City Development Strategies Volume 2

TBILISI

CITY DEVELOPMENT STRATEGY

VOLUME II- final

Vision Strategic Objectives

Programs and Projects Monitoring and Evaluation

Vision, Programs and Projects, Monitoring and Evaluation

Volume II final version 20110905 page 2

Table of Contents Message from the Mayor of Tbilisi ........................................................................................... 3 Introduction ............................................................................................................................. 4 Elements of a Vision for Tbilisi ................................................................................................. 5 Tbilisi Vision ............................................................................................................................. 5 Strategic Objectives ................................................................................................................. 6 Programs and Projects ............................................................................................................. 7

Programs .............................................................................................................................. 7 Projects .............................................................................................................................. 11

Management, Monitoring and Evaluation ............................................................................. 31 Management ...................................................................................................................... 31 Monitoring and Evaluation ................................................................................................. 33 Timetable for Project Implementation ................................................................................ 40

Annex A: Maps



Message from the Mayor of Tbilisi Formulating the Tbilisi Vision is a celebration of our identity as a city and an exploration of our relationship with the rest of the world. Tbilisi starts its historical journey to accomplish its destiny as a global city.

Tbilisi 2030, a global city for global partners!



Introduction This document presents the vision, the four chosen strategic objectives, the 18 programs and 861

projects that the City of Tbilisi is interested to implement within the framework of the City Development Strategy 2030. The last paragraph concentrates on monitoring and evaluating the implementation of the City Development Strategy.

The document starts with an introduction of the elements that have led to the composition of the vision. On the basis of these elements two major statements are developed that show the direction of development for the City of Tbilisi. The statements are merged into the vision that indicates the position the City of Tbilisi wants to achieve by the year 2030. To make the vision operational it is translated into strategic objectives that guide the development of the city. The objectives refer to the findings and analysis as produced in Volume 1 - City Profile and SWOT analysis. The development objectives are translated into programs to guide the areas of intervention that are subsequently detailed into projects. The projects are prioritized to enable City Hall to determine where to put the limited resources to their best use. The physical plan, attached as a separate report, visualizes the projects from a spatial point of view. The plan presents the development considering the existing urban infrastructure, and the inter-relationship established between proposed transport, public utilities, economic and social programs and projects. The vision, the strategic development objectives and the programs and the list of projects have been discussed extensively with stakeholder groups to ascertain their support. The last part of this document is formed by the monitoring and evaluation system. The institutional setting of the implementation of the CDS is of prime importance. This is described in the chapter on management. The chapter on monitoring and evaluation indicates the targets that are to be met by the year 2030 and how the achievements are to be measured. In this list of indicators, today’s situation is regarded as the benchmark for future development. The city will prepare a Capital Investment Plan of Priority Projects separately to enable the City Council to decide on their implementation.

1 The number of projects can only be made final after all info has been received.



Elements of a Vision for Tbilisi

The Tbilisi Vision finds its origin in the specific identity of the City of Tbilisi and envisages its position in the year 2030 on the international market. The vision is based on a number of key elements that indicate the specific roles the city wants to play in future. These roles can be subdivided between an internally focused role for its citizens and an externally focused role for the region and the world. The city of Tbilisi intends to offer its citizens a high quality of life and provide services that will allow it to cater for the needs of its users. The city will be managed in a sustainable way, with an increase in service levels and a reduction in pollution levels and appropriate use of energy resources (renewable and non-renewable). In addition, the city intends to be attractive to tourists and business people alike, offering a conducive environment to do business in, provide a safe and profitable climate for investors and an attractive environment that shows the Georgian identity. The City of Tbilisi wants to:

Be a key player in the region Connected to the world, globally competitive and attractive, an engine of the Caucasian region

Play a proactive role Dynamic, active and safe, with high aspiration and skills

Be sensitive Respectfully revitalized, carefully designed and built, environmentally friendly, open to its citizens

Be balanced A diverse metropolis, well managed, impartial and with a high level of service

Tbilisi Vision

Tbilisi, a world-class metropolis adapting to global challenges, a dynamic and trustworthy business partner, offering high-quality living within a sustainable and well-managed environment.



Strategic Objectives To ensure that the vision is operational, the city requires well-focused strategies that give direction to the activities City Hall is to undertake or to implement in order to stimulate other stakeholders to take initiatives. The city has developed four integrated strategies, one for each of the four sectors described in the City Profile. These strategies will guide the development of Tbilisi till 2030. Strategic Objective 1 – Worldwide Connected City:

Enhance the connectivity of Tbilisi as a strategic, well-equipped location between Europe and Asia. To be an active player in this continuously changing globalizing world, it is of prime importance that the city is well connected in every sense of the word: physically, via Internet and via social media. Strategic Objective 2 – Competitive City:

Sustain an innovative and productive economy closely linked to the development of human capital. The city is to determine which business clusters it will host and what facilities it needs to provide to become a key player. The city will create incentives that will stimulate innovative developments and research and take steps to ensure that the education system provides entrepreneurs with well-trained staff. Strategic Objective 3 – Attractiveness and Livability:

Improve the quality of the natural and built environment and sustain affordable urban services and utilities. It is important for all users that the city is an attractive place: attractive to live in, attractive to visit and attractive to do business in. This implies that basic conditions such as the provision of water, gas, electricity, sewerage and solid waste management are in place and affordable, that the streets are clean and well maintained and that ‘green’ and ‘revitalization’ become guiding principles in the refurbishment of urban space. Strategic Objective 4 – Well Governed City:

Increase the performance of the public administration and citizens’ participation in the public decision-making process. The major steps the administration took during the last five years need to be consolidated and made visible to the public at large. Clear performance indicators will help City Management to increase the transparency of the organization and determine what types of training are necessary to raise the capacity of its staff. The continuous involvement of citizens in public forums and the use of e-Governance to discuss programs and projects will close the gap between City Hall and the public.



