Poznan City Strategy 2030 by Honorata Grzesikowska Architect and Urbanist

POZNAN 2030

DEVELOPMENT STRATEGY for the City of Poznan to 2030

Poznan 2010

The Development Strategy for the City of Poznan to 2030, a motion by the Mayor of the City of Poznan, Ryszard Grobelny, was adopted as Resolution No. LXXII/990/V/2010 by Poznan City Council during its 5th term on the 11th of May 2010.

The document was prepared as a collaborative work by the councillors of the City of Poznan, employees of the City Hall and representatives of various circles operating in the City and the Poznan agglomeration. The final shape of the document was largely influenced by numerous comments submitted by Poznan’s inhabitants during public consultations. A full list of persons invited to work upon the formulation of the Strategy and developing strategic programmes is provided in Attachments 1, 2, 3 and 4.

Coordination of works: Tomasz J. Kayser, Deputy Mayor of the City of Poznan Dr hab. Cezary Kochalski, Associate Professor at the Poznan University of Economics, Strategy Advisor to the Mayor of the City of Poznan Editing: City Development Department, Poznan City Hall headed by Dr Janusz Meissner, Deputy Director of the Department, and Małgorzata Felczak, Head of the City Development Strategy Section

ISBN 978-83-7503-127-0

TABLE OF CONTENTS I. Introduction

II. ‘Strategic House’

III. Methodological assumptions

IV. Present condition of the City

V. Metropolitisation as the main tendency in the surroundings

VI. Factors and conditions for the City development – SWOT

VII. Major challenges

VIII. Vision for 2030

IX. Mission

X. Strategic goals

XI. Objectives

XII. Sub-strategies

XIII. Strategic programmes Academic and Scientific Poznan Activation of Areas Around the 3rd Transportation Framework Active Recreation in Poznan Safe Poznan Digital Poznan Clean Poznan Cultural Poznan Metropolitan Poznan Let’s Live in Poznan Civic Poznan Socially Sensitive Poznan Poznan Modernist Housing Estates

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113 117 123 127 133 139 146 151 156 161 167 170 177

Spaces for Business City by the River Sporting Poznan Downtown Markets and Squares Poznan for Tourists Knowledge for Business High Quality of Education and Upbringing Healthy Poznan Sustainable Transport Development

181 187 192 196 204 211 218 225 231

XIV. Indexes/ indicators

237

Attachments

249

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Dear Sir / Madam, We would like to introduce you to the Development Strategy for the City of Poznan up until the year 2030. The timeframe for this document spans over two decades, which corresponds to the period of time which has elapsed since Poland’s post-communist transformation of government. Within this transformation the reforms carried out within local government number among the most significant and from a time perspective, is considered as one of the most successful. In comparison to the city of the past, today’s Poznan is an excellent example of seizing the opportunities created by the system transformation in Poland. Poznan’s development in this period was defined by the Programme for the Strategic Development of the City of Poznan of 1994 and the Development Plan for the City of Poznan for the years 2005–2010. The provisions of these documents governing the city’s development continue, to a large extent, to be valid, which allows for the formulation of the general thesis about the evolutionary development of Poznan. However, due to the material and social potential of our city in the context of contemporary and anticipated conditions for development, and tendencies on a national and global scale, it is necessary to substantially modify and re-distribute the emphasis within the development strategy for Poznan. Giving priority to the observed processes of city development stems from the necessity to accelerate the achievement of goals that would help meet the challenges of competitive development of cities in the open European space in the next few or a dozen or so years. Generally speaking, these goals are encompassed by four development directions: creation of an innovative modern economy, increasing Poznan’s importance as a centre of knowledge, culture, tourism and sports, improvement of the quality of life of the city’s inhabitants, and development of Poznan’s metropolitan functions. The achievement of these goals is possible thanks to Poznan’s strong assets. Those worthy of note include: −

Poznan’s academic character – as the main factor for the city’s development in economic and social spheres, and a factor stimulating Poznan’s position on a national and European scale;

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An economy based on inhabitants’ entrepreneurship: stability, diversity, creativity, openness to foreign investors;

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‘Poznan’s openness to the world’ – resulting from the tradition as a city of international fairs which, today, is successfully expanding as an organiser of high-ranking international congresses and conferences;

