Get documents about "PowerPoint-esitys
Document Sample
OULU WANTS TO BE NUMBER ONE
• In the course of just a few decades, Oulu has become the
most successful city in northern Europe. In 2015, Oulu
wants to be the most highly developed city in Finland and
all of northern Europe. The city of technology will evolve
into a centre of innovation.
• In its new strategy, the city states its intention to continue
on its present path of strong growth, to multiply its efforts to
attract companies based on high competence in
different fields to the city, and to promote
internationalisation by a significant increase in the number
of foreign employees. Oulu intends to gain a clear head
start compared to other cities by being number one in
terms of service provision and top-level education.
• Oulu is setting itself demanding challenges and tasks, with
the aid of which the top position can be secured. Oulu is
also the first city to define creativity and courage as being
the most important among the values that guide its
operation. Besides creativity and courage, a sense of
community and tolerance are emphasised.
Key elements of Oulu's strategy
• The key objective of the city strategy is to create a good,
attractive and enjoyable living environment for residents
and to provide the most highly developed services in
Finland, combined with a well-balanced economy.
• The basis of the strategy is a creative, enjoyable urban
environment, consisting of a whole made up of several
elements: competence and capability, technology and
creativity as well as a tolerant, multi-value urban
community.
• The aim is to create an innovation environment of the highest
international standard for companies, based on the integration
of education, research and product development into a network
which is actively built and maintained by the city.
• This gives firms already operating in the Oulu region power to
develop, creates growth potential for new companies and
attracts foreign experts and firms to the region. In addition, it
provides room for diversification and expansion for different
branches of business.
• The goals of the strategy are long-term development
targets. Their fulfilment calls for regional networking
as well as for more extensive networking on
an international level.
Oulu's vision
Oulu – the city of Innovation
Oulu is the most viable urban community in
northern Europe, with the most high-standard services
in Finland based on residents’ needs, and
a well-balanced economy.
Oulu is a city of people and firms with global
network contacts, providing an innovation
environment based on top-level competence
for a variety of actors.
Oulu is an international, multicultural, tolerant city
with a pleasant living environment and
ecologically sustainable operational principles.
The city of Oulu values
1. Creativity and courage
Success in a changing operating environment calls for innovation, controlled risk-
taking, new ways of thinking and the courage to give up old ways of doing things.
We encourage creativity and see the future as a positive challenge.
2. Community spirit
We operate so that residents can feel that Oulu is a safe place to live,
enjoy life and work in; decisions made by the city promote community
spirit and a human touch. We are aware of people’s needs and promote
interaction, and our decision-making is guided by these needs. The goal of
our operation is a humane work community characterised by well-being.
This way, we also promote sustainable development.
3. Tolerance
We respect our clients and each other, and appreciate a multicultural
environment. We encourage tolerance as part of the work community
and city culture. We follow mutual rules of play and treat our clients and
personnel fairly in all situations.
Oulu's strategic goals
1. Oulu is a safe city with the best reputation in Finland.
2. Oulu has a good, pleasant, ecologically balanced urban
environment which considers environmental viewpoints.
3. Municipalities in the Oulu region evolve towards a more
uniform municipality structure
4. The Oulu region has a joint service network that is based
on client’s needs and promotes well-being, making use of
the latest technology.
5. Oulu is an international, tolerant, multi-value city of
culture attracting people with top-level competence,
with an increasing proportion of residents
and workers moving from abroad.
6. Oulu has high-quality education, research and product
development and an innovation environment
representing the highest international standards.
7. Branches of business will diversify and become more
international, entrepreneurship will increase significantly
and the job situation will improve.
8. Land use meets the needs of residents and the business
sector.
9. Oulu is the logistics centre of northern Europe.
10. The structure, capacity and results of the city organisation
correspond to strategic goals.