Programs and Projects To make the strategies operational, City Hall has chosen 18 programs in the four vital sectors that each contribute to a particular section of the Vision. The list covers ongoing, prepared and proposed projects by international, national and municipal entities. In addition, the list indicates funding sources, including grants and loans provided by international organizations and funds originating from the private sector. At present, the list shows the project domain, the indicative location of the project, the funding source and the elements that form part of the project. The projects mentioned are composed on the basis of information obtained from different sources and organizations as well as from departments of City Hall. The CDS wants to be the platform from which the coordination of all activities in the city will take place.2

The priority of projects is in line with the key trends and problem areas. A distinction is made between programs to be prepared to start in the short term (1-3 years), medium term (3-7 years) and long term (> 7 years). Funds should be secured for the short-term projects indicated as priority 1. In the lists the priority 1 projects have the code colour ‘red.’ Priority 2 projects are indicated in ‘yellow.’ Under the four strategic objectives we have developed 18 programs:

Programs Strategic Objective 1 – Worldwide Connected City:

Enhance the connectivity of Tbilisi as a strategic, well-equipped location between Europe and Asia. Program 1.1 Accessibility and Mobility The transport network is of paramount importance for the city, as it grants access to all visitors to Tbilisi. This program implements projects that relate to the expansion and improvement of the public transport system. In addition projects related to the road and rail infrastructure will contribute to the attractiveness of the city. Extra attention will be given to the intermodality of the transport systems and the ease of access for visitors (such as signboards in English). Program 1.2 City Net The Internet is becoming more and more important in the present globalizing world. This implies that citizens need to have access to benefit from the efficient communication possibilities with City Hall; e-Governance is only possible if access is available to citizens. Investments in broadband and fiberoptic cable will increase speeds of communication Program 1.3 People Connected to People Events offer possibilities for people to connect to each other and to experience the feeling of the joint identity of being a Tbilisian.

2 Priorities and funding sources are still to be established.



Strategic Objective 2 – Competitive City:

Sustain an innovative and productive economy closely linked to the development of human capital. Program 2.1 Competitive Economy For the City of Tbilisi to be a key player in the region, it needs to develop physical facilities for new technologies and industries that are attractive to national and international firms. Program 2.2 Creative Economy The change in approach towards high-tech industries will be the breeding ground for additional research and science facilities in which innovative and creative minds can grow and assist Tbilisi in taking up its new role in the region. Program 2.3 Enterprising Economy The small and medium enterprises (SMEs) will become the backbone of Tbilisi’s economy, with a wide diversity in products that can be manufactured in Tbilisi. To make this happen, the city is to continue the provision of a conducive environment. Program 2.4 Tourism Industry Tourism can become an important part of the economy in Tbilisi, provided the right facilities are in place and the environment is such that tourists feel at home. First, the tourist market needs to determine which segment on of the market it wants to target. On that basis, requirements that meet the needs of the tourists can be detailed. In all cases, this implies an increase in the number of beds and a more informative climate with information offices and kiosks, policemen that speak at least one foreign language, signs that also inform non-Georgian speakers, and so forth. Program 2.5 Skilled Labor Force In the present situation, supply and demand are not in balance. More research is required to determine training on the skills the SME’s and the bigger firms require. If Tbilisi wants to continue its drive for a more service-oriented society, it is of primary importance that labor is in place to make this happen. Also, a skilled labor force is required that can work in the more advanced production units that are part of a modern manufacturing industry. Strategic Objective 3 – Attractiveness and Livability:

Improve the quality of the natural and built environment and sustain affordable urban services and utilities. Program 3.1 Green City The public domain in Tbilisi needs additional green areas to make the city more livable. Although there are many squares and open spaces, the greenery in the city of Tbilisi is less than 5 per cent of the built up area, which is substantially lower than in comparable cities such as Prague or Amsterdam. The riverbanks offer an opportunity for more greenery and public use, rather than their current use as transport corridors.



Program 3.2 Cultural Heritage The Cultural Heritage can be divided into tangible and non-tangible items. The built heritage is the most visible part of the richness of the city and contributes to its identity. It is the urban fabric combined with the ensembles that determine the quality of the city. These need to be regenerated, taking both sustainability and identity into consideration. The development of arts and the creative industry and traditional products may offer additional opportunities. The program focuses on a sustainable way to manage and reuse the built urban heritage Program 3.3 Buildings and Housing The quality of buildings and housing, especially in the light of environmental sustainability and energy efficiency, can be called poor. This offers an excellent opportunity through affordable mechanisms to upgrade public buildings as well as residential blocks. Program 3.4 Social Inclusion and Services This program focuses on upgrading the health services in Tbilisi. Social services related to the provision of medication and other Out of Pocket expenses for clients of the health sector is an issue to be examined. In addition, a closer look at the education services reveals a possibility for upgrading in connection with the Sustainable Energy Action Plan (SEAP). A survey of the curricula of schools will determine whether the present curricula are still in line with the demands of the market. Program 3.5 Urban Transport and Traffic Management Investments in the urban transport sector are planned. Upgrading public transport will give Tbilisi an additional asset, required to boost its attractiveness for visitors and business people as well as for its citizens. In addition, Traffic Management will contribute substantially to the environmental targets as indicated in the Covenant of Mayors and the SEAP. Program 3.6 Municipal Utilities A well-performing system for solid waste management, sewerage and the provision of water, gas and electricity will enhance the attractiveness of the city. This program plans major investments in these areas. Simultaneously, the awareness-increase related to energy efficiency in relation with SEAP programs as a result of the planned awareness campaigns will enhance the performance of the city as a whole. Program 3.7 City Site Regeneration In the northern and the southeastern part of the city, options for brownfield developments offer opportunities. Research will determine what measures are required to regenerate those sites to bring them in line with international standards. The measures will be implemented through different types of financing mechanisms, including PPP’s. More research will divulge the extent of emergency measures required to be well prepared for natural hazards such as mud slides, earthquakes, flooding and the like. Strategic Objective 4 – Well-Governed City:

Increase the performance of the public administration and citizens’ participation in the public decision-making process. Program 4.1 Urban Management This program focuses on strengthening the operational capacity of the municipal organization. It aims at increasing the grip on the performance of the city administration to fulfill its role as facilitating agency in the development of the city as a whole.



