Tampere · Effective economic and innovation policy Innovation environments and platforms World-class culture and events Urban and sustainably growing The city’s growth Vitality,

Tampere city strategy 2030

Tampere - The Best for You

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The future belongs to cities. The role of major cities, in

particular, is becoming increasingly important both in Fin-

land and internationally. Tampere has benefited from the

trend of urbanisation in many ways and, going forward,

the city will pursue even greater growth – in a sustainab-

le and humane manner. By 2030, Tampere wants to be

Finland’s second metropolis: a comfortable and vibrant

city of 300,000 residents. Tampere’s strength is smooth

daily life amidst a wide range of experiences.

The city of Tampere is facing new challenges and oppor-

tunities, as there will be significant changes in its role and

field of duties. The transfer of social and health services to

the counties emphasises the city’s role in education, cul-

ture and economic development. Future tasks and duties

will also highlight the responsibility for providing a good

living environment, creating partnerships and supporting

engagement and participation. The city’s core purpose re-

mains promoting the well-being of the people of Tampere.

The digital transformation and new technologies will open

new opportunities in this field, and Tampere has a strong

competence base for taking advantage of them.

Well-being is built on the city’s vitality. Employment and

entrepreneurship are top priorities not only during the

term of office of the current City Council, but also in the

future. Boosting employment is important not only from

an economic standpoint but, even more importantly, from

a human standpoint. We aim to ensure that all residents

have an attachment to the city they live in and we want to

maintain a positive Tampere spirit. The Tampere spirit is

built on equality, working together and ensuring that eve-

ryone feels they are a significant part of the community.

Cities play a strong role in international networks. Tam-

pere aims to be an increasingly significant and well-kno-

wn operator around the world. Awareness will be sought

through, among other things, top-level expertise and

world-class culture, events and sports. The goal is to be-

come the most attractive city of experiences in the Nordic

region by 2030. Tampere’s appeal as a student city and a

city of innovation will also be strengthened.

The strategy has been built based on the Mayor’s pro-

gramme, which represents the will of the majority of the

City Council regarding the direction of Tampere’s develop-

ment during the current term of office. The Tampere city

strategy goes even further and represents views regarding

the development of the city from the present to 2030.

Tampere’s new strategy has been built together with city

personnel, residents and stakeholders. The drafting of the

strategy has been a process that has value in itself. Only

a small proportion of the insights and ideas created du-

ring the process has ended up on the pages of the strategy

document. Indeed, words are secondary in importance to

the changes in thinking and action that were inspired by

the work done on this strategy. They will allow us to work

together to create a Tampere that is The Best for You.

Lauri Lyly

Mayor of Tampere

Preface

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Tampere’s new strategy extends to 2030. It is based on recognised factors that will drive future changes and it

represents the long-term goal of the city’s development.

Tampere’s vision is Tampere – The Best for You. The desired outcomes of the strategy are shown in the figure abo-

ve. The contents of the strategy are divided into four strategic focus areas: collaborative and humane, a leader in

education and know-how, creative and innovative, and urban and sustainably growing. The city organisation’s ca-

C o l l a b o r a t i v e a n d h u m a n e

Participation and active engagement Equality and early support Individual and effective services

L e a d e r s h i p i n e d u c a t i o n a n d k n o w - h o w

High-quality and communal learning Education and competencies leading to employment Attracting skilled workers and helping them to settle in Tampere

C r e a t i v e a n d i n n o v a t i v e

Effective economic and innovation policy Innovation environments and platforms World-class culture and events

U r b a n a n d s u s t a i n a b l y g r o w i n g

The city’s growth Vitality, distinctiveness and an urban environment A smart and sustainable city

Balanced distribution of well-being

The best customer and resident experience

Everyone primarily uses digital services First among major cities in learning outcomes

The most flexible opportunities for learning and getting employed

An internationally attractive city of expertise The most appealing business environment

A place where creativity and innovations come together

The most attractive experience city in the Nordic region

Globally known, international and strongly networked

A comfortable and lively city of 300,000 residents

Carbon neutral

A pioneer in smart and sustainable transport and urban development

Understanding the operating environment and the customers

Competent personnel with a high level of well-being

Effective network partnership

Balanced economy and active ownership

C a p a c i t y f o r r e n e w a l

We work together

We act responsibly

We act in an open and

bold way

Operating methods

Desired results 2030:St

rat

egic

pri

ori

ties

Technological development

The changing nature of work

Urbanization

Globalization

Rivalry between cities

The strengthening of civil society

Climate change and resource scarcity

The complicating safety environment

Tampere Cit y Str ategy 2030Vision 2030: Tampere - The Best for You

W e w o r k t o g e t h e r

• We are a partner and enabler for residents, businesses and communities.

