TAMPERE

TAMPERE

• Tampere is marketing itself as a small city with the benefits of a big city. Shops, hotels and restaurants are nearby and it has a very good infrastructure and well organized public transportation.
• One of Tampere’s strengths is that everyone is working well together; the university, public sector and companies co-operate.

Tampere City Strategy 2020

Operating principles

Key objectives

Backround information

Cornerstones to success

Factors weakening opportunities for success

Future challenges of change

Assembly of European Regions, AER

VISIT TAMPERE

• Tampere’s official destination management organisation which is responsible for marketing and manageing the destination.
• Go Tampere oy, which used to be one of the most important organisations, is now united with Visit Tampere

the largest independent network of regional authorities in wider Europe, bringing together over 250 regions from 35 countries along with 16 interregional organisations.

Baltic Sea States Subregional Co-operation, BSSS

• longterm and consistent development
• a self-evaluation done by the previous City Council showed that the new strategy should contain more guidelines and be clear, simple and inspiring
• strategy process more interactive and elected officials more participated
• 3 seminars held in 2009 to get the new strategy planning paced
• City Council members, committee members, chief shop stewards and municipal office-holders attended the seminars
• 2 internet-based questionnaires for citizens and personnel to give their opinion
• strategy draft could be commented at an event organized for citizens and in the Valma preparation forum

• A relatively low proportion of higher degree holders from higher education,

families with children and foreign citizens compared with other large cities

• A relatively low income level compared with other large cities

• A relatively high number of unemployed compared with other large cities

• Tampere is poorly known internationally

• Low degree of straight international traffic connections

• Traffic problems such as traffic jams in the approaches to the city centre

• Slow pace in the practical implementation of changes made to service structures and operating methods

• Industry’s renewal capacity

• High competence utilising cutting-edge technology

• High-standard education

• Active cultural life

• Large proportion of young, active population

• Versatile municipal services and efficient service market

• Tampere’s location and connections

• Efficient city structure, attractive living and housing environment, suitable size

• Social stability

• Image of a good and safe city

• Active attitude towards development

• City’s highly skilled personnel

• Balanced and stable finances

TREDEA oy

• Tampere Region Economic Development Agency.

Main target is marketing in tourism areas from where they have dircect flights to Tampere, in co-operation with airlines.

Committee of Regions, CoR

Tampereen yliopisto http://www.uta.fi/

Tampereen ammattikorkeakoulu TAMK http://www.tamk.fi

Tampereen teknillinen yliopisto, TTY http://www.tut.fi/

• The Council of Tampere Region acts as a centre of development for the region

Biggest employers in Tampere

• Tampere and the Tampere Central Region will grow

• The population structure will change, service needs will become differentiated and differences in wellbeing will grow

•Social problems will increase due to the weakened employment situation

• The service sector will grow and service business will develop

• The economy’s global structures will change and competition for skilled employees and investments will increase

• The municipalities’ financial situation will tighten and productivity requirements will grow

• Retirement of personnel will accelerate and workforce availability will become

more difficult

• Technological change will continue

• Environmental requirements will increase as climate change becomes more

severe

• Forms of participation and communality will change

• Nokia oy
• Vr osakeyhtiöt
• Suomen Posti

Accordning to booking.com there’s 31 hotels in Tampere. One of the most famous and interesting ones is Hotelli Tammer. An old hotel that has been active since 1929.

• The main tourism organisation in Finland, to which Tampere belongs, is MEK – Matkailun edistämiskeskus.
• Visit Finland is the official travel site of Finland.

Tampere Convention Bureau

• Tampere Talo – one of the most famous halls in whole Finland to keep conventions and concerts.

• Kauppahalli – the oldest maket hall in Northern Europe.

• Tampere-Pirkkala airport is an important factor for Tampere, in 2012 570 793 travellers.