Program 4.2 Civic Engagement The interaction between City Hall and the citizens is a prime condition for the success of the implementation of the CDS. Communication with the stakeholders is therefore a key element. The active and continuous participation of stakeholders in the decision-making process is a focal point. Program 4.3 Human Resource Development This program focuses on the development of knowledge and skills of the staff of City Hall. By introducing clear benchmarking for the performance of City Hall, departments will know what will be expected of them and a Training Needs Assessment will reveal the required additional training of its staff to live up to the defined expectations. . 4.4 Public Finance The aim of this program is to increase the effectiveness of the financial system through the introduction of a multiyear budgeting system, to continue Capital Investment Plans and to increase the revenues of the city through a fair taxation system.



Projects3

OBJECTIVE 1: CONNECTIVITY

Program 1.1. Accesibility and mobility:

Development and modernization of the transport infrastructure and multimodal nodes

No Project code

Priority Title of the project Location Funding sources

Recommended elements

1 1.1-a Increase capacity of the Tbilisi International Airport

Tbilisi International Airport

PPP 1. Extend/secure land up 2000 ha 2. Increase the cargo capacity to 20-40000 tons/year 3. Increase the terminal capacity to 1.5-2.5 mill /year 4. Adapt the airport facilities to match the new proposed capacities

2 1.1-b Priority 1

1-3 years

Construction of Tbilisi northern ring road

Zahesi–Didi Lilo-International Airport

ADB 1. Road infrastructure 2. Connected works (bridges, road signalization, etc)

3 1.1-c Build Tbilisi Rustavi urban link

Tbilisi-Rustavi–Gardabani

ADB 1. Road infrastructure 2. Connected works (bridges, road signalization, etc)

4 1.1-d Priority 1

1-3 years

Construction of the railway bypass

Tbilisi bypass (Tbilisi Sea)

ADB 1. Railway infrastructure 2. Environmental protection

5 1.1-e Multimodal transport nodes

International Airport Avlabari Didube (to be confirmed!)

ADB 1. Transfer stations from/to various traffic modes to the entire city/TMA

3 Annex 1 presents maps with the spatial distribution of the proposed programs and projects.



Program 1.2. City Net:

Development of the Internet network No Project

cod Priority Title of the project Location Funding

sources Recommended elements

5 1.2-a Priority 2

3-7 years

Internet network development

Public institutions Education institutions Hotels and commercial spaces Residential

City Hall and Internet providers

1. Underground cable (fiberoptic) 2. Street pavement modernization 3. WiFi - meeting places



Program 1.3. People Connected to People

Enhance city values through people connectivity No Project


sources Recommended elements

1 1.3-a Priority 2

3-7 years

Olympic Village 2015 Tbilisi Sea PPP 1. Sport facilities 2. Entertainment facilities 3. Accommodation for athletes 4. Green area 5. Public utilities

2 1.3-b Production of international cultural events

Theatres Opera house Philharmonic National Museums Sports arenas

Public, national and local, funds

1. Classic music and ballet 2. Traditional music and dances 3. Jazz festivals 4. Concerts (pop-rock, etc)



OBJECTIVE 2: COMPETITIVITY Program 2.1. Competitive Economy:

Development of high-tech industry, research and development facilities for national and international firms

No Project cod

Priority Title of the project Location Funding sources


1 2.1-a Priority 1

1-3 year

Clustered industrial parks (25 ha)

Tbilisi International (the airport area)

PPP 1. Clean industrial production 2. Business incubator 3. Specialized labs 4. Green spaces 5. Utilities

2 2.1-b Logistics parks (10 ha) Tbilisi - Rustavi highway/railway

PPP 1. Production space 2. Warehouse space 3. Green spaces 4. Utilities

3 2.1-c Business park Tbilisi International (the airport area)

PPP 1. Offices 2. Conference rooms and facilities 3. Accommodation 4. Parking facilities 5. Green areas 6. Utilities

4 2.1-d Priority 2

3-7 years

Business Center (first phase: 100.000 sqm) In coordination with the project cod: 2.2-a and 2.2-b

City center (former rail station location)

PPP 1. Offices 2. Hotel accommodation 3. Conference rooms and facilities 3. Printing and copying center 4. Restaurants and shops 5. Parking facilities 6. Green area 7. Utilities



Program 2.2. Creative Economy:

Development of high-tech industry, research and development facilities for national and international firms

No Project cod

Priority Title of the project Location Recommended elements

1 2.2-a High-tech research and development facilities for national and international firms


Public, national and local fund

1. Offices 2. High-tech infrastructure 3. Facilities 4. Parking facilities 5. Green area 6. Utilities accommodation

2 2.2-b Priority 1

1-3 years

Establishment of a green energy research institute

Existing universities

Public, national and local fund EU-Joint operational program

1. Curricula development 2. Expand existing capacity (spaces and equipment)

3 2.2-c Priority 1

1-3 years

Expansion of the education institutions in 1. Media 2. Arts and Design 3. Museum curators 4. Fashion (traditional and modern)


Public, national and local budget EU-Joint operational program

1. Curricula development 2. Expand existing capacity (spaces and equipment)

6 2.2-d Priority 1

1-3 years

Establishment of a research and development institute for the biomedical and pharmaceutical industry


Public, national and local budget EU-Joint operational program

1. Curricula development 2. Expand existing capacity (spaces and equipment) 3. Create new facilities

7 2.2-e Establishment of campus for creative and innovative technology and arts

Lisi lake area Public, national and local fund

1. Education spaces 2. Labs 3. Hostel 4. Canteen 5. Libraries 6. parking areas and facilities



Program 2.3. Entreprising economy:

Development of SMEs infrastructure ensuring diversity No Project


sources Recommended

elements 1 2.3-a Priority

1

1-3 years

Establishment of Advisory Services and Training Centers

District level, close to governmental offices


1. Offices 2. Business facilities 3. Training spaces and facilities 4. Parking spaces/facilities 5. Curricula dev.

2 2.3-b Priority 1

1-3 years

Business incubators District level, close to governmental offices


1. Productive spaces; 2. Equipments; 3. Logistics; 4. Parking spaces/facilities

3 2.3-c Priority 2

3-7 years

Strengthen the Arts & Crafts production

District level Historical center

Local fund 1. Production spaces; 2. Selling spaces 3. Arts & Crafts Markets 4. Parking spaces/facilities

