The Best for You

Tampere - The Best for You

Tampere city strategy 2030 Preface

The future belongs to cities. The role of major cities, in Cities play a strong role in international networks. Tam- particular, is becoming increasingly important both in Fin- pere aims to be an increasingly significant and well-kno- land and internationally. Tampere has benefited from the wn operator around the world. Awareness will be sought trend of urbanisation in many ways and, going forward, through, among other things, top-level expertise and the city will pursue even greater growth – in a sustainab- world-class culture, events and sports. The goal is to be- le and humane manner. By 2030, Tampere wants to be come the most attractive city of experiences in the Nordic Finland’s second metropolis: a comfortable and vibrant region by 2030. Tampere’s appeal as a student city and a city of 300,000 residents. Tampere’s strength is smooth city of innovation will also be strengthened. daily life amidst a wide range of experiences. The strategy has been built based on the Mayor’s pro- The city of Tampere is facing new challenges and oppor- gramme, which represents the will of the majority of the tunities, as there will be significant changes in its role and City Council regarding the direction of Tampere’s develop- field of duties. The transfer of social and health services to ment during the current term of office. The Tampere city the counties emphasises the city’s role in education, cul- strategy goes even further and represents views regarding ture and economic development. Future tasks and duties the development of the city from the present to 2030. will also highlight the responsibility for providing a good living environment, creating partnerships and supporting Tampere’s new strategy has been built together with city engagement and participation. The city’s core purpose re- personnel, residents and stakeholders. The drafting of the mains promoting the well-being of the people of Tampere. strategy has been a process that has value in itself. Only The digital transformation and new technologies will open a small proportion of the insights and ideas created du- new opportunities in this field, and Tampere has a strong ring the process has ended up on the pages of the strategy competence base for taking advantage of them. document. Indeed, words are secondary in importance to the changes in thinking and action that were inspired by Well-being is built on the city’s vitality. Employment and the work done on this strategy. They will allow us to work entrepreneurship are top priorities not only during the together to create a Tampere that is The Best for You. term of office of the current City Council, but also in the future. Boosting employment is important not only from an economic standpoint but, even more importantly, from a human standpoint. We aim to ensure that all residents have an attachment to the city they live in and we want to Lauri Lyly maintain a positive Tampere spirit. The Tampere spirit is Mayor of Tampere built on equality, working together and ensuring that everyone feels they are a significant part of the community.

2 Tampere City Strategy 2030

Vision 2030: Tampere - The Best for You Desired results 2030:

Balanced distribution of Collaborative and humane well-being Participation and active engagement The best customer and resident Technological development Equality and early support Individual and effective services experience

The changing nature Everyone primarily uses digital of work services Leadership in education and know-how Urbanization First among major cities in High-quality and communal learning learning outcomes Globalization Education and competencies leading to employment Attracting skilled workers and helping them to The most flexible opportunities settle in Tampere for learning and getting employed Rivalry between cities An internationally attractive city The strengthening of of expertise civil society Creative and innovative The most appealing business Effective economic and innovation policy environment Climate change and Innovation environments and platforms

resource scarcity Strategic priorities World-class culture and events A place where creativity and innovations come together The complicating safety environment The most attractive experience city in the Nordic region Urban and sustainably growing The city’s growth Globally known, international Vitality, distinctiveness and an urban environment and strongly networked A smart and sustainable city A comfortable and lively city of 300,000 residents Understanding Competent Effective Balanced the operating personnel network economy Carbon neutral environment with a high partnership and active and the level of ownership A pioneer in smart and sustainable customers well-being transport and urban development

Capacity for renewal

We work We act We act in together responsibly an open and bold way

Operating methods

Tampere’s new strategy extends to 2030. It is based on recognised factors that will drive future changes and it represents the long-term goal of the city’s development.

