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 eve- ryone 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 ope- rating 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 sha- ring 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