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−

History of the city where the Polish nation state and Christianity were born, a city which witnessed its golden age in Renaissance Europe and the centre of positivist struggle with the occupant. Such values build up regional and national identity which is of extreme importance in the integrating European space and culture;

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Revitalised and expanded in a modern style, the historical district and the ‘new city’ upon the River Warta and Lake Malta will constitute a particularly attractive part of the city in the context of Poznanian’s quality of life;

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Poznan’s metropolitan character – developed in two different directions: on a domestic front, which involves the functional integration of local communities within the Poznan agglomeration merging with the larger district of Poznan, and on a European front, which consists of creating a competitive position in comparison to cities with a potential and rank similar to that of Poznan;

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Social capital which is the basic factor determining the achievement of goals provided for in the Development Strategy for the City of Poznan to 2030. Local government is not the only agent involved in the city’s development. The success of the strategy depends upon the involvement of many institutions, organisations, economic entities and social associations in its execution. Poznan’s diligent workforce proved their ability to cooperate in the interests of the common good over a hundred years ago and two decades ago when the framework for territorial and local government were constructed to be later popularised throughout the country.

The goals specified by the Development Strategy of the City of Poznan to 2030 constitute a challenge for today. We are taking part in a race, a race to determine Poznan’s position in the development of Polish and European cities twenty years from now. The extent to which we will make this vision of Poznan in 2030 real, is up to us. Ryszard Grobelny

Mayor of the City of Poznan

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City management in the conditions of dynamic changes in its surroundings should be based on a thought-through development strategy. As one of the first Polish cities, in 1994 Poznan adopted a strategic document entitled the Programme for the Strategic Development of the City of Poznan. This study formulated the mission, determined strategic goals and suggested a series of actions. As far as the ‘mission’ section is concerned, the provisions of the Programme for Strategic Development had not lost their pertinence over the years, but – after ten years – at the level of specific measures the Development Plan for the City of Poznan for the years 2005–2010 had to be prepared to present a set of structured strategic programmes. The current changes related to demographic tendencies, challenges emphasised in the development strategies of European metropolises with regard to innovativeness and the recent financial and economic crisis fully justify the initiative of preparing a new comprehensive strategic document which will indicate the directions for the development of the City of Poznan over the course of the next twenty years. Such a document should present a new approach towards the mission, and strategic goals and programmes aimed at their completion will help to make the created vision of Poznan in 2030 come true. The presented document of the Development Strategy for the City of Poznan to 2030 crowns a period of long and strenuous work that has continued in Poznan City Hall since March 2009 in collaboration with a body of scientists representing Poznan universities, specialists in the main fields of local government units’ operation and councillors of the City of Poznan. Poznan’s inhabitants were consulted over key elements of this document at various stages during its preparation. The Development Strategy for the City of Poznan to 2030 contains all elements inherent in such documents. The methodological assumptions adopted, comply with contemporary output in theory and practice of strategic management, and thus meet the professional requirements in the area of development strategy creation. While designing the strategy, efforts were made to remember that the City of Poznan will fully succeed not by having a good strategy, but only by being able to effectively implement it. Taking the foregoing into consideration, the catalogue of decisions and measures integrated within programmes was formulated so as to ensure flexibility of the strategy’s execution.

Dr hab. Cezary Kochalski, Associate Professor at the Poznan University of Economics

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I. INTRODUCTION

II. ‘STRATEGIC HOUSE’

The document of the city development strategy performs several functions, including a political function as it determines the policy of local authorities in the context of the city’s long-term development goals, as well as an information and marketing function as it informs the local community, economic entities, local and external institutions about the development priorities adopted by the city authorities, which helps to make their own decisions. It also performs an important causative function involving the launch of intensive and broad discussions among the representatives of the city’s many different circles about its present condition, the vision for its strategic development and methods to be used in order to achieve set goals. The document, the Development Strategy for the City of Poznan to 2030, was prepared with consideration being paid to all standards of methodological and subject-matter proper for the elaboration of development strategies for local government entities. The starting point was the attempt at the evaluation of Poznan’s present development stage, its condition, strengths and weaknesses of its social and economic potential, external opportunities and threats that may determine the city’s development, and development tendencies that, broadly understood, may hinder or stimulate Poznan’s development. The second stage concerned reflections aimed at answering questions about Poznan’s perception in the perspective of two decades as a city that should meet certain challenges in order to achieve its desired condition. Such perception is described in greater detail in the form of loose associations as the vision of Poznan in 2030. In short, it is contained in one sentence: ‘Poznan as a metropolitan city with a strong economy and high quality of life that bases its development on knowledge.’ The vision of Poznan is supplemented by a mission including the description of principles and values, and the action to be adopted in the process of realising that vision. The transition from reflections on the nature of the perception of Poznan in 2030 to the third stage, that is, the sequence determining the manner of achieving the target of the city’s condition, involved the formulation of strategic goals, objectives and strategic programmes. The programmes, whose description contains the goals, as well as planned measures, projects, potential sources of financing, dates for their implementation, anticipated effects and methods of measuring them and other operational information, practically constitute the tentative suggestion for the scope and implementation conditions of the Development Strategy for the City of Poznan to 2030. The method of creating the Development Strategy for the City of Poznan to 2030 with the contents of its main elements is presented in the so-called ‘Strategic House.’