Challenges of the city strategy
1. Increased labour force mobility and changing values
– the city’s attraction power is an increasingly important
strategic factor for firms and residents
– attracting people with top-level competence from Finland
and abroad
– elements used in competition: stable social order, safety,
infrastructure, the environment and services
– urban culture and cultural service provision are an integral
part of the city’s attraction power and image
2. Globalisation is an everyday phenomenon
– increased international competition between regions and
cities
– firms and people are increasingly mobile
– ways of operation are changed by information streams
3. University- and polytechnic-level education and research must
maintain a consistently high standard
– developing education systems so that they reach top
international level
– technological competence and innovations are important –
increasing emphasis on business operation competence
– important to take into account basic industry and services
4. A tolerant urban culture
– A new phase of the Oulu spirit: cooperation, tolerance
towards all people, internationalisation
– different ethnic backgrounds and a wide variety of
nationalities enrich the city, giving rise to new competence
and creating an innovative environment
5. Making the service structure more diverse and effective
– regionality as a resource
– the commissioner-provider model
Critical success factors
Critical success factors and strategic goals of the city strategy
Social impact and
service ability
Vision
Financial Strategic objectives Operational processes and
Values structures
Human Resources and
competence
Four perspectives
- Social impact and service ability
- Financial
- Operational processes and structures
- Human Resources and competence
Social impact and service ability
Critical success factor Strategic objective
Healthy and independent life on the part of • Oulu has the healthiest population in the
residents country with the highest degree of wellness
• The elderly are able to cope at home as
long as possible
A safe urban environment • Increased sense of security among
residents (residents’ survey)
• The volume of disturbing behaviour
diminishes (crime and calls for police
intervention due to domestic violence)
Client-oriented services • Highest degree of client satisfaction in
Finland
• The provision of land for single-home
construction and complementary
construction projects is increased in a
carefully planned and controlled manner
• Development of services aimed at
assisting the integration of new residents
moving from abroad
•Oulu prepares for the demographic change
in a systematic way.
Social impact and service ability
Critical success factor Strategic objective
A multifaceted, multi-value urban culture • Extensive and varied provision of
cultural services
• Oulu strengthens its role as an enabler
in all cultural sectors.
A multifaceted, high-quality natural • Air and water quality will improve, as
environment shown by studies
• Versatile natural environment in the
city
Successful business and employment •The number of international firms will
policy increase
• The number of entrepreneurs and jobs
will increase in most fields and in social
enterprises
• Active marketing of competitive
location alternatives aimed at businesses
•Unemployment, especially youth
unemployment decreases.
Top-level education •In comparisons, shown to be best in
Finland, on a good European level
Social impact and service ability
Critical success factor Strategic objective
Oulu is the centre of people and goods • The service level of the Oulu region
streams in northern Europe railway and road network and the port of
Oulu meets the needs of the business
sector (areas of emphasis: main roads 4
and 20, main railway line, port)
•Utilizing the logistic and geographic
position of Oulu and Bothnian Arc in
relation to the service demand and
stream of goods in the northwest Russia
and Karelia.
• International flight connections will
increase in number
A viable city centre •Increasing the number of service-
provision firms in the downtown area
• Well-functioning parking and public
transport solutions for the centre of Oulu
by the year 2010
• Increasing year-round use of the city
centre
Social impact and service ability
Critical success factor Strategic objective
Active citizenship • Local residents are actively involved in
the city’s development; the majority of
residents are reached by neighbourhood
democracy measures
Financial
Critical success factor Strategic objective
Financial management • Continuous efforts at improving
productivity and economy
• Income financing percentage of
investments ³ 100% in the long term
• Net growth of operational financing <
increase in financing income
• Operation is guided efficiently by the
economy and action plan
Efficient, effective ownership policy • More effective guidance of public
utilities, joint municipal authorities and
subsidiaries
• More effective utilisation of capital and
assets
Operational processes and structures
Critical success factor Strategic objective
An internationally operating, result-oriented • Regional education, research and
innovative environment supporting strategic business combined into a high-quality
goals innovation environment
• R&D conducted in the Oulu region
increases as a proportion of total
investments in the country
The city’s marketing is efficient and •Oulu has a reputation as the best city in
internationally oriented Finland, and it is internationally well known
Multifaceted regional service structure • Municipal services organised in a regional
based on clients’ needs manner - > joint service network
• Regional functionality of the public
transport system is an important part of a
multiform service structure
• Reform of municipal structure
Operational processes and structures
Critical success factor Strategic objective
Implementation of the commissioner- • The model will be in optimal use in 2008
provider model within the organisation • More versatile service provision structure
• Increasing entrepreneurship
Impacts on services, economics, climate • When deciding on projects the city counsil
and environment are evaluated in major estimates their impact to city economics,
urban development projects change in functional environment and
ecologically balanced development of the
environment
Human Resources and competence
Critical success factor Strategic objective
A clear, efficient management system • The entire organisation is managed
based on the strategy
• Improved work supervision and job
satisfaction among staff
Competent, sufficient staff making • Number of staff corresponding to
efficient use of resources changes in service structure
• Increased cost efficiency and
economic competence within the
entire organisation
• The number of foreign workers is
increased within the city’s
organisation