Tampere’s vision is Tampere – The Best for You. The desired outcomes of the strategy are shown in the figure abo- ve. The contents of the strategy are divided into four strategic focus areas: collaborative and humane, a leader in education and know-how, creative and innovative, and urban and sustainably growing. The city organisation’s ca-

3 pacity for renewal enables the implementation of the strategy and it consists of understanding changes in the operating environment and customer needs, competent personnel with a high level of well-being, effective network partnerships, and balanced finances and active ownership. The implementation of the strategy will be supported by working together responsibly, openly and with courage.

Operating methods

We work together

• We are a partner and enabler for residents, businesses and communities.

• We create platforms and opportunities for networking, experimentation and collaborative development.

• We are reliable and inspiring partners.

We act responsibly

• We bear responsibility for well-being and the environment by acting in an ecologically, socially, culturally and economically sustainable manner.

• We promote equality and safety through our actions.

We act in an open and bold way

• We communicate opportunities and operate in a transparent and interactive manner.

• We engage in open-minded and goal-oriented development and experimentation.

4 Collaborative and humane

Desired results 2030:

Balanced distribution of well-being

The best customer and resident experience

Everyone primarily uses digital services

5 We can achieve our goals by focusing on the following areas:

Participation and active engagement

In Tampere, everyone has the opportunity to participate, influence, meet other people and pursue self-realisation. The city is a platform for active engagement and collaboration by local residents and communities.

Tampere residents are encouraged to engage in activities that promote their well-being as well as the well-being of the community by creating the right circumstances and providing information and solutions that support their activities. Equal opportunities for physical exercise and cultural activities will be created as part of daily life.

The city will support the creation of communities and their activities by providing them with space, information, advice, guidance, networks as well as new technologies and operating models. By supporting community activity, the city will enable voluntary care and peer support, hobbies and low-threshold urban culture as well as the sharing of skills, services and goods.

Equality and early support

In Tampere, well-being is for everyone. Differences in well-being between districts and population groups will be reduced by providing targeted support to the people who need it, even before problems arise, and through active intervention in those who are underprivileged that continues from one generation to the next. Social exclusion will be prevented by providing opportunities for high-quality education, meaningful recreational activities, work, income and housing as well as effective basic services. The integration of immigrants will be supported through the different stages of life.

The focus will be shifted further from diagnostic and therapeutic services to preventive activities, early support, proactive services and services provided at the customers’ homes. The objectives include reducing the need for child protection. Special attention will be paid to identifying groups that make extensive use of services and res- ponding to their needs. The structural reform of social and health services will be continued. Accessibility will be promoted in all operations.

Promoting well-being and equality also promotes safety. The city’s safety and security preparedness will be sys- tematically developed.

Individual and effective services

The starting point for services is understanding the customer’s overall situation and finding individual solutions for achieving the desired impacts. Services will be developed together with users, residents and partners through experimentation, sharing the lessons learnt and communicating opportunities.

Smooth service provision and a consistent and effective service experience from the customer’s perspective will

6 be ensured by developing service chains and the interfaces between different service providers. In the event of changes in personnel or when a customer is transferred from one service to another, special attention will be paid to exchanging information and ensuring the continuity of the customer relationship. Health, social services and regional government reform will be implemented in a controlled manner, ensuring the availability and quality of health and social services for Tampere residents.

New technology will be utilised to improve the accessibility, effectiveness and cost-efficiency of services. The use of services will be steered towards digital channels to ensure that, by 2025, everyone in Tampere primarily uses digital services. The ease of use, reliability and security of digital services will be ensured.

The service network will be developed to meet the needs of the growing city in collaboration with the Pirkanmaa county and other parties. The development of the service network will be particularly based on increasing the share of services delivered through digital channels.

