View
122
Download
0
Category
Tags:
Preview:
DESCRIPTION
Development of strategy metodology approach l. milanovic
Citation preview
DEVELOPMENT OF STRATEGY –METHODOLOGY APPROACHInternational Conference: Strategy Planning Process at Local Level
Vinnytisa, September 6, 2013
Methodology regulation
• EU regional/local development: Article 158-162 of TEU
• EU financial instruments: ERDF, ESF, CF
• Purpose: reduce regional disparities in EU 28 – in broader context: bring living standards in the neighbor countries up to the EU average standards
• EU 2020 Strategy
Harmonization principle: Vertical and horizontal coordination
EU Strategy and EUs priorities for supportCountry Development Strategy
Regional strategy, sectorial strategies and programs
City integrated development strategy and plans
Partnership principleMain phases of strategy planning process:
1. DEVELOPMENT Preparatory part
Strategic platform
Operational part
2. IMPLEMENTATION
3. MONITORING
4. EVALUATION
• Participative approach: collective process with involvement of authorities, social partners and organizations from civil society.
PARTNERSHIP
Strategy Development: Preparatory phase
Steps Results
1. Initiating the planning processFormal municipal decision to start the process of local development planning
2. Establishment of the working team(s)
Local development team established (from different fields of activities)
3. Mapping interested stakeholdersCompetent and interested local actors identified
4. Creating an initial partnerships and launching of the process
Local development partnerships (forum or focus groups) established
Strategy Development: Strategic platformSteps Results
1. Collecting data from different sources on relevant aspects of the situation (data should include gender and age structure wherever applicable); collecting qualitative data; data analysis
Socioeconomic analysis (SEA)
2. Defining key internal and externalfactors
SWOT and PEST
3. Strategic focus with key principles Strategy matrix
4. Creation of development vision and strategic goals (priorities)
Vision and strategic priorities established
5. HarmonizationAlignment with strategic documents of higher level
Strategy Development: Socio-economic analysis
• Colleting data (sources: official statistics, city evidence data, communal companies, institution data)
• Data processing and analyzing (data: historical, geographical, demographic, labor market, social infrastructure, public and communal services, economic, environmental, fiscal )
• Statistical annex
• Conclusions
Strategy Development: SWOT and PEST
• SWOT (Strengths-Weaknesses-Opportunities-Threats): tool to identify the most important internal and external circumstance of importance for city development
• PEST: tool to overview of Political, Economic, Social and Technological circumstances in global and national environment
• Synthesis of SEA findings
SWOT example
Strengths
Specialist expertise A new innovative product Quality procedure Location
Weaknesses
Lack of marketing expertise
Poor quality of services Damage reputation
Opportunities
Internet sale Mergers, joint ventures or
strategic alliances New markets
Threats
New competitor Price wars Taxation
PEST example
Political Economic Social Technological
OPPORTUNITIES Tax policy Employment
laws Trade tariffs
THREATS Political
stability
OPPORTUINITES Inflation rate Exchange
rates
THREATS Price war at
market New
competitor
OPPROTUNITIES Corporative
responsibility
THREATS Career
attitudes
OPPORTUNITES Automation
THREATS Competitor
R&D activity
Strategy Development: Strategy Matrix
• What is it that is most promising, what is our particular competitive advantage (especially when it comes to local economy, education, culture and other fields ...)?
• What is it that is most critical in our community - What is it that we simply must resolve in the next period?
• What are basic principles of our future development?
• Strategic focusing –principles, sectors of intervention = long term coherence
STRATEGY MATRIX (v1)
STRATEGIC PRIORITIES EU PRIORITIES: SMARTH GROWTH (innovation, education, digital society), SUSTAINABILITY GROWTH (clime, energy, mobility, competitiveness), INCLUSIVE GROWTH (employment and skills, fighting poverty) HORIZONTAL ISUESS: social capital, sustainability, competitiveness STRATEGIC OBJECTIVE: MODERN REGIONAL CENTER, comfortable and livable city LOCAL GOVERNMENT
DEVELOPMENT ECONOMIC
DEVELOPMENT INFRASTUCUTRE
DEVELOPMENT SOCIAL DEVELOPMENT SPATIAL PLANNING
ADVANCE GOVERNANCE SYSTEM
MODERN REGIONAL CENTRE
NEW ECONOMIC BASIS FOR CITY PROGRESS –
MODERN REGIONAL CENTRE
HIGH QUALITY PUBLIC SERVICE.