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VISION

MISSION

STRATEGIC GOALS

OBJECTIVES

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PROGRAMMES

COMPETITIVE ECONOMY

increase in the enterprises’ competitiveness and innovativeness, particularly via the development of cooperation with Poznan universities and science-and-research institutions

strengthening of Poznan’s position as a European scientific and academic centre through the internationalisation of research and training

improvement of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consideration given to high tech industries, creative industries and SME sector

CITY OF KNOWLEDGE, CULTURE, TOURISM AND SPORTS

enriching sports and recreational facilities for the inhabitants and visitors

achievement of the rank of international centre of culture and tourism by Poznan

creation of conditions for the development of human capital

Increase in the City’s importance as a centre of knowledge, culture, tourism and sports

cares for safe living conditions

ensures various forms of spending free time in the areas of culture, sports and recreation

creates conditions for the development of social capital

development of social capital, creation of social cohesion and counteracting against social exclusion

STRATEGIC PROGRAMMES

QUALITY OF LIFE

improvement of the quality of education, care and upbringing

functional and spatial transformation, and reevaluation and regeneration of degraded areas

humanisation of housing estates

increase in Poznan’s attractiveness as a place to live in

improvement of the inhabitants’ health awareness and accessibility of health services

exposure and improvement in the attractiveness of valuable elements of Poznan’s space

environmentally-friendly and rational management of natural resources and waste

Improving the quality of life and the appeal of the city and its architecture

takes care of sustainable development

is distinguished by attractive space and architecture with busy historical centre

Development of an innovative economy and improving the city's investment appeal

supports activity and entrepreneurship, and attracts investments

improves the city’s functionality

POZNAN AS THE CAPITAL OF THE PROVINCE OF WIELKOPOLSKA WITH A RICH TRADITION

POZNAN AS A METROPOLITAN CITY WITH A STRONG ECONOMY AND HIGH QUALITY OF LIFE THAT BASES ITS DEVELOPMENT ON KNOWLEDGE

METROPOLIS

increase cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the communes of the agglomeration

increase in Poznan’s international importance within the network of European metropolises

Creation of the Poznan Metropolis

functions as a European centre of the Region

Source: Own study, C. Kochalski and City Development Strategy Section, City Development Department of the Poznan City Hall

‘Strategic house’

III. METHODOLOGICAL ASSUMPTIONS

The Development Strategy for the City of Poznan is a structured set of measures aimed at the sustainable1 and long-lasting development of the city that has been prepared in order to achieve strategic goals. The Development Strategy for the City of Poznan is based on the following principles: a) broad scope of competences – the strategy considers the City of Poznan in broader terms than the scope of local government competence2. It takes into account the needs of inhabitants and visitors, as well as organisations operating within and outside the city’s boundaries that influence its functioning; b) long term perspective – the Development Strategy for the City of Poznan adopts 2030 as the time perspective for its vision and mission. The programmes aimed at the execution of strategic goals may have a shorter time perspective, depending on their nature and scope of subject-matter; c) diagnostic and prognostic approach to the formulation of the Development Strategy for the City of Poznan – the strategy results from the combination of the diagnosis of the present condition of all areas of city functioning and the prognostic elements resulting from the city vision and extrapolation of tendencies in the surroundings (see the diagram below); d) evolution and continuity – an evolutionary approach is adopted to enable the utilisation of previous experiences for the purposes of more efficient and effective city development; e) compromise and selection – the strategy is the art of compromise and selection of areas that particularly affect the realisation of the vision; it does not include all measures related to the city’s functioning, but only those selected ones that constitute the media for the city development; f) flexibility – the suggested programmes may be executed depending on budget possibilities, priorities in the field of the city’s development, and legal conditions; g) horizontal dimension of the strategy – all elements of the strategy refer to commonly acknowledged challenges resulting from tendencies present in the surroundings such as ongoing globalisation, demographic changes, increased importance of ecology, needs of the disabled, etc.; h) Ongoing evaluation – the assumptions included in the strategy need to be systematically controlled; the verification of the strategy is envisaged within a minimum four-year cycle, but in justified cases this period may be shorter and cover the selected parts of the strategy; i) public consultations – in the course of work upon the strategy the opinions and suggestions of Poznan’s inhabitants were taken into consideration (public opinion surveys, meetings, the possibility to submit comments via electronic mail). 1