Objective 2018-2021 Indicators

Regional differences in well-being have been • Regional profiles (including poverty, education and reduced unemployment) • Regional evaluation of children’s well-being

Safety has been improved and there is a • Street safety index stronger sense of security • Safety survey (including perceived safety) • Proportion of the population who have experienced violence or threats (ATH)* • Bullying in schools (school health survey) • Proportion of the population that consumes excessive amounts of alcohol (ATH)

Communal activities and participation • Proportion of the population who feel lonely have increased (ATH, school health survey) • Hobbies (school health survey, LTH**, ATH) • Active participation (ATH) • Voter turnout • Numbers of participants in regional networks and the participants’ perceptions of their opportunities to exercise influence

*ATH = Regional Health and Well-being Study of Adults ** LTH = Children’s Health and Well-being Study *** TEAviisari = an indicator of the municipality’s level of activity in promoting health

7 Objective 2018-2021 Indicators

Increased level of physical activity among • Recreational exercise among the adult population (ATH) Tampere residents • Recreational exercise among school children (school health survey) • The MOVE indicators of the Finnish National Board of Education

The integration of immigrants has been • Employment rate among immigrants strengthened • Entrepreneurship among immigrants • Student attrition among immigrants in secondary vocational education • Non-Finnish speakers outside work and education

The focus of services has been shifted to • Number of senior citizens living at home, living in preventive services and services provided service housing with around-the-clock assistance and at the customers’ homes in long-term institutional care • Costs of specialised medical care per citizen • The city’s activities to promote the health and well-being of local residents (TEAviisari)*** • Total number of customers of child protection services • Total number of long-term homeless people

Improved satisfaction with services and • Satisfaction with services and their availability their availability

Improved customer experience of the city’s • Customer experience of the city’s services services

The majority of services can be used via • The number of digital services relative to the total digital channels and the use of digital number of services services has increased • Utilisation rate of digital services • Satisfaction among the users of digital services

*ATH = Regional Health and Well-being Study of Adults ** LTH = Children’s Health and Well-being Study *** TEAviisari = an indicator of the municipality’s level of activity in promoting health

8 Leadership in education and know-how

Desired results 2030:

First among major cities in learning outcomes

The most flexible opportunities for learning and getting employed

An internationally attractive city of expertise

9 We can achieve our goals by focusing on the following areas:

High-quality and communal learning

In Tampere, people have the opportunity to pursue training and education through diverse study paths. The individual development of each student is supported, their curiosity is fostered and their skills are strengthened.

Every Tampere resident has an equal opportunity to learn regardless of place and time. Tampere will be an open- minded pioneer in the development of digital learning environments at all levels of education, using research information. The city will promote digital competencies and their development into civic skills for all local residents.

Study paths will be supported and they will be made smoother. Healthy and safe conditions will be provided for learning.

Education and competencies leading to employment

Education will be developed to respond to the changing competence needs of working life in a proactive and flexible manner. Entrepreneurship will be strengthened and supported at all levels of education.

The working-life orientation and flexibility of studies will be increased, along with on-the-job learning. The completion of studies will be supported by providing sufficient support and guidance.

Competence development will be enabled in different life stages. Transitioning between education and working life will be made more flexible to strengthen lifelong learning. Education will increasingly be built from a variety of modules that can be combined to create customised solutions for individual life circumstances.

Business, competence and employment services will be developed into a seamless and flexible set of services that will promote job creation and employment.

Attracting skilled workers and helping them to settle in Tampere

The city’s appeal as an internationally attractive city – and Finland’s most popular student city – will be strengthened further. Awareness of the city and its appeal as a significant city of education and innovation will be increased by engaging in closer cooperation with educational institutes, research institutes and the business sector.

The city will be involved in developing the new Tampere University into an internationally recognised, attractive and networked university.

10 Tampere will be an attractive place to stay and work after graduation. The local employment of students in higher education will be improved. Connections to working life and employment opportunities will also be strengthened for non-Finnish-speaking degree students.

Immigrants’ competencies and connections to working life will be strengthened and their language and culture potential will be utilised in developing the vitality of the community as a whole. Tampere will provide diverse and high-quality language and cultural training for immigrants of different ages and circumstances. Efforts will be made to increase the number of municipal services delivered in foreign languages.