• We create platforms and opportunities for networking, experimentation and collaborative development.

• We are reliable and inspiring partners.

W e a c t r e s p o n s i b l y

• We bear responsibility for well-being and the environment by acting in an ecologically,

socially, culturally and economically sustainable manner.

• We promote equality and safety through our actions.

W e a c t i n a n o p e n a n d b o l d w a y

• We communicate opportunities and operate in a transparent and interactive manner.

• We engage in open-minded and goal-oriented development and experimentation.

Operating methods

pacity for renewal enables the implementation of the strategy and it consists of understanding changes in the ope-

rating environment and customer needs, competent personnel with a high level of well-being, effective network

partnerships, and balanced finances and active ownership. The implementation of the strategy will be supported

by working together responsibly, openly and with courage.

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B a l a n c e d d i s t r i b u t i o n o f w e l l - b e i n g

T h e b e s t c u s t o m e r a n d r e s i d e n t e x p e r i e n c e

E v e r y o n e p r i m a r i l y u s e s d i g i t a l s e r v i c e s

Desired results 2030:

Coll abor at ive and humane

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P a r t i c i p a t i o n a n d a c t i v e e n g a g e m e n t

In Tampere, everyone has the opportunity to participate, influence, meet other people and pursue self-realisation.

The city is a platform for active engagement and collaboration by local residents and communities.

Tampere residents are encouraged to engage in activities that promote their well-being as well as the well-being

of the community by creating the right circumstances and providing information and solutions that support their

activities. Equal opportunities for physical exercise and cultural activities will be created as part of daily life.

The city will support the creation of communities and their activities by providing them with space, information,

advice, guidance, networks as well as new technologies and operating models. By supporting community activity,

the city will enable voluntary care and peer support, hobbies and low-threshold urban culture as well as the sha-

ring of skills, services and goods.

E q u a l i t y a n d e a r l y s u p p o r t

In Tampere, well-being is for everyone. Differences in well-being between districts and population groups will be

reduced by providing targeted support to the people who need it, even before problems arise, and through active

intervention in those who are underprivileged that continues from one generation to the next. Social exclusion

will be prevented by providing opportunities for high-quality education, meaningful recreational activities, work,

income and housing as well as effective basic services. The integration of immigrants will be supported through

the different stages of life.

The focus will be shifted further from diagnostic and therapeutic services to preventive activities, early support,

proactive services and services provided at the customers’ homes. The objectives include reducing the need for

child protection. Special attention will be paid to identifying groups that make extensive use of services and res-

ponding to their needs. The structural reform of social and health services will be continued. Accessibility will be

promoted in all operations.

Promoting well-being and equality also promotes safety. The city’s safety and security preparedness will be sys-

tematically developed.

I n d i v i d u a l a n d e f f e c t i v e s e r v i c e s

The starting point for services is understanding the customer’s overall situation and finding individual solutions

for achieving the desired impacts. Services will be developed together with users, residents and partners through

experimentation, sharing the lessons learnt and communicating opportunities.

Smooth service provision and a consistent and effective service experience from the customer’s perspective will

We can achieve our goals by focusing on the following areas:

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be ensured by developing service chains and the interfaces between different service providers. In the event of

changes in personnel or when a customer is transferred from one service to another, special attention will be paid

to exchanging information and ensuring the continuity of the customer relationship. Health, social services and

regional government reform will be implemented in a controlled manner, ensuring the availability and quality of

health and social services for Tampere residents.

New technology will be utilised to improve the accessibility, effectiveness and cost-efficiency of services. The use

of services will be steered towards digital channels to ensure that, by 2025, everyone in Tampere primarily uses

digital services. The ease of use, reliability and security of digital services will be ensured.

The service network will be developed to meet the needs of the growing city in collaboration with the Pirkanmaa

county and other parties. The development of the service network will be particularly based on increasing the sha-

re of services delivered through digital channels.

