Embed Size (px)
Citation preview
Strategic Planning for Cluj-Napoca (2013-2020)
Dr. Călin Hințea, Dean, College of Political, Administrative and Communication Sciences,
Babeș-Bolyai University
National Context• Lack of strategic planning capabilities at the level of central government;• Lack of substance with regard the process of strategic planning at the
local level (the only motivation being to gain access to European funds); • Poor understanding by the local decision-makers of the advantages of
strategic planning;• Planning seen as an activity confined to the level of the top elected local
official (the mayor) and a small group providing technical assistance (civil servants and/or consultants);
• Simplistic approach: traditional solutions limited to infrastructure, specific projects, obtaining transfers from the central budget, local revenue spending (i.e. culture as a field which generates resources at the local level);
• Incapacity to identify and direct efforts toward a set of strategic fields capable of generating a competitive advantage at the local level.
Key concepts
1. Quality of Life The aim is to create a sophisticated community/city, with: (1) an economy and services based on smart solutions for growth, entrepreneurship and creativity; (2) a high level of prosperity; (3) a dynamic academic community and (4) multiple choices in terms of quality of life. In summary, we envision a community that attracts (and maintains) a sophisticated and entrepreneurial human resource due to its high quality of life.
Quality of life
Quality of life
Quality of life
Key concepts
2. Involvement of the expert groups within the community • Cluj-Napoca is not the type of community in which administrative
management identifies the strategic development objectives in an isolated manner and then “guides” people in the right direction.
• The city needs strategic assets such as the creativity and the energy coming from the community, while the local government has the role of facilitating and integrating the strategic perspectives already present in the community.
• A possible source capable of generating a competitive advantage: various capabilities and expertise placed at different level within the local community: universities, NGOs, local businesses, international businesses, cultural players, etc.
Methodology
1. Preliminary Structural Analysis (PSA):a. Quantitative research on quality of life perception in
Cluj Napoca 10-17 January 2013; 912 respondents; 196 indicators; 18 areas, 7 chapters.
Indicators -Quality of life. A model for Cluj Napoca
I. Self-evaluation of the quality of life
Self-evaluation of the quality of life
Lifestyle
Family
Positioning
Quality of life at the community level
II. Safety
Safety
Liberty
Gender equality
III. Health
Quality of the healthcare system
Emotional health
Physical health
IV. Education Education
V. Environment Quality of the environment
VI. Quality of governance Quality of governance
VII. Economic prosperity
Economic prosperity
Access to housing
Workplace
Access to basic services
Methodology
1. Preliminary Structural Analysis (PSA):b. An analysis of the strategic framework: European, National,
Regional, County level. c. Analysis of previous strategic planning processes/plans for Cluj-
Napoca (2006-2012)d. Analysis of statistical data (demography, social issues, economy,
environment, civil society)e. Local economic development analysis (growing, transforming, and
declining sectors, opportunities)f. The competitive advantage of the city-a preliminary analysis
(growth pole based on the university sector: Debrecen, Szeged, Mannheim, Graz, Linz; growth pole based on healthcare: Debrecen, Szeged, Graz, Linz; movie industry as a trigger for growth: Karlovy Vary, Sofia, Berlin)
Methodology
1. Developing the vision for the community (2013-20…..):
Cluj defines its development in terms of quality of life of its inhabitants. It is a space for personal and collective accomplishments, with active citizens, a creative, complex, dynamic and competitive economic environment, capable of utilizing the resources in an integrated fashion and of offering a sustainable development path for the community. Cluj is a model city in terms of good governance, having a transparent, progressive, and highly performing public administration, for which citizens are partners. Cluj is a pole for academic excellency, where the academic community is engaged in the community's life, representing a source for creativity, innovation, and research. Cluj is a European cultural landmark, where culture represents a transversal factor in the organizing of the community; the city has a vibrant and dynamic cultural life, which facilitate and encourages experimenting and initiative. Cluj defines itself as a European city, the historic core of Transylvania, a community with a unique character built on multiculturalism. Cluj is a network of interconnected communities, a laboratory for social creativity, a youthful city, equally friendly and responsible.
Viziune
Strategic dimensions
Cluj-Napoca (quality of
life)
Peoples and community
Innovative, creative,
competitive City
Urban Development
and spatial planning
Green City
Good governance
Culture and local identity
Healthy City
Safe City
Cluj-Napoca
People and community
WG Associativity and philanthropy
WG Multiculturalism
WG Higher education
WG Secondary education
WGSocial inclusion
WG Demography and human resources
WG Community mediation
WG Youth
WG Ethics in the public arena
Innovative, creative, and competitive city
WG Local economic development
WG Tourism
WG IT
WG Place-making/territorial marketing
WG Entrepreneurship and innovation in community
Urban development and spatial planning
WG urban development/spatial planning
Green city
WG Environmrent
Good governance
WG E-government
WG Quality of public services
WG Participation
Culture and local identity
WG European dimension of Cluj
WG Regional leadership
WG Movie industry
WG Historical identity of the city
WG Culture and creative industries
Healthy city
WG Public health
Safe city
WG Safe City
Working groups
Methodology
3. Sectorial public policy analysis at community level (working groups -WG) • 26 WG• Each WH has between 1-3 coordinators• Selection of the coordinators based on:
a) expertise in the field of the WG b) capacity to identify and gather important stake-holders in that field
• Autonomy of the WG; balanced through the use of a common methodological framework
• Final WG reports due in December
Methodology
3. Sectorial public policy analysis at community level (WG). Common WG methodology The general methodology will include at least the following elements: (a) a preliminary analysis of the field/domain/sector, (b) a PEST analysis/SWOT analysis, (c) the identification of key strategic issues (max. 5), (d) drafting of sectorial strategies and (e) proposals for operational programs (max 15/prioritized)- a base for multiannual budgeting and future projects
Methodology
4. Identifying key strategic factors (KSF) at community level (strategic profile of the city, competitive advantage)
5. The action plan for developing strategic objectives at community level (operational plans included). Future projects for funding.
6. Establishing monitoring and evaluation systems (local administration and community)
7. Voting by the Local Council.
• International cooperation: Dutch initiative, Michigan State University, etc.
• Programs developed/facilitated in this context; Cluj Innovation City, Participatory Budgeting
Partners
Advantages
• A possible pilot program offering best practices to be used in other communities as well.
• Understanding of the importance and of the advantages generated by strategic planning at the local level (later on possibly at the central level as well).
• Moving away from the mere drafting of strategic documents towards developing creative thinking and strategic initiative.
• Importance of the community’s engagement in the strategic planning processes: managerial quality and participation.
• Development of a multiannual budgetary planning and execution and use of limited resources for a limited number of pre-defined strategic objectives.
Thank [email protected]