MODERN CITY LIFE SUPPORT SYSTEMS
MODERN REGIONAL CENTRE
ADEQUATE HEALTH CARE MODERN REGIONAL
CENTRE CHILDREN FRENDLY CITY. ROBUST COMMUNITY
CARING FOR EVERYONE
COMFORTBLE AND INTERESTING CITY
MODERN REGIONAL CENTRE
BRIGHT AND DIVERSE CULTURAL LIFE
Civil society strengthening (City image- identity of city)
Creation of condition for SME development
Transport system (roads, all types of transport, mobility)
Children friendly city Strategy for spatial development (transport, economic and industry, public spaces, landscape and ecology)
Efficiency and effectiveness of local government
Infrastructure for SME (industry zone, business incubator, innovative center, clustering)
Energy efficiency and environmental protection. (SEAP, water, air, landfill)
Health
Sustainability (smart growth within city limits, redeveloping existing locations, stimulating public transport and bikes use, pedestrian friendly public space network, and clean industries)
Public services Workforce
Communal services Culture Creativity (cultural, tourism, sport and educational events, new city image with development impulse, regular ongoing activities)
Regional and international cooperation (EU integration process at local level)
Private investment
Social cohesion (inclusive society)
Knowledge and business (business locations and economic developments, broadband infrastructure, ICT use, university)
Strategy Development: Vision
• Vision of future development of the city
• Statement: with external and internal dimension
• Time focus: more then 10 years
• Vision: Image of future to be strive
London: A World Financial and Business Centre• The City will remain the world’s leading international financial and
business centre and a driver of the national economy, continually innovating and developing new business areas, delivering growth and prosperity for its communities.
• The quantity and quality of new development, particularly offices, will keep pace with growing business needs, allowing the continued clustering of businesses that is vital to the City’s operation. The provision of utilities and infrastructure will keep pace with, and anticipate, the demands set by this growth, funded in part by new development.
• The City will remain a safe place to work, live and visit. Building design, servicing arrangements and management of the public realm will address wider security threats, whilst effective management of the night-time economy will reduce the potential for anti-social behavior.
Tallinn • Efficient, required in labor market and well paid citizen of Tallinn – Tallinn
with highly productive economy;
• Intellectually and physically active citizen of Tallinn – Tallinn with diverse activity opportunities and full of experiences;
• Safely growing, versatility developing and life long learning citizen of Tallinn – educated, capable and open Tallinn;
• Protected and assisted citizen of Tallinn – Tallinn with managed risks and (socially) safe;
• Citizen of Tallinn sustainably connecting and valuing home, work and rest – Tallinn with cozy, inspiring and environmentally sound urban space;
• Citizen of Tallinn performing local government democratically and purposefully – Tallinn with knowledge based administration and appropriate service culture and with effectively operating city institutions
Strategy Development: Strategic goals• Goals arise from the vision and the defined strategic focus
• Meaning: to determine the main directions to achieve the vision and express the ultimate results that are to be achieved by the end of the planning period
• Preferably should have at least three, not more than six strategic goals
• Alignment control includes a horizontal dimension (mutual inter-sectoral alignment of goals) and a vertical dimension (alignment with the goals and orientations of superior strategies and plans)
• Indicators
Sofia – example of goals
Type Item
Economics goals
Increasing the competitiveness of Sofia’s economy in Europe
Maximizing employment opportunities for all residents
Developing the service sector
Social goals
Promoting a better urban environment for the most deprived social groups
Improving the maintenance of the housing stock
Environmental and cultural goals
Protecting Sofia’s cultural resources
Protecting the environment
Strategy Development: Operational part
• Strategy Implementation Model (actors, roles, processes)
• Preparation of implementation plan ( project fiche, yearly planning )
• Preparation of indicative financial plan (overall and yearly, type of sources)
• Human capacities development (development officer or unit)
• Communication and networking
ProcessSEA
PEST SWOT
Strategic focusing
Strategic priority 3Strategic priority 2Strategic priority 1
CITY DEVELOPMENT STRATEGY
Sector focusing
Economic development
Social development
Environment
Programing
Indicators
Strategy creation
Stra
tegy
imp
lem
enta
tion
measu
res projects
measu
res
measu
res projects
Important! Leadership
Good and motivated team
Partnership with stakeholders
Analyze of data and information
Logical and pragmatic thinking
Recommended