4 2.3-d Priority 2

3-7 years

Establishment of agro-markets

District level PPP 1. Selling spaces 2. Parking spaces/facilities 3. Utilities

5 2.3-e Priority 2

3-7 years

Establishing the processing and storing plant for fruits and vegetables

Gladani (?) PPP 1. Production spaces 2. Storing facilities (cold/dry storing) 3. Parking spaces/facilities 4. Utilities



Program 2.4. Tourism Industry:

Enhancement of tourism facilities and hotel accommodation No Project


source Recommended

elements 1 2.4-a Expand and diversify

Tourism Centers Airport City center City Hall Website

Private funds 1. Information Kiosks 2. Exhibition 3. Video facilities 4. Arts & Crafts

2 2.4-b Expansion of facilities for business visitors


City Hall funds 1. Hotel accommodation 2. Conference facilities; 3. Business facilities; 4. Restaurants, 5. Parking spaces and facilities

3 2.4-c Priority 1

1-3 years

Development of Home-Hotels and Hostels

City center, Historical areas (in the old housing stock) Nadzaladevi Gladni

City Hall fund and private fund (developers or/and owners)

1. Accommodation 2. Guides 3. Tourism management

4 2.4-d Priority 2

3-7 years

Expansion of facilities for midlevel tourists

Citywide Private funds 1. Hotel accommodation 2. Restaurants 3 Parking spaces and facilities 4. Guides

5 2.4-e Wellness and fitness cluster (incl. Geriatric educational center)

Near Botanic park South-western Plateau of Tbilisi Sea

Private funds 1. Hotel accommodation 3. Medical facilities 4. Special sports facilities 5. Restaurants 6. Parking spaces and facilities



Program 2.5. Development of Labor Force:

HRD for integration in the labor market No Project


source Recommended


1

1-3 years

Expand vocational training organizations

District levels Private funds Public funds

1. Curricula development 2. Training spaces 3. Training facilities 4. Parking spaces and facilities

2 2.5-b Priority 1

1-3 years

Develop and implement training for unemployed persons

District levels Public, national and local, funds EU-Joint operational program

1. Training spaces 2. Training facilities and equipments 3. Training curricula



OBJECTIVE 3: LIVEABILITY Program 3.1. Green City:

Increase the green and pedestrian areas No Project


source Recommended


1

1-3 years

Development of Green Spaces/Parks (coordination with the SEAP Action P1/P1.1)

City center Khudadovi Forest Dighomi Park Turtle Lake Roses Park Vere Park 9th April Park Didgori district

Public - public partnership City Hall budget and districts

Environmental islands Park regeneration Forest rehabilitation

2 3.1-b Priority 1

1-3 years

Botanic garden and Zoo rehabilitation and modernization (coordination with the SEAP Action P1/P1.2)

Mizuri park and Tbilisi Zoo


Green area development/rehabilitation

3 3.1-c Priority 1

1-3 years

Green areas development within the multistory panel-dwelling plots (coordination with the SEAP Action P2/P1.1)

District levels Around new and closed landfills, Gldani and University Isani Samgori, Didube-Chughureti District


150 000 green plants 10 000 units of trees 11 400 units of trees/plants

4 3.1-d Redevelopment of recreational facilities

City districts Gldani-Nadzaladevi District


1. Green area 2. Recreational/sport facilities for the youth 3. Expand urban furniture and facilities 4. Utilities

5 3.1-e Establishment of an amusement park

Vake Saburtalo Gldani

PPP 1. Green area 2. Recreational facilities 3. Expand urban furniture and facilities 4. Utilities

4 3.1-f Expansion of pedestrian streets

Historical center

PPP 1. Pavements 2. Street trees 3. Street lighting; 4. Urban furniture 5. Art works

5 3.1-g Priority 1

1-3 years

Revitalization of the Mtkvary riverbanks

City center (first phase)

City Hall fund 1. Public spaces 2. Pavements 3. Urban furniture 4. Street lighting 5. Art works

6 3.1-h Creation of green belts protecting against wind and dust

Zahesi (?) Public, national and local, fund

10 000 units of trees

7 3.1-i Priority 2

3-7 years

Establish the green cadastre of Tbilisi

Citywide City Hall fund Soft PC equipments



Program 3.2. Cultural Heritage:

Conservation and prudent regeneration of heritage buildings and sites No Project


sources Recommended


1

1-3 years

Rehabilitation/ conversion and conservation of building stock

Historical center (with special attention for listed buildings)

1. Consolidation of the structure 2. Façade 3. Roof 4. In-side installations 5. Art decoration

2 3.2-b Priority 1

1-3 years

Providing information on cultural heritage buildings and sites

City center City Hall budget EU-Joint operational program

1. Street signs 2. Buildings signs 3. Tourist cultural maps

3 3.2-c Develop Art Center Network

City center Arghmashenebeli Ave. Kalaubani Districts

City Hall budget EU-Joint operational program

1. Education spaces 2. Workshops 3. Shops 4. Promotion

4 3.2-d Priority 1

1-3 years

Set up guidance provided for the historic areas

City Hall City Hall budget EU-Joint operational program

1. Methods 2. Materials 3. Building permission

5 3.2-e Priority 2

3-7 years

Training center for professionals and laborers involved in rehabilitation and conservation works

City Hall budget EU-Joint operational program

1. Curricula development 2. Training spaces 3. Training logistics



Program 3.3. Public Buildings and Housing:

Improve and develop the city public building and housing stock No Project


source Recommended


1

1-3 years

Energy efficiency rehabilitation measures for public administration buildings (coordination with the SEAP Action MB1, MB2, MB3, MB4)

Districts Public - public partnership City Hall budget and districts

1. Heating system 2. Lighting 3. Refurbishment of building’s exterior structure 4. Renewable energy sources

2 3.3-b Priority 1

1-3 years

Energy efficiency rehabilitation of multistory panel apartments (coordination with the SEAP Action RB1, RB2, RB3, RB4)

Districts: Zemo Chughureti


1. Construction (façades) 2. Heating pipelines 3. Basement pipelines 4. Metering system for drinking water, hot water and heating 5. Elevator repair/lighting

3 3.3-c Support registration and enhancement of the condominium associations

Districts: Didube-Chughureti Didgori


1. Juridical support 2. Data base 3. Training for association representatives

4 3.3-d Private housing development

Ortachala Public-private partnership City Hall land and developer funds

1. Apartments 2. Parking and garages 3. Green spaces 4. Public utilities 5. Access roads



Program 3.4. Social Inclusion Services:

Development of medical, educational and social services in hygienic and safe locations

No Project cod

Priority Title of the project Location Funding source


1 3.4-a Priority 1

1-3 years

Rehabilitate the health urban infrastructure (coordination with the SEAP Action MB1, MB2, MB3, MB4)

Districts Public, national and local, funds

1. Hospitals 2. Clinics 3. Diagnostic centers 4. Pharmacy 5. Energy efficiency measures

2 3.4-b Deliver free consultations for annual checkups

Medical centers in districts

City Hall fund 1. Clinics and labs 2. Pharmacy 3. Equipments

3 3.4-c Priority 2

3-7 years

Rehabilitate, modernize and diversify the universities and the high school infrastructure (coordination with the SEAP Action MB1, MB2, MB3, MB4)


1. Education spaces 2. Sport facilities 3. Workshops and libraries 4. Public utilities 5. Energy efficiency measures

4 3.4-d Rehabilitate, modernize and diversify the primary school infrastructure (coordination with the SEAP Action MB1, MB2, MB3, MB4)


1. Education spaces 2. Education facilities 3. Public utilities 4. Energy efficiency measures

5 3.4-e Rehabilitate, modernize and equip kindergartens/crèches (coordination with the SEAP Action MB1, MB2, MB3, MB4


1. Education spaces and facilities 2. Eating and sleeping facilities 3. Medical survey spaces 4. Public utilities

6 3.4-f Citizens' involvement in the management of kindergartens and schools

Districts City Hall fund 1. Regular assessment 2. Monitoring 3. Finance

7 3.4-g Priority 1

1-3 years

Adapt existing public buildings and create facilities for people with physical handicaps

Public buildings

City Hall fund 1. Parking spaces 2. Elevators 3. Building entrances 4. Toilets; 5. Bus stops and bus fleet

8 3.4-h Create new facilities for economically vulnerable groups, people with physical handicaps

Districts level City Hall fund 1. Canteens 2. Laundry 3. Homeless shelters

9 3.4-i Priority 2

3-7 years

Temporary shelter provision

City Hall fund 1. Accommodation 2. Installation 3. Equipment

10 3.4-j Cooperation with NGO’s in operating the social services for vulnerable groups

City Hall fund 1. Provision of food 2. Health assistance 3. Emergency situations



Program 3.5. Urban Transport and Traffic Management

Increase mobility, quality and safety of the transport infrastructure No Project

cod Title of the project Location Funding

source Recommended


2 3-7

years

Develop transport infrastructure, city roads (coordination with the SEAP Action G1, G2, S1)

Districts: Didube- Chughureti Didgori

Public-public private partnership City Hall budget, district budget

1. Roads/crossroads 2. Street trees 3. Street lighting 4. Traffic lights 5. Advertising billboards

2 3.5-b Priority 1

1-3 years

Develop parking scheme and facilities

City Center City Hall fund 1. Parking spaces above- and underground 2. Garages and car services 3. Parking meters 4. Signing 5. Green spaces/trees

3 3.5-c Develop alternative traffic in the city

Access to the Tbilisi Sea Access to the Zoo-Mitzuri Park Left bank of the Mtkvary river

City Hall fund 1. Urban Tram line 2. Bicycle lanes

4 3.5-d Priority 2

3-7 years

Municipal transport improvement and development (coordination with the SEAP Action Y2, Y3)

City Hall fund 1. Public transport fleet renewal 2. Alternative energy transport 3. New transport lines

5 3.5-e Priority 2

3-7 years

Implement integrated traffic management system (Traffic Control Center)

Districts Chavchavadze

City Hall fund 1. Computer/GPS systems 2. Video monitoring equipment 3. Display panels

6 3.5-f Extend the Vere river highway

Gmirta Moedani-Delisi Metro station

ABD 1. Highway 2. Signage 3. Environmental measures

7 3.5-g Build Didube Bridge Digomi-Saburtalo Samtredia Str. and Gelovani Ave.

ABD 1. Bridge 2. Connection to existing roads 3.Signalization

8 3.5-h Construct Gorgasali Tunnel

Gorgasali Street

ABD 1. Tunnel 2. Connection to existing roads 3.Signalization

9 3.5-i Road construction to increase mobility

Rike- Shavi Zgvis Kucha

ABD 1. Road infrastructure 2. Street trees 3. Street lighting

10 3.5-j Priority 1

1-3 years

Extend the Metro line Vaja Pshavela-Universiteti Metro

ABD 1. Metro line 2. Metro station 3. Installation 4. Equipment 5. Signalization 6. Access



Program 3.6. Municipal Utilities

Improve and extend the public utilities infrastructure No Project

cod Priority Title of the project Location Source

funding Recommended

elements 1 3.6-a Drinking water sources

modernization at international standards

Public, national and local, funds

1. Water source capacity 2. Pipelines 3. Treatment plant 4. Labs for water quality monitoring

2 3.6-b Drinkable water network modernization and development

Didube Chughureti district

Public-public partnership City Hall Budget and districts

1. Pipelines 2. Metering systems 3. Pumping stations

3 3.6-c Priority 2

3-7 years

Sewerage network modernization and development

Didube Chughureti district


1. Pipelines for domestic wastewater 2. Pipelines for rainwater 3. Pipelines for industrial water

4 3.6-d Priority 1

1-3 years

Wastewater treatment plant: develop capacity and modernization (coordination with the SEAP Action WW1, WW2)

Tbilisi treatment plant


1. Specific investments (physical, chemical, and/or biological processes) and water quality monitoring

5 3.6-e Priority 1

1-3 years

Waste management (coordination with the SEAP Action L1, L2, L3)

Gladani 2 and Iagluja Nori landfill

City Hall fund 1. Waste handling and transport 2. Methods of disposal 3. Energy recovery 4. Equipment and technology



Program 3.7. City Sites Regeneration and Hazard Risks Protection

Reuse of polluted industrial sites and reduction of risks caused by natural disasters