Sustainable development means the satisfaction of needs of the present generation without reducing the opportunities for future generations. The main elements of sustainable development are society, economy, environment and space.

Pursuant to the law of the 8th of March 1990 on communal and local government.

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Methodological assumptions

The process of strategy formulation and execution followed the diagram below:

DEVELOPMENT TENDENCIES IN THE SURROUNDINGS

PRESENT CONDITION OF THE CITY

MAJOR CHALLENGES FOR POZNAN

VISION OF 2030 POZNAN DEVELOPMENT

STRATEGY STRATEGIC GOALS OBJECTIVES MISSION PROGRAMMES, PROJECTS AND TASKS

STRATEGY EXECUTION

ONGOING EVALUATION

MONITORING AND EVALUATION OF THE STRATEGY EXECUTION

Source: Own study, City Development Strategy Section, City Development Department of the Poznan City Hall

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Methodological assumptions

The main elements of the Development Strategy for the City of Poznan are vision and mission, strategic goals, objectives and programmes. Vision – presents the desired image of the city in all vital dimensions of its development. The vision refers to major challenges facing the city. Mission – describes the principles and values adopted by entities realising the vision if the city’s development , and the primary method of its realisation. Strategic goals – determine the long-term direction of the city’s development for the realisation of its vision. Objectives – elaborate upon the strategic goals, and their execution conditions the achievement of strategic goals. Programmes – include projects and tasks for one or several areas of the city’s functioning and serve the purpose of execution of objectives. The Development Strategy for the City of Poznan to 2030 is the third consecutive strategic study for the City of Poznan. It draws upon considerably the provisions of the Programme for the Strategic Development of the City3 and the Development Plan for the City of Poznan for the years 2005–20104 that have been updated with new conditions and development tendencies in the surroundings. The Development Strategy for the City of Poznan was prepared as a combination of expert method with broadly understood public consultations, including various discussions using diversified techniques such as strategic workshops, brainstorming, Internet forums, meetings with representatives of various social groups and circles and sociological surveys. Whilst formulating the Development Strategy for the City of Poznan to 2030, the knowledge resources of the Poznan City Hall were widely used. The applied research methods and techniques included the comparative methodology of SWOT analyses (Strengths Weaknesses Opportunities Threats)5, indicator analyses and extrapolation of tendencies. The Development Strategy for the City of Poznan was collaboratively designed by employees of the Poznan City Hall, scientists, experts, authorities on public life and representatives of inhabitants and institutions. Altogether, work on the strategy involved about 300 people6. As part of the work on the Development Strategy for the City of Poznan the Strategy Council and the Strategy Working Committee were established. The Strategy Council is an opinion-giving body comprised of the representatives of the world of science, specialists, representatives of various social groups and institutions. The Working Committee conducts subject-matter works within four Working Teams: Economy and Science, Spatial Management, Communal Management and Social Services. Work on the Development Strategy for the City of Poznan to 2030 was conducted in collaboration with the team preparing the development strategy for the Poznan agglomeration7, particularly drawing upon those 3

Resolution No. CVI/618/94 of the Poznan City Council of the 17th of May 1994, http://bip.city.poznan.pl; Resolution No. XX/148/II/95 of the Poznan City Council of the 20th of June 1995, http://bip.city.poznan.pl.

Resolution No. LVI/592/IV/2004 of the Poznan City Council of the 23rd of November 2004, http://bip.city. poznan.pl.

