Overview

The aim of the Vilnius City Strategic Plan 2002–2011 was to formulate a long-term development strategy for the city based on a common vision, local resources and an understanding of the city's new geopolitical situation.

Having only won its independence from the Soviet Union in 1990, Lithuania faced a number of challenges in terms of local organisational structures and the experience of participants.

» Background

Background

What was the problem?

During the Soviet period (1940 – 1990) there was no law on planning regulation, only norms and rules which did not have the power of law. Planning was centralised and local authorities were only responsible for an approval of the plans before final confirmation. This means that organisational structures for the development of strategic plans at the local level are still at an embryonic stage of development.

Post-independence, a new socio-economic and political environment emerged in Lithuania, alongside the need for new planning methods, instruments and skills. Spatial planning became regulated by three major laws, including the Law on Territorial Planning (1996) which stressed public participation in the decision-making process. Municipalities were made responsible for the planning and development of their own territories. However, long-term strategic development plans were not made mandatory, although most municipalities do have them in place.

The most important urban problems identified in Lithuania by the late 1990s were run-down housing stock, low quality of public buildings and estates combined with high energy costs, poor road maintenance, traffic congestion within the city and notable crime.

Although urban planning had successfully adapted to the new planning system, it was not sufficiently integrated with the country's social and economic structures. The ability to lever in resources and prioritise were limited and the growing economy was in need of more targeted investment planning.

» Initiative

Overview «

Initiative

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.

» Findings

Background «

Findings

What is special about this project?

The preparation of the Plan was the first time certain forms of communication with stakeholders had been used. Methods included regular media coverage, the creation of a virtual public space (the Vilnius 'e-Municipality') and films showcasing the city's potential. Particularly effective were the broadcasting of meetings from the Mayor's office, along with informal 'business over breakfast meetings' held between the Mayor, representatives of the Municipality and stakeholder groups. These meetings had a significant impact in increasing stakeholder participation in the preparation of the Plan, and in raising finance.

The development of generic skills has played a vital role in initiating new partnerships between the Vilnius City Municipality and a variety of national institutions and organisations operating at the city level. However, involvement from local NGOs and informal community groups has been low, largely due to the fact that such voluntary associations did not exist in the Soviet era and so are still embryonic.

Despite this, on balance the VCSP has been a success. The aforementioned Vilnius e-Municipality has been hailed as '…a fine example of a model that can be replicated both within and outside Lithuania' and the World Bank's (2003) report on the competitiveness of the Lithuanian economy cited Vilnius as a strategic example for other Lithuanian cities to follow.

What can be learned?

The key principles for successful and sustainable place-making that have emerged from this project have been identified as:

• The importance of developing comprehensive objectives, long-term vision and prioritisation;

• The need to secure political support and the participation of cross-party leaders;

• High profile publicity, including creative forms of communication to raise awareness and attract involvement;

• The provision of public information in easily understandable forms (avoiding the use of jargon), to explain the expected outcomes clearly to the general public;

• Partnership working with educational institutions to build community capacity to participate;

• An in-depth understanding of the external environment, including European urban planning practices, and adapting these to the local socio-economic and political context;

• Ensuring that all key stakeholders are identified and fairly represented, and that individual interests do not dominate the decision-making process;

• The need to reach out to the community from the outset, and to devise tailored methods to ensure their participation.

• The need for municipal administration, politicians and planners to develop skills such as moderation, dispute resolution and reaching consensus if they are to work successfully across community, public and private organisations.

The project has proven that important place-making competencies can be developed through learning by doing – the very preparation and implementation of the Plan resulted in the emergence of many of these skills.

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Initiative «