Objective 2018-2021 Indicators

Regional differences in well-being have been reduced

• Regional profiles (including poverty, education and unemployment)

• Regional evaluation of children’s well-being

Safety has been improved and there is a stronger sense of security

• Street safety index

• Safety survey (including perceived safety)

• Proportion of the population who have experienced violence or threats (ATH)*

• Bullying in schools (school health survey)

• Proportion of the population that consumes excessive amounts of alcohol (ATH)

Communal activities and participation have increased

• Proportion of the population who feel lonely (ATH, school health survey)

• Hobbies (school health survey, LTH**, ATH)

• Active participation (ATH)

• Voter turnout

• Numbers of participants in regional networks and the partici-pants’ perceptions of their opportunities to exercise influence

*ATH = Regional Health and Well-being Study of Adults

** LTH = Children’s Health and Well-being Study

*** TEAviisari = an indicator of the municipality’s level of activity in promoting health


Increased level of physical activity among Tampere residents

• Recreational exercise among the adult population (ATH)

• Recreational exercise among school children (school health survey)

• The MOVE indicators of the Finnish National Board of Education

The integration of immigrants has been strengthened

• Employment rate among immigrants

• Entrepreneurship among immigrants

• Student attrition among immigrants in secondary vocational education

• Non-Finnish speakers outside work and education

The focus of services has been shifted to preventive services and services provided at the customers’ homes

• Number of senior citizens living at home, living in service housing with around-the-clock assistance and in long-term institutional care

• Costs of specialised medical care per citizen

• The city’s activities to promote the health and well-being of local residents (TEAviisari)***

• Total number of customers of child protection services

• Total number of long-term homeless people

Improved satisfaction with services and their availability

• Satisfaction with services and their availability

Improved customer experience of the city’s services

• Customer experience of the city’s services

The majority of services can be used via digital channels and the use of digital services has increased

• The number of digital services relative to the total number of services

• Utilisation rate of digital services

• Satisfaction among the users of digital services

*ATH = Regional Health and Well-being Study of Adults

** LTH = Children’s Health and Well-being Study

*** TEAviisari = an indicator of the municipality’s level of activity in promoting health

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Leader ship in educ at ion and know-how

F i r s t a m o n g m a j o r c i t i e s i n l e a r n i n g o u t c o m e s

T h e m o s t f l e x i b l e o p p o r t u n i t i e s f o r l e a r n i n g a n d g e t t i n g e m p l o y e d

A n i n t e r n a t i o n a l l y a t t r a c t i v e c i t y o f e x p e r t i s e

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H i g h - q u a l i t y a n d c o m m u n a l l e a r n i n g

In Tampere, people have the opportunity to pursue training and education through diverse study paths. The in-

dividual development of each student is supported, their curiosity is fostered and their skills are strengthened.

Every Tampere resident has an equal opportunity to learn regardless of place and time. Tampere will be an open-

minded pioneer in the development of digital learning environments at all levels of education, using research in-

formation. The city will promote digital competencies and their development into civic skills for all local residents.

Study paths will be supported and they will be made smoother. Healthy and safe conditions will be provided for

learning.

E d u c a t i o n a n d c o m p e t e n c i e s l e a d i n g t o e m p l o y m e n t

Education will be developed to respond to the changing competence needs of working life in a proactive and fle-

xible manner. Entrepreneurship will be strengthened and supported at all levels of education.

The working-life orientation and flexibility of studies will be increased, along with on-the-job learning. The comp-

letion of studies will be supported by providing sufficient support and guidance.

Competence development will be enabled in different life stages. Transitioning between education and working

life will be made more flexible to strengthen lifelong learning. Education will increasingly be built from a variety

of modules that can be combined to create customised solutions for individual life circumstances.

Business, competence and employment services will be developed into a seamless and flexible set of services that

will promote job creation and employment.

A t t r a c t i n g s k i l l e d w o r k e r s a n d h e l p i n g t h e m t o s e t t l e i n T a m p e r e

The city’s appeal as an internationally attractive city – and Finland’s most popular student city – will be strengt-

hened further. Awareness of the city and its appeal as a significant city of education and innovation will be inc-

reased by engaging in closer cooperation with educational institutes, research institutes and the business sector.

The city will be involved in developing the new Tampere University into an internationally recognised, attractive

and networked university.

Tampere will be an attractive place to stay and work after graduation. The local employment of students in higher

education will be improved. Connections to working life and employment opportunities will also be strengthened

for non-Finnish-speaking degree students.

Immigrants’ competencies and connections to working life will be strengthened and their language and cultu-

re potential will be utilised in developing the vitality of the community as a whole. Tampere will provide diverse

and high-quality language and cultural training for immigrants of different ages and circumstances. Efforts will be

made to increase the number of municipal services delivered in foreign languages.

