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