The SWOT analysis was used as a method ordering the social and economic city development factors by way of assigning weights (from 1 – unimportant, to 5 – very important) with the use of the expert method. The descriptive part takes into consideration factors with weights ranging from 3 to 5. The SWOT analysis is comprised of four parts: strengths, weaknesses, opportunities and threats. One should note that strengths and weaknesses refer to the city itself while opportunities and threats refer to its surroundings. For this reason the SWOT analysis is used here as a diagnostic and prognostic tool. The SWOT analysis was conducted for three thematic blocks: labour (L), Recreation (R) and Residence (Re) that correspond to the city’s main tasks.

The attachment includes the list of people invited to participate in the works on the strategy.

Works on the document entitled “Functioning and development directions of the Poznan agglomeration” were initiated by the Poznan Agglomeration Council. The goal of this document is to identify the main potential areas and developmental problems of the Poznan agglomeration, and to develop common midterm development strategy till 2020 for the units (towns and communes) comprising it.

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Methodological assumptions

materials prepared by the Centre for Metropolitan Studies with regard to the social, economic, functional and spatial diagnosis of the Poznan agglomeration and directions for its development that referred to Poznan. The preparation of the concept of works on the Development Strategy for the City of Poznan, the coordination of works and the final elaboration of the draft strategy were entrusted to the City Development Department of the Poznan City Hall with the support of external experts and the methodological supervision of dr hab. Cezary Kochalski, Strategy Advisor of the Mayor of the City and Professor at the Poznan University of Economics. The organisational structure of works on the Development Strategy for the City of Poznan is as follows:

POZNAN CITY COUNCIL

MAYOR OF THE CITY DEPUTY MAYOR OF THE CITY STRATEGY ADVISOR OF THE MAYOR CITY HALL DEPARTMENTS

Team preparing the Development Strategy for the Poznan Metropolis Strategy Working Committee

DEVELOPMENT DEPARTMENT City Development Trainees Strategy Section Experts

Consultants

Strategy Council

INHABITANTS, AUXILIARY SELF-GOVERNMENTS

Source: Own study, City Development Strategy Section, City Development Department of the Poznan City Hall

The works on the draft Development Strategy for the City of Poznan lasted from February 2009 to December 2009. One may distinguish seven stages: preparation of the concept for work on the strategy, organisation of the team preparing the strategy, analytical and diagnostics work within separate diagnostic areas, works on the vision and mission, preparation of draft document of the Development Strategy for the City of Poznan to 2030 and public consultations on individual elements of the draft. Each stage of works was assigned a deadline, as specified in the table below:

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Methodological assumptions

Stage of work

Deadline

Preparation of the concept of works on the strategy

February–March 2009

Organisation of the team preparing the strategy

March 2009

Analytical and diagnostic work within separate diagnostic areas

March–June 2009

Work on the vision and mission

June–July 2009

Work on the formulation of strategic goals and the preparation of programmes aimed at their achievement

July–October 2009

Consultations and editorial work

November–December 2009

Preparation of the final version of the draft strategy

December 2009

The concept of work on the strategy8 contained: * Justification for the commencement of work, * Reference to previous strategic documents for Poznan together with their description, * Outline of the process of designing the Development Strategy for the City of Poznan to 2030. The analytical and diagnostic works distinguished the following areas: demographics, economy, Poznan metropolis, science, finances, healthcare, social help, culture and historical monuments, spatial management, housing and real estate management, infrastructure, transport and communication, education and upbringing, sports and recreation, tourism, promotion, environment, security and cooperation with stakeholders. After the analysis and assessment of the social and economic situation of the City of Poznan9, further analytical and diagnostic works were conducted in three thematic blocks corresponding to the city’s main functions of labour (polish: praca – P), recreation (polish: odpoczynek – O) and residence (polish: zamieszkanie – Z). Individual thematic blocks constituted the basis for the establishment of four thematic teams within the structure of the Working Committee. The table below presents the thematic blocks and relevant thematic teams.

In accordance with the concept of works on the draft Development Strategy for the City of Poznan till 2030, City Development Strategy Section, City Development Department of the Poznan City Hall.

Social and economic situation of the City of Poznan in 2008, City Development Department, Poznan City Hall, Poznan 2009.