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The effectiveness of education has improved • National comparisons of learning outcomes between major cities

An education and employment path has been secured for every young resident of Tampere

• Educational placement for young people who finish basic education

• Level of education among young people

• Negative interuptions at different levels of education

• Placement status of new graduates two years after graduation

• Number of degrees completed in working life

• Number of apprenticeships

• Number of young people who are employed, in school or covered by measures aimed at promoting employment

Unemployment has declined to a level matching the national average, and the preconditions for employment for people requiring special support have been improved

• Unemployment rate (compared to the national average)

• Youth unemployment rate/number of unemployed young people (under-25s and those in the 25–29 age group)

• The number of the long-term unemployed and people who are difficult to employ

• Unemployment rate among people with foreign backgrounds

• Preconditions for employment among those covered by services

• The number of people for whom onward paths have been established through rehabilitative work services aimed at increasing engagement and participation

The employment rate has increased • Employment rate

Tampere’s appeal as a student city and a city of inno-vation has been strengthened

• Foreign degree students in educational institutions (% of all students)

• The university’s primary applicants/study places for new students

• Number of visits by foreign teaching and research personnel (by duration)

• Regional placement of new graduates and foreign degree students

• Tampere’s placement in the Most Recommended Student City study (Taloustutkimus)

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Creat ive and innovat ive


T h e m o s t a p p e a l i n g b u s i n e s s e n v i r o n m e n t

A p l a c e w h e r e c r e a t i v i t y a n d i n n o v a t i o n s c o m e t o g e t h e r

T h e m o s t a t t r a c t i v e e x p e r i e n c e c i t y i n t h e N o r d i c r e g i o n

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E f f e c t i v e e c o n o m i c a n d i n n o v a t i o n p o l i c y

Economic and innovation policy that strengthens cooperation between different operators will promote the renewal

of the economic structure and industry as well as the growth of new sectors. Renewal will be based on utilization of

new technologies and the multidisciplinary expertise arising from cooperation between actors in the region.

The region’s leading industries are manufacturing, ICT and health and well-being. Emerging industries include

clean tech, tourism, the experience economy and the creative industries.

Tampere City Region will provide the best conditions for the new business creation, growth and internationalisa-

tion of businesses as well as new businesses’ location in the region. The city will promote the preservation of bu-

sinesses and jobs that are already in the region.

A favorable business climate of the region will be enhanced. Customer-oriented and smooth business services

and flexible land use policy will ensure the optimal operating conditions for businesses. Effects on businesses and

employment will be taken into account in all of the city’s decision-making. The city supports small and local busi-

nesses and the employment of young people with its procurement policies.

Tampere’s national and international accessibility will be improved. The city will actively promote the construc-

tion of an additional railway track and the increase of high-speed train services between Tampere and Helsinki.

The railway connection to St Petersburg will be made more convenient and local rail transport will be developed.

Tampere-Pirkkala’s position as an international airport will be strengthened.

I n n o v a t i o n e n v i r o n m e n t s a n d p l a t f o r m s

The city will be an active enabler of innovations that bring together technology and the creativity of the entire

local community. Tampere will promote the application and utilisation of artificial intelligence and robotics in in-

creasing the city’s well-being.

The city will open up its activities, development projects and challenges to businesses and communities in order

to create new business opportunities. Tampere is a smart user of data and an enabler of data-driven innovation.

The entire city serves as an experimentation and development platform for new solution

The city is an active developer of networks of multidisciplinary expertise. Close cooperation between businesses,

local residents, communities and the city creates added value for those who participate in it. The merged Tampere

University will play a significant role as a high-level multidisciplinary platform for innovation growth.


W o r l d - c l a s s c u l t u r e a n d e v e n t s

International awareness of Tampere as an attractive city of culture, events and sports will be strengthened.

Tampere will invest in increasing its international appeal as well as strengthening the identity of the city and its

residents. The city will be ambitious in pursuing opportunities to host new cultural and sporting events.

The city will be actively involved in the region’s city and tourism marketing as well as in developing the tourism

offering and expediting cooperation between actors in the region. The city’s significant projects and investments

will strengthen awareness of the region and its attractiveness. The city’s cultural offering and events, biodi-

versity and safe living environment makes Tampere internationally attractive destination. Tourism in Tampere

(e.g. district of Teisko) and nearby areas will be developed in cooperation with other municipalities and the bu-

siness sector.