• Important events that attract a lot of tourist like Blockfest and Tampere film festival

• Särkänniemi, the inland ferrys on näsijärvi and pyhäjärvi attract tourists as well as the

• Shopping in the city (IKEA and Ideapark). http://www.tampereshopping.fi/

Good service

Responsibility

• act economically and be responsible about the best possible use of resources
• promote equality in the wellbeing and safety of all citizens and personnel
• taking responsibility of the environment to ensure a future

Angry Birds land

-for families and children

-gaining popularity among tourists

-Koiramäki theme park will be opened in April

-amusement park with over 30 rides

Dolphinarium

Planetarium

Aquarium

Näsinneula Tower (+ restaurant)

Sara Hildén Art Museum

• To serve the citizens in a professional way and to appreciate them
• Respect individuality and provide services at right time and place
• Develop all services together with citizens

Museums

-Moominvalley museum

-Lenin museum

-Vapriikki museum

-Amuri museum of

workers' housing

Nature destinations

such as Seitseminen National Park

Citizens actively participate in developing the city and independent, citizen-led activities as well as communal activities have increased

-new interactive electronic forms of participation, Alvari programme activity

-communal activities

Tampere is an attractive international business environment and cultural city-work-based immigration-turnover and number of personnel in developed sectors (in the Centre of Expertise Programme and in other programmes), creating new business areas

new and growth businesses in the Tampere Central Region, foreign enterprises and investments

-visitors to key events, conferences and travel destinations, development measures for tourism and events

-cultural programme

Implementation of the strategy

-The implementation of the city strategy is monitored by the City Council three times per year

Citizens’ wellbeing has improved

-new preventive measures in services, health-promoting, the local safety plan

Customer-oriented services function well and are equally available to all citizens

health care guarantees and social guarantees, quality management development, functionality of service chains

service network plan, accessibility programme

integration programme, new service practices respecting the cultural spectrum, equality plan

An increasing number of citizens have the opportunity to live at home or in a home-like environment

-service integrator model

-child welfare plan

-number of long-term homeless (halved)

-service housing for the mentally disabled, mental health rehabilitees and customers of substance abuse welfare services

Public transport is the smoothest functioning alternative

-modal split of public transport % (measured in every City Council’s term of office), number of public transport passengers, versatile regional public transport

-modal split of cycling % and other light traffic % (measured in every City Council’s term of office), length of light traffic routes, satisfaction for the routes

Living environments are versatile and of a high standard-housing production, availability of student housing-key projects in the architecture programme, satisfaction with the street and green areas and the implemented refurbishing measures, satisfaction with the living environment

Energy use is efficient and the share of renewable energy sources has grown

increasing renewable energy sources used by the City of Tampere

greenhouse gas emissions caused by the energy used in Tampere, regional climate strategy

energy used by Tampere City’s properties and activities, promoting energy efficiency (information, energy renovations, new low-energy housing areas)

-26 m tower, 152 m above sea level on the Pyynikki ridge crest

-designed by architect Vilho Kolho, built using local red granite-lift -> walking the stairs offers observation windows

-a view of the city of Tampere, Lake Näsijärvi in the north and Lake Pyhäjärvi in the south

-entrance to the park and cafe is free -> climbing 50 c for children or 2 e for adults

-own historic donut recipe since 80 years

Working Together

Pispala

-city district 2.5 km from the centre of Tampere

-on the northern slope of Pispalanharju, the highest esker in Finland (a long winding ridge of stratified sand and gravel)

-beautiful view

-Shot tower

Public saunas

-Rajaportti Sauna

-Kaupinoja Sauna

-Rauhaniemi Beach and Public Saunas

Initiative

• Act openly in networks and enhance networking
• Encourage citizens to participate and take responsibility in local communities
• Work together and cooperate
• Commit to work and to develop competencies
• Value the work from Tampere’s own organizations and appreciate the work by other units

• creative, look for new ideas and innovations
• strengthen citizen activity and co-operation and opportunities to influence

The city is managed from the perspective of the Tampere Group’s overall interests

-new purchasing openings for competition, development of efficiency and quality monitoring

-productivity programme

-customer-oriented processes and service entities

-owner decisions, ownership policy objectives (customer satisfaction, wellbeing at work, price level/ cost development) and their realisations

-wellbeing at work (”Kunta10” survey), average retirement age, number of sickness absences, number of applicants/ central professional groups, results of the employer image survey (measured once in every City Council’s term of office)

-internal financing of investments %, amount of loan/ citizen

Tampere is a centre for high standards of education and research

-targeting education to key sectors where the demand for a workforce is growing -> international exchange students, degree students, teachers and researchers, foreign-language tuition, international school