11 Objective 2018-2021 Indicators

The effectiveness of education has improved • National comparisons of learning outcomes between major cities

An education and employment path has been • Educational placement for young people who secured for every young resident of Tampere finish basic education • Level of education among young people • Negative interuptions at different levels of education • Placement status of new graduates two years after graduation • Number of degrees completed in working life • Number of apprenticeships • Number of young people who are employed, in school or covered by measures aimed at promoting employment

• Unemployment rate (compared to the national average) Unemployment has declined to a level matching the national average, and the preconditions for • Youth unemployment rate/number of unemployed employment for people requiring special support young people have been improved (under-25s and those in the 25–29 age group) • The number of the long-term unemployed and people who are difficult to employ • Unemployment rate among people with foreign backgrounds • Preconditions for employment among those covered by services • The number of people for whom onward paths have been established through rehabilitative work services aimed at increasing engagement and participation

The employment rate has increased • Employment rate

Tampere’s appeal as a student city and a city of inno- • Foreign degree students in educational institutions vation has been strengthened (% of all students) • The university’s primary applicants/study places for new students • Number of visits by foreign teaching and research personnel (by duration) • Regional placement of new graduates and foreign degree students • Tampere’s placement in the Most Recommended Student City study (Taloustutkimus)

12 Creative and innovative

Desired results 2030:

The most appealing business environment

A place where creativity and innovations come together

The most attractive experience city in the Nordic region

13 We can achieve our goals by focusing on the following areas:

Effective economic and innovation policy

Economic and innovation policy that strengthens cooperation between different operators will promote the renewal of the economic structure and industry as well as the growth of new sectors. Renewal will be based on utilization of new technologies and the multidisciplinary expertise arising from cooperation between actors in the region.

The region’s leading industries are manufacturing, ICT and health and well-being. Emerging industries include clean tech, tourism, the experience economy and the creative industries.

Tampere City Region will provide the best conditions for the new business creation, growth and internationalisation of businesses as well as new businesses’ location in the region. The city will promote the preservation of businesses and jobs that are already in the region.

A favorable business climate of the region will be enhanced. Customer-oriented and smooth business services and flexible land use policy will ensure the optimal operating conditions for businesses. Effects on businesses and employment will be taken into account in all of the city’s decision-making. The city supports small and local businesses and the employment of young people with its procurement policies.

Tampere’s national and international accessibility will be improved. The city will actively promote the construction of an additional railway track and the increase of high-speed train services between Tampere and Helsinki. The railway connection to St Petersburg will be made more convenient and local rail transport will be developed. Tampere-Pirkkala’s position as an international airport will be strengthened.

Innovation environments and platforms

The city will be an active enabler of innovations that bring together technology and the creativity of the entire local community. Tampere will promote the application and utilisation of artificial intelligence and robotics in increasing the city’s well-being.

The city will open up its activities, development projects and challenges to businesses and communities in order to create new business opportunities. Tampere is a smart user of data and an enabler of data-driven innovation. The entire city serves as an experimentation and development platform for new solution

The city is an active developer of networks of multidisciplinary expertise. Close cooperation between businesses, local residents, communities and the city creates added value for those who participate in it. The merged Tampere University will play a significant role as a high-level multidisciplinary platform for innovation growth.

14 World-class culture and events

International awareness of Tampere as an attractive city of culture, events and sports will be strengthened.

Tampere will invest in increasing its international appeal as well as strengthening the identity of the city and its residents. The city will be ambitious in pursuing opportunities to host new cultural and sporting events.

The city will be actively involved in the region’s city and tourism marketing as well as in developing the tourism offering and expediting cooperation between actors in the region. The city’s significant projects and investments will strengthen awareness of the region and its attractiveness. The city’s cultural offering and events, biodi- versity and safe living environment makes Tampere internationally attractive destination. Tourism in Tampere (e.g. district of Teisko) and nearby areas will be developed in cooperation with other municipalities and the business sector.