No Project cod

Priority Title of the project Location Source funding


1 3.7-a Industrial brownfield redevelopment

Railway station relocation Several Industrial sites with clear ownership

PPP

1. Site development for economic activities 2. Access roads and public utilities

2 3.7-b Priority 1

1-3 years

Consolidate land-slide prone areas

Zemo Chughureti

Public-public partnership: Tbilisi city budget and the Didube-Chughureti District

1. Land consolidation 2. Environmental protection



OBJECTIVE 4. GOOD GOVERNANCE Program 4.1. Urban Management:

Strengthening the operational and marketing capacity of municipal public institutions

No Project cod



1 4.1-a Priority 1

1-3 years

Establish an urban observatory for decision-making support system

Tbilisi-wide City Hall budget

1. Demographic data 2. Urban infrastructure data, land and building cadastre/public utilities cadastre 3. Social groups data 4. Economic data 5. Environment data 6. Computer system and software 7. Training

2 4.1-b Priority 2

3-7 years

Quality management (CAF or ISO 9001, 14001, etc)

Public municipal institutions

City Hall budget International funds (projects)

1. Performance indicators for public services and utilities 2. Improved monitoring of City Hall activities 2. Computer systems and specialized equipment 3. Job description 4. Training

3 4.1-c Priority 1

1-3 years

Establish a coordination unit for the CDS implementation

City Hall City Hall budget International funds (projects)

1. Staff 2. PC equipments 3. Training

4 4.1-d Priority 1

1-3 years

Develop the Tbilisi enterprise partnership

EPA City Hall budget

1. International markets and organization 2. Conferences, fairs

5 4.1-e Priority 1

1-3 years

Promoting Tbilisi globally EPA City Hall budget

1. Foreign investments 2. Tourists/visitors 3. Overseas students 4. Lobbying for Tbilisi 5. Business Link

6 4.1-f Priority 2

3-7 years

Establish the Olympic municipality authority

City Hall City Hall budget and Government financial support

1. Promotion 2. New permanent sports venues 3. Transport infrastructure and services 4. Reconverting the Olympic facilities for long-term use after the Olympic event



7 4.1-g Priority 1

1-3 years

Strengthen the financial management capacity of Tbilisi City Hall

City Hall City Hall 1. Provision of hardware and software for accounting 2. Coaching and training



Program 4.2. Civic Engagement: Impovment of communication and citizens’ participation

No Project cod



1 4.2-a Priority 1

1-3 years

Develop the CDS Interactive website

City Hall fund 1. Computer system 2. WiFi - meeting places

2 4.2-b Priority 1

1-3 years

Enhance the toolkit for public participation

City Hall fund EU-Joint operational program

1. City Forum 2. Planning workshops 3. Community newspaper 4. Participatory budgeting 5. Participatory planning

3 4.2-c Priority 1

1-3 years

Strengthen the citizens’ information center facilities

City Hall fund 1. Information Kiosk 2. Exhibition, libraries 3. Video facilities 4. Staff



Program 4.3. Human Resource Development:

Development of civil servant knowledge and skills No Project


funding Recommended


1 1-3

years

Implement professional training for municipal staff

City Hall City Hall fund EU-Joint operational program

1. Training needs assessment 2. Curricula development 3. ToT programs 4. Training spaces and facilities 5. Monitoring and evaluation system

2 4.3-b Priority 2

3-7 years

Exchanges international experience with similar institutions

City Hall City Hall fund EU-Joint operational program

1. Conferences 2. Best practices 3. Associative structures



Program 4.4. Public Finance:

Increase effectivity of the municipal financial system No Project


funding Recommended elements

1 4.4-a Priority 1

1-3 years

Increase local budget revenues

City Hall City Hall budget

1. Municipal fees (casino, construction, transport) 2. Municipal taxes (parking, advertising) 3. Selling, leasing municipal properties

2 4.4-b Priority 1

1-3 years

Improve tax collection City Hall City Hall budget

1. Taxpayers data bank 2. In advance payment bonuses

3 4.4-c Priority 1

1-3 years

Adopt participatory programming budgeting system

City Hall City Hall budget

1. Allocation of the budget 2. Public spending projects 3. Spending proposals



Management, Monitoring and Evaluation

Management

Implementation of the Tbilisi Development Strategy Rationale and Objective The City of Tbilisi has embarked on the composition of a City Development Strategy. This strategy encompasses a number of programs and projects that will substantiate the vision as laid down in the CDS document. To ensure that interaction between the proposed projects takes place and to optimize the effectiveness and impact of the Strategy, a Coordination Unit will form the executive body that will link all interventions in the City of Tbilisi. The objective of the Coordination Unit is to plan, guide and monitor the activities of the public and private sector stakeholders that relate to the implementation of the City Development Strategy as approved by the City Council on …. The Coordination Unit is the entity that ensures that all stakeholders are aware of the links between the ongoing and planned projects. In addition, the Unit will act as initiator in the discussions on integration of activities and propose measures for optimization. The Unit will monitor the financial implementation of the Strategy. It will play a role in securing funds for planned activities. Overall Management Structure and the Institutional Setting The proposed management structure of the CDS implementation is made up of two levels: the decision-making level where the Steering Committee under guidance of the Mayor will provide the political commitment and the executive level where the day-to-day coordination of the implementation will take place. In the Steering Committee the Mayor, the Vice Mayors, the Deputy Mayor, representatives of the Tbilisi Council and, when required, line ministries will be invited to participate (depending on the project sector) to ensure coordination. A secretariat will ensure continuity and the provision of the necessary documentation. At the executive level a dedicated entity, close to the Mayor, will oversee and coordinate the implementation of the City Development Strategy in order to coordinate the ongoing activities. This entity will only be able to fulfil this role if adequate expertise is available in the form of an experienced urban planner, a real estate property manager, a financial controller. Sectoral coordinators, depending on the projects will monitor the execution of agreed projects, in line with the City Development Strategy. The coordination unit should meet with the Steering Committee on a quarterly basis on progress (financial and physical) and on experienced bottlenecks that require high-level decisions. A yearly report is mandatory. After auditing the report will be placed on the City’s website. The actual implementation of projects will be the responsibility of sectoral departments in close collaboration with line ministries where applicable. The Mayor of Tbilisi will implement the City Development Strategy. The Mayor will be assisted in the implementation by a Steering Committee consisting of:

