic-tecnològic i experiencial. Són territoris força cosmopolites on la integració i el benestar social hi tenen un pes relativament important. La participació ciutadana i les accions comunitàries hi tenen un protagonisme més aviat escàs, en canvi, pot haver-hi una dotació elevada de capital social que s’orienta a la producció.


City of Talent Parks Master Plan

Community Planning Workshop, 2006Talent is growing. As the population expands, new residents will create additional demand for parks and recreation facilities. The Talent Parks Master Plan is intended to guide development of the municipal parks system for the period between 2006 and 2030.This 2006 Parks Master Plan is an update to the 2001 Parks Master Plan. A parks master plan is a long-term vision and plan of action for a community’s park system. Currently, Talent has 12 parks facilities—seven developed and five undeveloped. This plan identifies strategies and techniques for operation and development of parks, land acquisition, and funding. Through this plan, the City of Talent intends to continue improving the level and quality of its parks to meet the needs of current and future residents.The Plan guides future development and management efforts for the Talent park system over the next 24 years. Specifically the Plan:

  • Provides an inventory of existing parks and an analysis of appropriate park classifications and standards;
  • Identifies current and future park needs using input from the community as well as technical data;
  • Includes a capital improvement plan (CIP) that enables the City to achieve its goals;
  • Creates a strategy for short and long-term land acquisition; and
  • Identifies potential funding techniques and sources to implement the CIP.

The Executive Summary highlights existing facilities, key community needs, goals and actions, park improvements and acquisitions, and the funding strategies described in the Talent Parks Master Plan.

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Tools and Strategies for Innovative Talent Attraction and Retention

Handbook on Talent Attraction Management for Cities and RegionsTENDERSON, 2014The war for talent became a hot topic in the business world at the end of the 1990’s, due to an increasingly competitive landscape for attracting, developing and retaining talented employees. Now this competitive landscape has spread to cities, regions and countries – and the competition for talent is poised to become one of the most defining economic issues of the 21st century, according to some observers.What is driving this development? How is it affecting your place? And, most importantly, what can you do to ensure that your city, region or country stays competitive in this game? That is the topic of this toolbox handbook on Talent Attraction Management (TAM) for cities and regions.tools_strategies_innovativeDownload document

A Tale of Ten Cities: Attracting and Retaining Talent

Michael Luis (International Regions Bechmarking Consortium), 2009The International Regions Benchmark Consortium, consisting of ten metropolitan regions from around the world, commissioned this report to assist the regions as they develop strategies to attract and retain highly talented individuals. The benchmark regions are all attractive places with dynamic economies that have good prospects for the future.  But as will be discussed below, these regions must continue to attract talented people from within their own countries and from other countries, and keep their talented people from moving elsewhere, in order to remain prosperous. All ten regions have experienced net in‐migration in recent years, but there is continual competition for talented people, and no region can take its position for granted.Labor migration is an enormous topic that is explored by many disciplines, including sociology, political science, economics and anthropology.  This report, and the accompanying survey, examines just one piece of this larger topic: voluntary migration of highly skilled and talented people to metropolitan areas for career and lifestyle enhancing purposes.  The group of migrants that interests us is presumed to have education and skills that are broadly applicable across regions, countries and continents.  These individuals reflect the globalization of the economy, as their skills and value transcend national differences in culture and business practice.Regions in the European Union can hope to attract talented people from up to 25 countries with little administrative burden.  The regions in North America, Asia and Australia face more legal barriers to attracting foreign talent, but these countries are large and diverse enough to provide ample talent that can migrate domestically.  Thus, while much of the literature on migration is concerned with movement across national boundaries, this report makes no distinction between domestic and international migration.  The goal of a talent attraction strategy is simply to draw people from outside the region, whether they come from elsewhere in the country, or abroad.
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