-popularity statistics gathered in educational institutions, strategic changes in higher education institutions

co-operation model and the results of projects

The Tampere Central Region is built as a single entity together with the neighbouring municipalities

-co-operation projects, assessment of making changes to municipal structures

-new regional services and functions

The city structure is coherent and compact and the city centre is buzzing with life

-drawing up of master plans, city centre development programme on the basis of the report by city centre development group

-complementary building report

Vitality and competitiveness

Internal activities and management

Citizens and wellbeing

City structure and the environment

• an internationally attractive business environment requires skilled workforce and business-oriented industry policy
• creation of new enterprises and job, ensure preconditions for growth businesses and the attraction of foreign enterprises and investments are things that need to be taken into consideration
• Tampere is a creative city of education and culture
• Important factors of attraction to Tampere are versatile supply of education, excellence of research activities, co-operation between enterprises, educational institutions, research institutes and the public sector
• flexible and unique cultural life for a big part of the city’s attractions

Focus on increased attractiveness, internationality and continuous renewal

5. Tampere is an attractive international business environment and cultural city

6. Tampere is a centre for high standards of education and research

7. The Tampere Central Region is built as a single entity together with the neighbouring municipalities

• the most important objective is to promote the citizens’ wellbeing increased number of older citizens and tight economic situation a challenge for successful implementation of this task
• to overcome challenges focuses on problem prevention
• all services are developed from customer’s perspective and the nothing will hinder new innovations
• all services are developed together with customers, personnel and service providers
• customer feedback is systematically collected and utilized
• aim: effectiveness, easy flow and availability
• The citizens’ health and fitness are strengthened by supporting healthy life styles and promoting accessibility and safety within the local environment

Focus on preventive action and customer orientation and in the strengthening of the citizens’ functional ability, communality and pluralism

1. Citizens’ wellbeing has improved

2. Customer-oriented services function well and are equally available to all citizens

3. An increasing number of citizens have the opportunity to live at home or in a home-like environment

4. Citizens actively participate in developing the city and independent, citizen-led activities as well as communal activities have increased

• sets objectives for the city’s service capability and the effectiveness of the activities
• to create a balanced strategy, objectives are also set for personnel, management, the development of operating methods and finances
• city’s attractiveness as an employer is strengthened by focusing on wellbeing at work, know-how development, recruitment and personnel’s participation in the development of the activities
• The good management of the city requires co-operation between the elected officials and municipal office holders and an open and consultative decision-making culture that involved citizen, personnel and interest groups
• The challenges rising in the operating environment require productivity growth
• Instrument for productivity growth: the increasing of personnel’s skills and wellbeing at work, process development, renewal of work tasks and division of work, utilisation of technological development and the prevention of partial optimization
• productivity, quality and effectiveness issues are also considered when increasing productivity
• when the city’s finances are in balance it is possible to reach the city strategy objectives in a sustainable way
• Tampere’s intention is to keep the fees and charges at the average of large cities or below the average

• The growth of tampere central region and the need to hold back climate change – strategy structure compact and understandable
• The demand of personal motoring has decreased and the well-functioning public transportation is available for all.
• Public transportation is organized in the best possible way and it co-operates with road and rail traffic.
• Tampere has committed both nationally and internationally, to monitoring and improving the state of the environment and promoting environmental protection.
• The objective is to provide opportunities for an energy-saving life style.
• The need for new infrastructure projects has increased with the growth of the Tampere Central Region and the strengthening of business competitiveness
• Regional railtraffic, shortcut track, a logistics centre, a central wastewater treatment plant, the moving of the marshalling yard, the artificial groundwater project, the development of the airport area and the routings of the main roads are large projects that are waiting for decision in this strategy period

Focus on a coherent city structure and curbing climate change

8. The city structure is coherent and compact and the city centre is buzzing with life

9. Public transport is the smoothest functioning alternative

10. Living environments are versatile and of a high standard

11. Energy use is efficient and the share of renewable energy sources has grown

Focus on good management, increasing productivity and stable finances

12. The city is managed from the perspective of the Tampere Group’s overall Interests.