15 Objective 2018-2021 Indicators

Effective economic policy has promoted the new • Trend in the number of new businesses business creation, growth and internationalisation • Number of start-ups of businesses as well as new businesses’ placement in the region • Number of high-growth companies • Number of jobs • Placement in comparisons of business environments (the Federation of Finnish Enterprises and the Confederation of Finnish Industries)

The renewal of the leading industries and stronger • Business revenue growth by industry growth in emerging industries

The supply of land for businesses has met • Amount of land assigned to businesses (k-m2) the needs of the growing Tampere City Region

The region’s innovation activities have been • Amount of risk financing strengthened • Patents and trademarks • Number of businesses operating on innovation platforms • Research, development and innovation investments allocated to Tampere

Tampere’s attractiveness as a city of world-class • Number of overnight stays by domestic visitors culture, tourism, conferences, events and sports has • Number of overnight stays by international visitors been increased • Number of international conferences and conference visitors • Visitor figures for key attractions: Sara Hildén Art Museum, Tampere Art Museum, Moo- min Museum, Museum Centre Vapriikki, Tampere Wor- kers’ Theatre, Tampere Theatre, Tampere Philharmonic Orchestra, Särkänniemi amusement park, Tampere Music Festivals, Tampere Theatre Festival, Tampere Film Festival, libraries • Tampere’s placement in studies comparing tourism between cities • Successful communications (PR barometer)

Tampere’s application to be selected as the 2026 • Application progress European Capital of Culture has progressed from the first stage to the second stage of the application process

International awareness of Tampere and the city’s • International awareness studies attractiveness have been strengthened

Tampere’s national and international accessibility • Number of air passengers (domestic and international) has been improved • Number of international flight connections • Status of advocacy work

16 Hiilineutraali

Urban and sustainably growing

Desired results 2030:

A comfortable and lively city of 300,000 residents

Carbon neutral

A pioneer in smart and sustainable transport and urban development

17 We can achieve our goals by focusing on the following areas:

The city’s growth

The city aims to grow by approximately 3,000 new residents per year on average. Land use, housing, transport, services, the economy and investments will be examined from the perspective of the city’s growth target.

The community structure will be condensed and growth will be primarily directed to the public transport zone and district centres. The tramway will be developed as the trunk of the city’s transport system.

Vitality, distinctiveness and an urban environment

Tampere has an attractive and lively city centre as well as distinctive district centres. The city centre and the district centres will be developed as diverse hubs of housing, recreation, services and entrepreneurship. The city is known for its built cultural environment and industrial history. Comfort, distinctiveness and safety will be taken into account in the planning and design of neighbourhoods and living environments.

The city centre should be accessible with all modes of transport and to all, from pedestrians to private car drivers. Comfortable urban environments will be created in the city centre and district centres by promoting walking, cycling and public transport and by making these modes of transport more attractive. A pedestrian-oriented approach can be emphasised once parking areas are moved underground and into parking facilities. The construction of a charging network for electric vehicles will be promoted.

Diverse and high-quality green spaces and networks as well as the sustainable use of waterways will increase the comfort of local residents and boost the city’s appeal.

The city will be planned in such a way as to ensure that urban living will be a good alternative in all life situations. Preconditions will be created for developing communal living. The Tampere Central Region will be a region with a diverse housing stock and attractive living environments. There is an adequate supply of reasonably priced homes and housing services.

A smart and sustainable city

Tampere will be carbon neutral in 2030. This objective will be achieved in cooperation with the city’s subsidi- aries, stakeholders, businesses and local residents. The objective of carbon neutrality will be taken into account in all of the city’s operations, purchasing and investments. As a city of sustainable growth, Tampere will value nature, conserve natural resources and reduce emissions.

18 Tampere will be known for its distinctive districts that promote sustainable lifestyles and participation. The construction of the districts will be promoted through smart urban development, with the entire urban community co-creating solutions for smooth daily life and sustainable living. The districts will also be utilised as experimentation and development platforms for new solutions.

The city will develop smart transport, new transport services and functional transport chains. Businesses will be provided with the operating conditions and development platforms necessary for creating new services.