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Methodological assumptions

Thematic blocks in the works on the strategy

Thematic teams

Praca (Labour) – refers to phenomena shaping the development of the city’s economy and higher education sector

Economy and Science

Odpoczynek (Recreation) – understood as the provision of various forms for spending one’s free time, including sports, culture and tourism, by the city

Zamieszkanie (Residence) – refers to the city’s measures with regard to the creation of space and provision of suitable infrastructure development

Social Services

Spatial Management, Communal Management

Considering the present conditions and developmental challenges facing Poznan, it seemed purposeful to formulate new contents for the mission to describe the principles and values, and the manner of its realisation adequate for a city of success10 which refers to its rich tradition and developed style of entrepreneurial activity. Preparation of the draft strategy involved: * Review of the provisions of the Programme for the Strategic Development of the City, the Development Plan for the City of Poznan for the years 2005–2010, industrial strategies and policies, development plans and programmes for various areas of the city’s functioning, * Formulation of conclusions from the completed analytical and diagnostic works, * Analysis of conclusions, hypotheses, suggestions and comments reported during the sessions of the Strategy Council, the Strategy Working Committee and public consultations, * Creation of a map for designing the document of the Development Strategy for the City of Poznan to 2030, 11 * The appointment of ‘programme hosts’ and entrusting them with the tasks of establishing teams and preparing programme contents. * Ensuring coherence of individual elements of the document of the Development Strategy for the City of Poznan to 2030, * Preliminary evaluation of the possibility of the strategy’s implementation.

Report from the first session of the Strategy Council: http://poznan.pl/strategia.

Attachment: List of strategic programmes with their coordinators.

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Methodological assumptions

While designing the strategy, both primary and secondary sources of information were used12. Secondary sources include databases of studies and statistics of the Poznan City Hall, analytical and diagnostic studies of the GUS (Central Statistical Office) and EUROSTAT, Biuletyn Informacji Publicznej (Public Information Bulletin), legal acts, directives of the European Commission, laws, regulations and publications on Internet websites.

The list of primary sources is included in the attachment.

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Methodological assumptions

Implementation of the Development Strategy for the City of Poznan to 2030. The formulation of declarations containing the vision and mission in the Development Strategy for the City of Poznan to 2030 is of practical importance to the process of its implementation. The vision of Poznan in two decades offers an image that inspires one to undertaking measures, motivates one to act and allows one to achieve understanding above political divisions in order to fulfil the goals agreed upon in the process of strategic planning. The mission answers the question why the city’s local government undertakes certain measures by simultaneously referring to the values important to the city, and points to the basic means of achieving the adopted vision compliant with those values. Two levels of strategic goals and strategic programmes are deemed as basic in the process of strategy implementation. This provides all those involved in its implementation with the opportunity to easily become acquainted with the structure of strategy’s goals. The strategic goals and programmes are assigned execution indicators, which helps to monitor progress in their execution. The implementation of the Development Strategy for the City of Poznan to 2030 will be based on the following two major principles: Co-management – management of the city’s development via the coordination of measures of many various interested partners. The complexity of contemporary development processes requires cooperation of many administrative, economic and social organisations that are characterised by different scales and scopes of activity, and organisational culture. In this process the city authorities are entrusted with the role of coordinator that draws upon its own vital resources. The level of the local government’s ability to cooperate with external partners shall determine Poznan’s strength and competitive position in relation to other metropolises. The main agents interested in the city development whose cooperation is indispensable include authorities of the city, the region and the district, local government in the surrounding communes and other administrative institutions as well as inhabitants and entrepreneurs. Leadership – at all levels of self-government, from its leadership to persons heading up individual projects and measures, it is necessary to achieve identification with strategic goals, assumption of responsibility, and participatory, efficient and motivating leadership that helps to effectively achieve common goals via an organised collaborative effort. Special responsibility is placed upon the Poznan City Council which, by adopting the strategy, decides about its final shape and supervises its implementation and, by passing resolutions concerning the city’s budget and long-term investment programme, determines the actual directions of the resources’ utilisation and the chronological order of strategic ventures’ implementation, as well as upon the Mayor of the City as the executive body accountable to the City Council and the inhabitants for executing the strategy. The adoption of the development strategy coincides with the implementation in the Poznan’s local government of the long-term financial forecast and task-based budget as a statutory requirement, which necessitates the determination of relations between these documents and the processes of strategic and budgetary planning.