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Effective economic policy has promoted the new business creation, growth and internationalisation of businesses as well as new businesses’ placement in the region

• Trend in the number of new businesses

• Number of start-ups

• Number of high-growth companies

• Number of jobs

• Placement in comparisons of business environments (the Federation of Finnish Enterprises and the Confederation of Finnish Industries)

The renewal of the leading industries and stronger growth in emerging industries

• Business revenue growth by industry

The supply of land for businesses has met the needs of the growing Tampere City Region

• Amount of land assigned to businesses (k-m2)

The region’s innovation activities have been strengthened

• Amount of risk financing

• Patents and trademarks

• Number of businesses operating on innovation platforms

• Research, development and innovation investments allocated to Tampere

Tampere’s attractiveness as a city of world-class culture, tourism, conferences, events and sports has been increased

• Number of overnight stays by domestic visitors

• Number of overnight stays by international visitors

• Number of international conferences and conference visitors

• Visitor figures for key attractions: Sara Hildén Art Museum, Tampere Art Museum, Moo-min Museum, Museum Centre Vapriikki, Tampere Wor-kers’ Theatre, Tampere Theatre, Tampere Philharmonic Orchestra, Särkänniemi amusement park, Tampere Music Festivals, Tampere Theatre Festival, Tampere Film Festival, libraries

• Tampere’s placement in studies comparing tourism between cities

• Successful communications (PR barometer)

Tampere’s application to be selected as the 2026 European Capital of Culture has progressed from the first stage to the second stage of the application process

• Application progress

International awareness of Tampere and the city’s attractiveness have been strengthened

• International awareness studies

Tampere’s national and international accessibility has been improved

• Number of air passengers (domestic and international)

• Number of international flight connections

• Status of advocacy work

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Urban and sustainably growing

A c o m f o r t a b l e a n d l i v e l y c i t y o f 3 0 0 , 0 0 0 r e s i d e n t s

H i i l i n e u t r a a l i

A pioneer in smart and sustainable transport and urban development

C a r b o n n e u t r a l


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T h e c i t y ’ s g r o w t h

The city aims to grow by approximately 3,000 new residents per year on average. Land use, housing, transport,

services, the economy and investments will be examined from the perspective of the city’s growth target.

The community structure will be condensed and growth will be primarily directed to the public transport zone and

district centres. The tramway will be developed as the trunk of the city’s transport system.

V i t a l i t y , d i s t i n c t i v e n e s s a n d a n u r b a n e n v i r o n m e n t

Tampere has an attractive and lively city centre as well as distinctive district centres. The city centre and the

district centres will be developed as diverse hubs of housing, recreation, services and entrepreneurship. The city

is known for its built cultural environment and industrial history. Comfort, distinctiveness and safety will be taken

into account in the planning and design of neighbourhoods and living environments.

The city centre should be accessible with all modes of transport and to all, from pedestrians to private car drivers.

Comfortable urban environments will be created in the city centre and district centres by promoting walking,

cycling and public transport and by making these modes of transport more attractive. A pedestrian-oriented ap-

proach can be emphasised once parking areas are moved underground and into parking facilities. The construction

of a charging network for electric vehicles will be promoted.

Diverse and high-quality green spaces and networks as well as the sustainable use of waterways will increase the

comfort of local residents and boost the city’s appeal.

The city will be planned in such a way as to ensure that urban living will be a good alternative in all life situations.

Preconditions will be created for developing communal living. The Tampere Central Region will be a region with a

diverse housing stock and attractive living environments. There is an adequate supply of reasonably priced homes

and housing services.

A s m a r t a n d s u s t a i n a b l e c i t y

Tampere will be carbon neutral in 2030. This objective will be achieved in cooperation with the city’s subsidi-

aries, stakeholders, businesses and local residents. The objective of carbon neutrality will be taken into account

in all of the city’s operations, purchasing and investments. As a city of sustainable growth, Tampere will value

nature, conserve natural resources and reduce emissions.

Tampere will be known for its distinctive districts that promote sustainable lifestyles and participation. The

construction of the districts will be promoted through smart urban development, with the entire urban com-

munity co-creating solutions for smooth daily life and sustainable living. The districts will also be utilised as

experimentation and development platforms for new solutions.

The city will develop smart transport, new transport services and functional transport chains. Businesses will

be provided with the operating conditions and development platforms necessary for creating new services.