19 Objective 2018-2021 Indicators

The population of Tampere has grown by 3,000 • Population growth (net growth) per year on average

The sustainable growth of the city has been • Residential floor area allocated to the district centres strengthened by zoning 80 per cent of the specified in the local master plan 2040 and public tran- residential floor area in public transport zones and sport zones as a proportion of the total zoning plans district centres confirmed during the City Council’s term of office

The measures specified in the Sustainable Tampere 2030 roadmap have reduced carbon dioxide emissi- • Total CO2 emissions ons by 40 per cent from the 1990 level by the end of • CO2 emissions per capita the City Council’s term of office

Energy consumption has been reduced by 7.5 per cent in accordance with the energy efficiency agreement • Energy consumption data (2017–2025)

The vitality of the city centre has been • City centre vitality index strengthened • The population of the city centre • The number of jobs in the city centre • The number of underground parking places

The share of sustainable modes of transport • Trends in public transport passenger volumes (walking, cycling and public transport) has increased • Public transport journeys per capita (Tampere) to 58 per cent by the end of the City Council’s term of office (2012: 54%) • Numbers of cyclists at survey points.

The city has attractive and diverse housing stock and • Completed housing units (number of units) reasonably priced rental and student apartments to • Housing production by building type and housing match the demand created by growth tenure • Completed student apartments • Reasonably priced rental housing production started in accordance with the MAL 3 agreement (number of units) • Rental levels (non-subsidised and subsidised)

Commercial tram traffic has got off to a successful • Start of tramway service start on the first route

Tramway construction from the city centre to • Start of tramway construction Lentävänniemi has begun

The implementation of Hiedanranta, a smart and • Completion of the first zoning plan sustainable district, has begun • Completion of the first phase of land reclamation for the district

20 A city with a strong capacity for renewal enables the realisation of the strategy

Understanding the operating environment and the customers

The capacity for renewal is based on recognising and understanding changes in the operating environment and in the needs and situations of customers (residents, visitors, businesses, communities). This information will be utilised in cooperation with customers and other partners.

Reliable, up-to-date and proactive information creates the conditions for success in the operations of the city and its partners as well as the efficient use of resources. Information security and privacy will be given due conside- ration in all operations and services.

Competent personnel with a high level of well-being

Developing the competence of personnel is what makes renewal possible. The city’s new role will require an even greater ability to reform services and operating methods with an open mind, in cooperation with local residents and other actors of the urban community.

The City of Tampere is an attractive employer with a responsible and long-term HR policy. Strong management and leadership will enable the success of every employee as well as a positive customer and resident experience. An enabling leadership style emphasises setting clear goals and monitoring their achievement, strengthening the personnel’s competencies and capacity for renewal as well as promoting well-being at work.

Effective network partnership

Tampere wants to be an internationally significant operator with a distinct profile, one that is active and takes ini- tiative in building networks and partnerships with operators in other cities.

Tampere will be a forerunner in cooperation within the Tampere City Region and the county of Pirkanmaa. Coope- ration in the Tampere City Region will emphasise the development of competitiveness, the community structure and transport as well as advocacy work. Tampere will also play an active role in the joint advocacy work of major cities.

21 The city will work with various authorities and other key players to engage in close, effective and knowledge- based collaboration on safety issues.

The city’s communication must be clear, open and timely. Communication must be delivered with a multi-chan- nel approach and be equally accessible by different audiences. Communication will support partnerships and the achievement of the city’s strategic goals.

Balanced economy and active ownership

A balanced city economy enables renewal, growth and investment. The city’s finances will be balanced by monitoring the allocation of expenses and controlling their growth, strengthening the income base and improving productivity. Tampere’s strategy as a whole will support the balancing of the economy.

The city will invest in productive reforms of operating methods. The city will have the capacity to implement substantial changes in services, tasks and production methods when required by social changes or economic circumstances. Productivity will be increased by efficient working time solutions and using human resources across organisational boundaries. The opportunities presented by the digital transformation will be utilised to enhance productivity and increase the efficiency of administrative work. The properties owned by the city will be developed into flexible premises and used in diverse ways for many different functions.

Innovative and effective procurement policy will increase productivity, develop services and create new opportunities for businesses.