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Methodological assumptions

The basic assumptions are as follows: t "T B EPDVNFOU EFUFSNJOJOH MPOH UFSN HPBMT UIF DJUZ EFWFMPQNFOU strategy is a superior study to the long-term task-based budget (in the perspective of 5 years). t 8IJMF QSFQBSJOH UIF MPOH UFSN UBTL CBTFE CVEHFU POF IBT UP strive to execute the goals of the cityâ&#x20AC;&#x2122;s development strategy and control these efforts by monitoring the quantity of financial resources assigned to the strategyâ&#x20AC;&#x2122;s implementation in the budget. t 5IF SPMMJOH DIBSBDUFS PG UIF MPOH UFSN UBTL CBTFE CVEHFU FOBCMFT flexible adjustments of local governmentâ&#x20AC;&#x2122;s financial involvement in the strategy execution. t 5IF BOOVBM QSPDFEVSF PG MPOH UFSN UBTL CBTFE CVEHFU QSFQBSBUJPO should become the method for the reconciliation of the structure of local governmentâ&#x20AC;&#x2122;s activities due to their nature with division into strategic, â&#x20AC;&#x2DC;standardâ&#x20AC;&#x2122; and investment tasks. t 5IF $JUZ $PVODJM XJMM CF JOGPSNFE BCPVU UIF QSPHSFTT JO TUSBUFHZ implementation every year on the occasion of the report on the execution of the budget and the social and economic situation of the city for the previous year, and every two years in the form of a synthetic report analysing the indicators.

*STRATEGY FOR THE CITY OF POZNAN 2030

1. General comments As one of the oldest and largest Polish cities, Poznan is the historical capital of the Wielkopolska Region where the Polish State was born over 1,000 years ago. Today Poznan is an important national and European centre of industry, trade, culture, higher education and science; it is also one of the leading Polish cities in terms of its economy. Its geographic and communication location in Europe and in the country provides the city with a privileged position. Poznan is the meeting place of west-east and north-south transportation routes, including the pan-European transport corridors from Berlin to Moscow and from Gdańsk to Prague. The city is situated half way between Berlin and Warsaw, 160 km from the Polish-German border. Poznan’s location within the sphere of impact of Berlin, one of the largest agglomerations in Europe, is a vital factor in the formation of mutual contacts important for the city’s development. As the capital of the Province of Wielkopolska , Poznan plays a dominant part in the development of the region. The most important factors of economic development, such as scientific and research potential, business environment institutions, foreign capital and entrepreneurship are all concentrated here. An important function is also performed by the Poznan International Fair and supraregional services related to education, culture, healthcare and sports. As the administrative centre of the Province of Wielkopolska, the City is the seat of the Wielkopolska Voivode and the Marshal of the Wielkopolska Province. Apart from the authorities of the City of Poznan which has the status of both a commune and a county, Poznan is also the seat of the Poznan land district authorities. In Poznan there are also the offices of the Association of Polish Cities and the Association of Wielkopolska Municipalities and Counties. A suburban zone of residential, industrial, service and craftsmanship nature is developing around the city. It covers the urban areas around Poznan with centres characterised by established functional connections in the social and economic spheres and developed transportation infrastructure. These connections clearly lean towards the capital of the region which concentrates supralocal services for the entire agglomeration area comprised of Poznan and the neighbouring communes of the Poznan district forming a system of two rings surrounding the city. The above-defined agglomeration area constitutes 10% of the Province of Wielkopolska inhabited by 870,000 people, that is nearly 30% of Wielkopolska’s population13. The Poznan agglomeration is characterised by a highly urban character of outlying areas, huge demographic potential with possible migration areas, a buoyant and developed labour market, dynamic economy, established transportation network, rich natural environment and a high level of attractiveness for tourism. This offers good perspectives for the comprehensive development of this area, which allows one to consider the Poznan agglomeration as a metropolitan centre. Poznan also has opportunities to gain the status of an important Europol14. They stem from the development of stronger transport, economic, scientific and cultural connections of Poznan with other European centres. The internationalisation of many spheres of the city’s functioning is both a requirement and a result of the competitiveness of cities in the EU which have a development potential similar to Poznan’s. The observed development of business connections indicates the Poznan’s rising status. 13

This is not the only delimitation of the Poznan agglomeration area. Pursuant to the concept of the Wielkopolska Spatial Planning Office, the agglomeration covers 21% of the Region’s surface and includes also Wągrowiec, Nowy Tomyśl, Gniezno, Września and Kościan.

Europol – a pole / a centre of social and economic development of European importance.