• The Vice Mayor • Two representatives of the City Council • Three representatives of the private sector • Three representatives of the non-governmental sector • One representative of each of the six districts • One representative from Rustavi



• One representative from Gardabani The Steering Committee has the Coordination Unit as its executive body. The Steering Committee will convene at least twice a year, or at any other time it deems necessary. Composition of the Coordination Unit, Role and Responsibilities The Coordination Unit is an executive body that consists of:

• A team leader • An urban planning and management expert • A financial expert with real estate affiliations • A legal expert • Secretarial support

To use the established the momentum brought about by the composition of this CDS, the executive body must start as soon as possible and has to be fully operational within one year. The CDS Coordination unit should start with sufficient resources, such as trained personnel, equipment and urban information organized in a data base (incrementally developed and updated). The main responsibilities are presented here in four blocks: 1. Coordination 1. To ensure that each project’s objectives and activities are in line with the country’s/TMA current priorities. The main activity lies in the establishment of the ToR’s for the individual projects. 2. To ensure that all stakeholders concerned with the implementation of individual projects understand their role and responsibilities under the project and the links with other projects. 3. To develop an effective roadmap for everyone involved with project implementation. 2. Executive Tasks 1. Prepare/update the operational plan. 2. Coordinate with procurement department and investments departments and guide them on preparation of required documents as per national building regulations/legislation or as prescribed by the international financial agencies. 3. Monitor the project implementation process in terms of time and budget allocation and expenditure. 4. Support production of multiskilled workforce matching national/international standards (training). 3. Supervision and Monitoring 1. Suggest suitable location/site for new construction. 2. Inspect the site to ensure that all the related rules, regulations and safety precautions have been followed. 3. Monitor the list of indicators in the CDS or approved by the City Councils 4. Monitor the quality of construction periodically to ensure that buildings are constructed in the safest and sturdiest manner. 4. Reporting and Documentation 1. Preparation of Reporting Formats, Checklists and Guidelines, as necessary to facilitate/supplement/document the various activities envisaged. 2. Preparation of Progress Report for City Hall and for financial agencies (including the final one). 3. Preparation of reports on a monthly basis.

Tasks in Detail The Coordination Unit will compose a multiyear planning document in which all activities of City Hall and other stakeholders will appear. The Planning Document will describe the relation between projects and will indicate where and how



collaboration between individual projects will be realized. The coordination unit will initiate discussions between responsible authorities in charge of the planned projects and will assist the implementing agencies in optimizing their planned activities. The Coordination Unit will instigate discussions with funding organizations to secure funds for projects that the Steering Committee has indicated with a priority status and that are not yet provided with sufficient funds. The Coordination Unit will monitor the progress of activities and will assist in the clearing of obstacles that hinder the timely implementation of agreed projects. The Coordination Unit will organize biweekly meetings with concerned stakeholders to disseminate information obtained on progress and financing. The Coordination Unit team leader will attend a weekly management meeting with the Mayor, the Vice Mayor and the Deputy Mayors, where he will be informed on ongoing and planned activities and will inform participants on encountered obstacles, the way these will influence the planned activities and will inform the meeting on the way these can be solved. The Coordination Unit will report on a quarterly basis to the Steering Committee on its past and planned activities. The year-plan will guide the coordination unit and will contain the targets for the running year. It will contain benchmarks that will allow the monitoring of the effectiveness of the Unit. Qualifications of Staffing of the Unit An Urban Management Expert, an Urban Finance Expert and a Legal Expert compose the professional structure of the Unit. For the leader/director of the Unit, preference is given to a person with an (international) Master’s title in Public Administration, Business Administration (MBA), Urban Management or a similar field and with at least 15 years of working experience in managing complex procedures and processes. The following competences are of importance:

• Strategic insight, • Politically sensitive, • Politically un-liaised, • Good network inside and outside City Hall, • Proven experience in project implementation, • Strong problem-solving abilities.

Monitoring and Evaluation Monitoring activities are aimed at improving the efficiency and effectiveness of projects management during the strategy implementation stage. Evaluation refers to understanding the way planned resources were used, and the impact they generated on the short and long term. Monitoring and evaluation indicators are quantitative and qualitative, and cover efficiency, effectiveness and impact aspects.

Efficiency aspects are measured by indicators describing how quickly and correctly a project is implemented, what the costs are, and what the ratio between the used resources (financial, human, technical, etc.) and the project output is.

Effectiveness indicators measure to what extent the project contributes to reaching the strategy

objectives.

Impact indicators assess the projects contribution to community transformation/development, through the difference between the initial stage (before the project) and the situation after the project implementation.



The efficiency indicators should be identified per project and monitored by the projects implementation units during the projects implementation, and by an external monitoring body, according to a monitoring plan that focuses on measuring outputs. The effectiveness and impact indicators are formulated in the following list, per type of projects, and should be monitored by a dedicated agency. The List of Indicators The mentioned indicators and figures are a first draft, to be discussed and finalized in close consultation with stakeholders. The term ‘existing situation’ in this part implies that the present situation needs to be benchmarked to ensure that the effect of the intervention can be measured after implementation.

1. Connectivity An increase of the capacity of the terminals of Tbilisi airport (passengers and fright) 60% more than the existing situation

An increase in the number of passengers and fright on railway/highway 80% more than the existing situation

An increase in the number of multimodal nodes 100% more than the existing situations

An increase in the number of Internet connections per 1000 inhabitants 50% more than the existing situation



2. Competitiveness – Economic Infrastructure Projects

An increase of direct foreign investment rate 50% more than the existing situation A reduction of the unemployment rate 80% less than the existing situation An increase in the number of newly established SMEs 100% more that the existing situation An increase in revenues from the sale of the own products/services of SMEs 100% more than the existing situation An increase in the number of hectares for Industrial parks/Logistic centers 100% more than the existing situation An increase in the number of inventions and awarded patents 100% more than the existing situation An increase ininvestments in Research & Development 30% more than the existing situation An increase in the cooperation between private and public enterprises and research institutions 50% more than the existing situation An increase in the number of nights in hotels 60% more than the existing situation An increase in the number of rooms in the hotels 50% more than the existing situation An increase in the number of training courses/programs for unemployed people 100% more than the existing situation