The city is an active and goal-oriented owner. Ownership is an instrument for managing the city’s responsibilities and developing the city. The ownership steering of enterprises and foundations will be carried out in line with the city’s strategy and the overall interest of the City of Tampere Group. The city will regularly assess and develop its holdings. The effectiveness of the city’s holdings will be evaluated at least once during each City Council’s term of office and the Group structure will be developed based on the evaluation.

22 Objective 2018-2021 Indicators

Leadership has been renewed and is in line with • Results of manager assessments the city’s leadership principles • Kunta10 survey results

Well-being at work has improved among • Occupational well-being matrix the city’s personnel • Kunta10 survey results

The amount of sickness absences has been • The amount of sickness absences reduced by 10 per cent

The city’s finances are balanced and • Financial result for the accounting period, the objectives of the programme to balance the Group’s result the finances have been achieved • Total debt per capita, Total Group debt per capita • Internal financing of investments, % • Development of shareholder value (capitalisation + development of dividends) • Achieving the objectives of the programme to balance the city’s finances

The increase in the city’s expenses has been • Increase in net expenditure, % restrained

Productivity has increased • Service costs compared to other major cities • Procurement efficiency index (including an evaluation of procurement and partnership competencies) • Utilisation rate of the premises owned by the city • Satisfaction with support services and comparisons with corresponding operators

Administrative work has been reduced by • Costs of administrative tasks five per cent (administrative tasks = in office working hours)

23 Strategic foundation and the operating environment

The preparatory work behind Tampere’s city strategy inclu- re is to ensure the region’s competence and create a flexible ded an assessment of the city’s development in recent yea- education system that adapts to changing needs. rs as well as the megatrends that will influence the future. Based on the materials, a view was established regarding Urbanisation is a growing trend. Growth represents both an Tampere’s strengths as well as the future challenges and op- opportunity and a challenge to cities. Migration brings skilled portunities the strategy must address. workers to cities and growing cities create new opportunities for business. The challenging aspect of growth is managing Technological development is one of the most significant and preventing its negative effects. Tampere is a national- drivers of change that will influence the future of cities. The ly attractive city that can benefit from the positive aspects digital transformation, robotics and artificial intelligence, of urbanisation. At the same time, the city must ensure the among other things, will change the entire urban community effectiveness of the community structure, the balanced de- in many ways. Technology enables the development of new velopment of different districts, well-being opportunities, types of services that promote the well-being of the city’s re- ecological sustainability and sufficient services for a growing sidents as well as services that are independent of time, place population. and socioeconomic status. Technology also facilitates the renewal of the business sector and the creation of new business In the future, globalisation will lead to increased international activity. In addition, technological development enables the competition between cities. The role of countries will be di- reconciliation of scarce resources with growing service needs. minished while the position of cities as significant players will be strengthened. From Tampere’s perspective, the important Tampere is well positioned to take advantage of technologi- thing going forward is to connect to networks that are key to cal development. The region is home to skilled workers, high- the city’s development and reinforce the city’s profile as a sig- level educational institutions and research institutes, growing nificant global player. technology companies as well as development environments that support business innovation (e.g. New Factory, the Kaup- Climate change will have extensive and irreversible impacts pi campus, Mediapolis, well-being centres and Kolmenkul- on society and the natural environment. In Finland, these ma). Changes in operating methods and the proliferation of impacts will include changes in vegetation zones, increased digital services call for the continuous development of the risks of flooding and extreme weather phenomena as well as competencies of the city’s personnel. changing operating conditions for forestry and agriculture. Climate change will inevitably have direct and indirect im- The success of businesses that create jobs depends on skilled pacts on cities as well. For example, the deterioration of living labour, and the renewal of the Tampere Central Region relies conditions in other parts of the world can lead to an increase on diverse expertise. However, it is difficult to predict what in environmental refugees. Different sectors of the economy kinds of competencies are needed in the future. As technolo- can also be vulnerable to the impacts of climate change. gies develop, needs will change and new occupations will be created while old ones disappear. The challenge for Tampe- The civic society is becoming stronger, and this trend looks

