What action was taken?
In 2001–2002, the Vilnius City Municipality initiated the Vilnius City Strategic Plan (VCSP). The aim was to formulate a long-term development strategy for Vilnius based on a common vision, local resources and understanding of the new geopolitical situation.
The main objectives for the Strategic Plan are as follows:
• Create ‘Vilnius Vision 2020’ and set development priorities to 2011 (see below);
• Develop an action plan for 2002–2011, progress indicators and preliminary cost estimates for each action;
• Create a system for tracking quality of life indicators, plan the implementation process, and establish a monitoring framework; and
• Pursue an active public relations and communication campaign to evaluate feedback.
The development priorities can be summarised as follows:
• Increasing the international competitiveness of Vilnius;
• Developing a new economy;
• Creating an advanced society; and
• Developing of transportation infrastructure.
The city recognised that in pursuing these priorities, it would face three key challenges: how to engage active public partnership in the development and implementation of the plan; how to preserve the uniqueness of the city’s culture and character; and how to keep the Plan on track amidst rapidly changing socio-economic and political conditions.
What were the outcomes?
The development of the VCSP required
that city politicians, administrative staff and neighbourhood
representatives exercise particular competencies such analysis and
evaluation, communication and partnership working, project management
and financial management. These have had a positive influence not only
on the Plan and its implementation, but also on a wider scale, playing
a significant role in helping stakeholders to:
• Take into account national and EU policy developments in the strategic decision-making process;
•
Ensure Vilnius has a full and successful integrated system of plans,
where VCSP solutions determine how the city’s resources will be managed;
• Create, monitor and analyse a quality of life indicator system (a first for Lithuania);
• Significantly improve the management of projects, including investment projects; and
• Initiate effective and targeted work with projects supported from EU funds.
The
effects have been felt at international, national and local levels. The
Plan has successfully marketed the city to an international audience,
and helped in the formulation of international partnerships.
Nationally, important partnerships have been developed between public
and private bodies and with other cities, helping to create
advancements in sustainable urban development, environmental protection
and cultural preservation. At the city community level, the
public-private partnerships have been used increasingly widely, and
over 200 standardised municipal services have been implemented.
Topics associated with this project
Economy, Governance, International, Local government, Transport