3. Liveable City

Green City An increase in the number of green spaces (in hectares) 30% more than the existing situation An increase of pedestrian areas 300% more than the existing situation An increase in the number of visitors to the Botanic Garden and Zoo 100% more than the existing situation

Cultural Heritage An increase the number of renovated buildings in the historic center 200% more than the existing situation An increase in the publicity campaign/marketing instruments to promote built cultural heritage reuse 50% more than the existing situation An increase in the number of trained professionals/construction workers in the field of cultural heritage 100% more than the existing situation An increase in the number of established entities specifically working in the area of cultural heritage 100% more than the existing situation

Housing A reduction in energy consumption 30% less than the existing situation an increase in the number of condominiums associations 50% more than the existing situation An increase in investments in renovations 100% more than the existing situation An increase in the number of new dwellings that comply with the energy efficiency measures 100% more than the existing situation

Social Inclusion A reduction in the amount on energy bills 30% less than the existing situation An increase in the number of square meters of rehabilitated school spaces 100% more than the existing situation An increase in the involvement rate of children in primary school

10% more than the existing situation

An increase in the participation rate of the adult population to training programs 40% more than the existing situation



An increase in the number of square meters of rehabilitated health spaces 100% more than the existing situation A reduction of the absenteeism rate due to health conditions 50 % less than the existing situation

A reduction in the rate of mortality 10% less than the existing situation An increase in the number of people who have an annual checkup 30% more than the existing situation A reduction in the number of people with contagious diseases 15% less than the existing situation A reduction in the homeless percentage 30% less than the existing situation

A reduction in the number of citizens living under the poverty line 50% less than the existing situation An increase in the number of projects for social services 30% more than the existing situation

Transport and Traffic Management

An increase in the number of hectares for organized parking 200% more than the existing situation A reduction of the commuting time within the city using public transport 20% less than the existing situation A reduction of the CO2 emission caused by public transport 50% less than the existing situation An improvement of the quality of the public transport fleet 100% more than the existing situation An increase in the length of public transport lines 50% more than the existing situation An increase in the length of cycling paths 100% more than the existing situation A reduction of the number of accidents caused by traffic 100% more than the existing situation

Municipal Utilities

An increase of the percentage of population (amount of dwellings) that have access to drinking water 20% more than the existing situation An increase in the time period (number of hours per day) of supplying drinking water 50% more than the existing situation



A reduction of the number of diseases caused by the quality of water (if it the case) 30% less than the existing situation An increase in the wastewater plant capacity 40% more than the existing situation An expansion of the sewerage pipelines in the districts (primary and secondary system) 50% more than the existing situation The establishment of new recycling centers 100% more than the existing situation

City Sites Regeneration

A reduction of the number of hectares of polluted land 100% more than the existing situation



4. Good Governance An increase in the number of staff participating in training programs 30% more than the existing situation Respond more effectively to complaints and/or requests by citizens 30% less than the existing situation A reduction of the number of complaints by citizens 30% less than the existing situation. An increase in the number of visitors of the municipal website 50% more than the existing situation An increase in the number of public debates 30% more than the existing situation An increase in the percentage of revenues collected from local taxes 20% more than the existing situation.


Volume II final version 20110905 pag 40

Timetable for Project Implementation Project code

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1 Connectivity: 8 projects 1.1 Accessibility and Mobility

1.1-a 1.1-b 1.1-c 1.1-d 1.1-e

1.2 City net 1.2-a

1.3 People Connected to People 1.3-a 1.3-b

Project code


2. Competitiveness: 21 projects 2.1 Competitive Economy

2.1-a 2.1-b 2.1-c 2.1-d

2.2 Creative Economy 2.2-a 2.2-b 2.2-c 2.2-d 2.2-e

2.3 Enterprising Economy 2.3-a 2.3-b 2.3-c 2.3-d 2.3-e

2.4 Tourism Industry 2.4-a 2.4-b 2.4-c 2.4-d 2.4-e

2.5 Development of the Labor Force 2.5-a 2.5-b



Project code


3. Livability: 45 projects 3.1 Green City

3.1-a 3.1-b 3.1-c 3.1-d 3.1-e 3.1-f 3.1-g 3.1-h 3.1-i

3.2 Cultural Heritage 3.2-a 3.2-b 3.2-c 3.2-d 3.2-e

3.3 Public Buildings and Housing 3.3-a 3.3-b 3.3-c 3.3-d

3.4 Social Inclusion 3.4-a 3.4-b 3.4-c 3.4-d 3.4-e 3.4-f 3.4-g 3.4-h 3.4-i 3.4-j

3.5 Urban Transport 3.5-a 3.5-b 3.5-c 3.5-d 3.5-e 3.5-f 3.5-g 3.5-h 3.5-i 3.5-j

3.6 Municipal Utilities 3.6-a 3.6-b 3.6-c 3.6-d 3.6-e

3.7 City Sites Regeneration/Natural Hazards 3.7-a 3.7-b



Project code


4. Good Governance: 12 projects 4.1 Urban Management

4.1-a 4.1-b 4.1-c 4.1-d 4.1-e 4.1-f 4.1-g

4.2 Civic Engagement 4.2-a 4.2-b 4.2-c

4.3 Human Resource Development 4.3-a 4.3-b



Annex A: Tbilisi Maps Showing the Spatial Distribution of Programs and Projects Map 1: Transport Infrastructure

1. Connectivity

1.1d

1.1d’

1.1b

1.1c 1.1b

1.1a

1.1e

1.1 e

Consultant proposal

1.3a



Map 2: Economic Infrastructure

2.1a

2.1-d

2.3 a-b-c

2.1-c 2.3-b 2.4- f

2.1b

2. Competitiveness

2.2 a-b-d-e

2.3 d-e

2.3 d-e

2.3 a-b-c

2.3 a-b-c

2.4c

2.4e



Map 3: Public Utilities and Services

3. Liveability

2.4-c 3.2-a 3.4-f 3.5-b

3.1 a-b-d

3.1-c 3.3-a

3.1 a-b-d

3.1 a-d-e

2.4 e

3.1g

3.1g

3.1-c 3.3-a

3.1-c 3.3-a

3.3-d

Documents

City Development Strategies Volume 2