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The population of Tampere has grown by 3,000 per year on average • Population growth (net growth)

The sustainable growth of the city has been strengthened by zoning 80 per cent of the residential floor area in public transport zones and district centres

• Residential floor area allocated to the district centres specified in the local master plan 2040 and public tran-sport zones as a proportion of the total zoning plans confirmed during the City Council’s term of office

The measures specified in the Sustainable Tampere 2030 roadmap have reduced carbon dioxide emissi-ons by 40 per cent from the 1990 level by the end of the City Council’s term of office

• Total CO2 emissions

• CO2 emissions per capita

Energy consumption has been reduced by 7.5 per cent in accordance with the energy efficiency agreement (2017–2025)

• Energy consumption data

The vitality of the city centre has been strengthened

• City centre vitality index

• The population of the city centre

• The number of jobs in the city centre

• The number of underground parking places

The share of sustainable modes of transport (walking, cycling and public transport) has increased to 58 per cent by the end of the City Council’s term of office (2012: 54%)

• Trends in public transport passenger volumes

• Public transport journeys per capita (Tampere)

• Numbers of cyclists at survey points.

The city has attractive and diverse housing stock and reasonably priced rental and student apartments to match the demand created by growth

• Completed housing units (number of units)

• Housing production by building type and housing tenure

• Completed student apartments

• Reasonably priced rental housing production started in accordance with the MAL 3 agreement (number of units)

• Rental levels (non-subsidised and subsidised)

Commercial tram traffic has got off to a successful start on the first route

• Start of tramway service

Tramway construction from the city centre to Lentävänniemi has begun

• Start of tramway construction

The implementation of Hiedanranta, a smart and sustainable district, has begun

• Completion of the first zoning plan

• Completion of the first phase of land reclamation for the district

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A cit y with a strong capacit y for renewal

enables the realisation of the strategy

U n d e r s t a n d i n g t h e o p e r a t i n g e n v i r o n m e n t a n d t h e c u s t o m e r s

The capacity for renewal is based on recognising and understanding changes in the operating environment and

in the needs and situations of customers (residents, visitors, businesses, communities). This information will be

utilised in cooperation with customers and other partners.

Reliable, up-to-date and proactive information creates the conditions for success in the operations of the city and

its partners as well as the efficient use of resources. Information security and privacy will be given due conside-

ration in all operations and services.

C o m p e t e n t p e r s o n n e l w i t h a h i g h l e v e l o f w e l l - b e i n g

Developing the competence of personnel is what makes renewal possible. The city’s new role will require an even

greater ability to reform services and operating methods with an open mind, in cooperation with local residents

and other actors of the urban community.

The City of Tampere is an attractive employer with a responsible and long-term HR policy. Strong management

and leadership will enable the success of every employee as well as a positive customer and resident experience.

An enabling leadership style emphasises setting clear goals and monitoring their achievement, strengthening the

personnel’s competencies and capacity for renewal as well as promoting well-being at work.

E f f e c t i v e n e t w o r k p a r t n e r s h i p

Tampere wants to be an internationally significant operator with a distinct profile, one that is active and takes ini-

tiative in building networks and partnerships with operators in other cities.

Tampere will be a forerunner in cooperation within the Tampere City Region and the county of Pirkanmaa. Coope-

ration in the Tampere City Region will emphasise the development of competitiveness, the community structure

and transport as well as advocacy work. Tampere will also play an active role in the joint advocacy work of major

cities.

The city will work with various authorities and other key players to engage in close, effective and knowledge-

based collaboration on safety issues.

The city’s communication must be clear, open and timely. Communication must be delivered with a multi-chan-

nel approach and be equally accessible by different audiences. Communication will support partnerships and the

achievement of the city’s strategic goals.

B a l a n c e d e c o n o m y a n d a c t i v e o w n e r s h i p

A balanced city economy enables renewal, growth and investment. The city’s finances will be balanced by moni-

toring the allocation of expenses and controlling their growth, strengthening the income base and improving pro-

ductivity. Tampere’s strategy as a whole will support the balancing of the economy.

The city will invest in productive reforms of operating methods. The city will have the capacity to implement

substantial changes in services, tasks and production methods when required by social changes or economic cir-

cumstances. Productivity will be increased by efficient working time solutions and using human resources across

organisational boundaries. The opportunities presented by the digital transformation will be utilised to enhance

productivity and increase the efficiency of administrative work. The properties owned by the city will be developed

into flexible premises and used in diverse ways for many different functions.