24 set to continue. The traditional forms of participation will be of collaborative activities will increase in the future. At the complemented by new forms. The digital transformation sup- same time, the surrounding community challenges the city to ports the increase of civic activity and enables, in new ways, expand its role from a traditional partner to an enabler and a citizens’ voluntary activities that promote well-being. Ideally, provider of various platforms. A strong foundation has alrea- a city is a community of communities that local residents can dy been created for this in Tampere. identify with and attach to in various ways. The significance

The foundation of the strategy Future challenges – Tampere’s strengths

• an attractive city at the national level • the city’s new roles and partnerships • a strong and diverse foundation of • the weak municipal economy and competencies, high-quality education increasing debt • effective services • increasing scarcity of resources • a broad range of culture, from different • unemployment subcultures to events and high culture • demographic changes • a comfortable living environment that is • the capacity of the service system to respond close to nature to growing and changing needs • centrally located in Finland, a city of just • widening gaps in well-being and health, the right size social exclusion • courage, leadership, renewal • participation and commitment to the community • collaboration between operators in the • new and changing competence needs region, smooth cooperation • international awareness and attractiveness • local impacts of global crises (including the economy, refugees, pandemics) • the changing security environment • local impacts of climate change

Future opportunities

• technological development > the city’s internal renewal and service innovations that increase efficiency, solutions that promote smooth daily life and sustainable development, the renewal of the business sector and business models, etc. • strengthening the city’s attractiveness > growth, stronger income base, investments, new jobs, availability of skilled workers, increasing well-being, tourism development • using the city as a development platform for business innovation > new services for local residents • strengthening the sense of community among local residents and promoting voluntary activities > increasing well-being, diverse people as a resource for the community • globalisation and increasing interdependence > the growth of the city’s role as part of international networks • increasing immigration and multiculturalism > leveraging the potential to increase vitality and competitiveness

25 Strategy implementation and follow-up

The city strategy is the primary document guiding Particularly significant in the implementation of the the city’s operations and it creates the foundation strategy is broad cooperation with local residents for the city’s strategic management and develop- and stakeholders and, within the City of Tampere ment. The contents of the strategy will be specified Group, setting objectives, assigning responsibility in the service plans and annual plans of commit- for them and following up on their achievement. tees, boards and the Central Administration. With Management group work, service group-specific regard to land use planning, the strategy will take objective documents, performance discussions, re- concrete form in the local master plan for the in- wards and strategy-driven development are also ner city, which is updated for each City Council’s important tools in the implementation of the stra- term of office, and the Sustainable Tampere 2030 tegy. roadmap. The annual operating goals in the city’s budget are selected with an eye to supporting the The strategy is aimed at influencing the well-being strategy. of local residents, the vitality and competitiveness of the city as well as the urban environment. The The City Board will steer the implementation of de- strategy and the need to update it will be evaluated velopment programmes that are important tools annually based on information on the results of the for achieving significant strategic changes. The de- implementation of the strategy as well as changes velopment programmes are broad and often bring in the operating environment. many different players together. They also involve significant financial investments.

The strategy includes key guidelines regarding ownership policy and HR policy. These policies will be specified further in the Group guidelines and ownership steering principles approved by the City Council and the HR policy principles approved by the City Board.

26 Tampere’s strategic management system

Tampere city strategy

VISION JA OBJECTIVES FOR 2030

STRATEGIC FOCUS AREAS

OBJECTIVES AND KEY INDICATORS FOR THE CITY COUNCIL’S TERM OF OFFICE

SEPARATE PROGRAMMES LOCAL MASTER PLAN FOR DEVELOPMENT AND PLANS THE INNER CITY PROGRAMMES

SERVICE PLANS AND BUDGET AND ANNUAL PLANS ECONOMIC PLAN

MORE DETAILED OBJECTIVES ANNUAL OBJECTIVES AND MEASURES OF OPERATIONS

MANAGEMENT SCORECARDS

MANAGEMENT GROUP WORK, PERFORMANCE DISCUSSIONS, REWARDS, DEVELOPMENT