Innovative and effective procurement policy will increase productivity, develop services and create new opportu-

nities for businesses.

The city is an active and goal-oriented owner. Ownership is an instrument for managing the city’s responsibilities

and developing the city. The ownership steering of enterprises and foundations will be carried out in line with the

city’s strategy and the overall interest of the City of Tampere Group. The city will regularly assess and develop its

holdings. The effectiveness of the city’s holdings will be evaluated at least once during each City Council’s term of

office and the Group structure will be developed based on the evaluation.

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Leadership has been renewed and is in line with the city’s leadership principles

• Results of manager assessments

• Kunta10 survey results

Well-being at work has improved among the city’s personnel

• Occupational well-being matrix

• Kunta10 survey results

The amount of sickness absences has been reduced by 10 per cent • The amount of sickness absences

The city’s finances are balanced and the objectives of the programme to balance the finances have been achieved

• Financial result for the accounting period, the Group’s result

• Total debt per capita, Total Group debt per capita

• Internal financing of investments, %

• Development of shareholder value (capitalisation + development of dividends)

• Achieving the objectives of the programme to balance the city’s finances

The increase in the city’s expenses has been restrained

• Increase in net expenditure, %

Productivity has increased • Service costs compared to other major cities

• Procurement efficiency index (including an evaluation of procurement and partnership competencies)

• Utilisation rate of the premises owned by the city

• Satisfaction with support services and comparisons with corresponding operators

Administrative work has been reduced by five per cent

• Costs of administrative tasks (administrative tasks = in office working hours)

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The preparatory work behind Tampere’s city strategy inclu-

ded an assessment of the city’s development in recent yea-

rs as well as the megatrends that will influence the future.

Based on the materials, a view was established regarding

Tampere’s strengths as well as the future challenges and op-

portunities the strategy must address.

Technological development is one of the most significant

drivers of change that will influence the future of cities. The

digital transformation, robotics and artificial intelligence,

among other things, will change the entire urban community

in many ways. Technology enables the development of new

types of services that promote the well-being of the city’s re-

sidents as well as services that are independent of time, place

and socioeconomic status. Technology also facilitates the re-

newal of the business sector and the creation of new business

activity. In addition, technological development enables the

reconciliation of scarce resources with growing service needs.

Tampere is well positioned to take advantage of technologi-

cal development. The region is home to skilled workers, high-

level educational institutions and research institutes, growing

technology companies as well as development environments

that support business innovation (e.g. New Factory, the Kaup-

pi campus, Mediapolis, well-being centres and Kolmenkul-

ma). Changes in operating methods and the proliferation of

digital services call for the continuous development of the

competencies of the city’s personnel.

The success of businesses that create jobs depends on skilled

labour, and the renewal of the Tampere Central Region relies

on diverse expertise. However, it is difficult to predict what

kinds of competencies are needed in the future. As technolo-

gies develop, needs will change and new occupations will be

created while old ones disappear. The challenge for Tampe-

re is to ensure the region’s competence and create a flexible

education system that adapts to changing needs.

Urbanisation is a growing trend. Growth represents both an

opportunity and a challenge to cities. Migration brings skilled

workers to cities and growing cities create new opportunities

for business. The challenging aspect of growth is managing

and preventing its negative effects. Tampere is a national-

ly attractive city that can benefit from the positive aspects

of urbanisation. At the same time, the city must ensure the

effectiveness of the community structure, the balanced de-

velopment of different districts, well-being opportunities,

ecological sustainability and sufficient services for a growing

population.

In the future, globalisation will lead to increased international

competition between cities. The role of countries will be di-

minished while the position of cities as significant players will

be strengthened. From Tampere’s perspective, the important

thing going forward is to connect to networks that are key to

the city’s development and reinforce the city’s profile as a sig-

nificant global player.

Climate change will have extensive and irreversible impacts

on society and the natural environment. In Finland, these

impacts will include changes in vegetation zones, increased

risks of flooding and extreme weather phenomena as well as

changing operating conditions for forestry and agriculture.

Climate change will inevitably have direct and indirect im-

pacts on cities as well. For example, the deterioration of living

conditions in other parts of the world can lead to an increase

in environmental refugees. Different sectors of the economy

can also be vulnerable to the impacts of climate change.

The civic society is becoming stronger, and this trend looks

Str ategic foundat ion and the oper at ing environment

25

set to continue. The traditional forms of participation will be

complemented by new forms. The digital transformation sup-

ports the increase of civic activity and enables, in new ways,

citizens’ voluntary activities that promote well-being. Ideally,

a city is a community of communities that local residents can

identify with and attach to in various ways. The significance

of collaborative activities will increase in the future. At the

same time, the surrounding community challenges the city to

expand its role from a traditional partner to an enabler and a

provider of various platforms. A strong foundation has alrea-

dy been created for this in Tampere.

• an attractive city at the national level

• a strong and diverse foundation of competencies, high-quality education

• effective services

• a broad range of culture, from different subcultures to events and high culture

• a comfortable living environment that is close to nature

• centrally located in Finland, a city of just the right size

• courage, leadership, renewal

• collaboration between operators in the region, smooth cooperation

• the city’s new roles and partnerships

• the weak municipal economy and increasing debt

• increasing scarcity of resources

• unemployment

• demographic changes

• the capacity of the service system to respond to growing and changing needs

• widening gaps in well-being and health, social exclusion

• participation and commitment to the community

• new and changing competence needs

• international awareness and attractiveness

• local impacts of global crises (including the economy, refugees, pandemics)

• the changing security environment

• local impacts of climate change

The foundation of the strategy – Tampere’s strengths

Future challenges

• technological development > the city’s internal renewal and service innovations that increase efficiency, solutions that promote smooth daily life and sustainable development, the renewal of the business sector and business models, etc.

• strengthening the city’s attractiveness > growth, stronger income base, investments, new jobs, availability of skilled workers, increasing well-being, tourism development

• using the city as a development platform for business innovation > new services for local residents

• strengthening the sense of community among local residents and promoting voluntary activities > increasing well-being, diverse people as a resource for the community

• globalisation and increasing interdependence > the growth of the city’s role as part of international networks

• increasing immigration and multiculturalism > leveraging the potential to increase vitality and competitiveness

Future opportunities

26

The city strategy is the primary document guiding

the city’s operations and it creates the foundation

for the city’s strategic management and develop-

ment. The contents of the strategy will be specified

in the service plans and annual plans of commit-

tees, boards and the Central Administration. With

regard to land use planning, the strategy will take

concrete form in the local master plan for the in-

ner city, which is updated for each City Council’s

term of office, and the Sustainable Tampere 2030

roadmap. The annual operating goals in the city’s

budget are selected with an eye to supporting the

strategy.

The City Board will steer the implementation of de-

velopment programmes that are important tools

for achieving significant strategic changes. The de-

velopment programmes are broad and often bring

many different players together. They also involve

significant financial investments.

The strategy includes key guidelines regarding ow-

nership policy and HR policy. These policies will be

specified further in the Group guidelines and ow-

nership steering principles approved by the City

Council and the HR policy principles approved by

the City Board.

Particularly significant in the implementation of the

strategy is broad cooperation with local residents

and stakeholders and, within the City of Tampere

Group, setting objectives, assigning responsibility

for them and following up on their achievement.

Management group work, service group-specific

objective documents, performance discussions, re-

wards and strategy-driven development are also

important tools in the implementation of the stra-

tegy.

The strategy is aimed at influencing the well-being

of local residents, the vitality and competitiveness

of the city as well as the urban environment. The

strategy and the need to update it will be evaluated

annually based on information on the results of the

implementation of the strategy as well as changes

in the operating environment.

Str ategy implementat ion and follow-up

Tampere cit y strategy

SERVICE PL ANS AND ANNUAL PL ANS

MANAGEMENT SCORECARDS

MANAGEMENT GROUP WORK, PERFORMANCE DISCUSSIONS, REWARDS, DEVELOPMENT

BUDGET AND ECONOMIC PL AN

SE PAR ATE PRO GR A MME S AND PL AN S

LO C AL M A STE R PL AN FOR THE INNE R C IT Y

DE VE LOPME NT PRO GR A MME S

MORE DETAILED OBJECTIVES AND MEASURES

ANNUAL OBJEC TIVE S OF OPE R ATION S

OBJECTIVES AND KEY INDICATORS FOR THE CIT Y COUNCIL’S TERM OF OFFICE

STR ATEGIC FOCUS ARE A S

VISION JA OBJECTIVES FOR 2030

Tampere’s strategic management system

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Documents

Tampere · Effective economic and innovation policy Innovation environments and platforms World-class culture and events Urban and sustainably growing The city’s growth Vitality,