*STRATEGY for the City of Poznan 2030

IV. PRESENT CONDITION OF THE CITY

Present condition of the city

The present condition of the City of Poznan may be characterised by referring to the situation in the following areas: demographics, economy, metropolis, science, finance, healthcare and social help, culture and historical monuments, spatial management, housing and property management, infrastructure, transport and communication, education and upbringing, sports, recreation and tourism, promotion, environment, public security and cooperation.

2. Demographics Poznan is Poland’s 5th most populous city (after Warsaw, Łódź, Kraków and Wrocław). Poznan’s inhabitants constitute 1.5% of the country’s population and 16.5% of that of the Province of Wielkopolska. At the end of 2008 Poznan was inhabited by 557,300 people. The feminisation index amounted to 115, and has continued unchanged since 1999. The density of population per 1 km² amounts to 2,129 people.

people

Population in the years 1999–2008

years City of Poznan Total for agglomeration

Total for the Poznan district Agglomeration – urban areas

Other communes Agglomeration – rural areas

Source: ‘Demographic and social potential of the Poznan agglomeration,’ ed. B. Łodyga, in: ‘Poznan Agglomeration. Functioning and Development Directions. Stage I. Diagnosis,’ Centre for Metropolitan Studies, Adam Mickiewicz University in Poznan, Poznan 2009

Age structure of the Poznan population in 2008 Men

age in years

Women

surplus of the number of women over the number of men

surplus of the number of men over the number of women

*STRATEGY for the City of Poznan 2030

Present condition of the city

From the beginning of the 1990s the drop in population caused by negative migration has continued in the city in accordance with the tendency characterising most large cities in Poland. Up to 2006 a negative birth rate could be observed. In 2008 this indicator per 1,000 inhabitants amounted to 0.7. For the last 15 years Poznan has noted a steady rise in the average life span. In 2008 the average life span amounted to 72.7 years for men and 80 years for women. Approximately 5,600 people die in the city each year15. Internal growth per 1,000 inhabitants in Poznan in the years 1990–2008

%o 14 12 10 8 6 4 2

Birth rate

0 -2

Marriages

Live births

Migration balance

Infant deaths per 1,000 live births

Total for deaths

-4 -6 -8 1990

2002

2004

2005

200 06

20 007

2008

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Over two thirds of Poznan’s population consists of people of working age (18–59/64). Since 2007 the strength of this group has been decreasing similarly to the pre-productive age group (up to 18), with the simultaneous rise in the post-productive age group (from 59/64). This results from the expansion of the population’s life span with the simultaneous low number of births. Forecasts envisage the continuation of this tendency.

in thousands

Poznan population structure by economic age groups in 2008

pre-productive (aged 0-17)

productive (aged 18-59/64) women

post-productive (aged 65 plus)

men

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall 15

For years main causes of death have included cardiovascular system diseases and tumours.

*STRATEGY for the City of Poznan 2030

Present condition of the city

Since 2000 a negative migration balance has been noted. At the end of 2008 it amounted to -5.7‰. Most people emigrating from the city chooses the Poznan district area as their new place of residence. This is caused by lower prices of properties and more favourable living conditions. The maintenance of the above-mentioned tendencies threatens the city with rapid depopulation in the future. Research by the Statistical Office in Poznan shows that, at present, a considerable number of people from communes located in the Poznan agglomeration commutes every day to Poznan. According to the demographic forecast prepared by the Centre for Regional Statistics (CRS) at the Poznan University of Economics, the Poznan population will systematically decrease over subsequent years to reach the level of 506,500 inhabitants in 2030, that is 9.7% less than in 2007. The drop in population will continue despite the fact that the forecast envisages, for example, a lower mortality rate and higher fertility rate among Poznan’s female inhabitants. The forecast takes into consideration the diversification of tendencies among age groups below the age of 24. Apart from general drop in figures, one may expect temporary rises in the number of children aged 3–6 in the period of 2008–2012, aged 7–12 in the years 2010–2017, and people aged 19–24 after 2021. A considerable rise in the post-productive population (by 66%) is also anticipated at the level of 65,500 people. It is further forecast that another fall will take place in the pre-productive age group (up to the age of 17) whose strength in 2030 is to be lower by 15.5% than that noted in 2007. A similar tendency will refer to the group of people in the productive age: according to the CRS, it is predicted that by 2030 the drop in this group will amount to 28%. Centre for Regional Statistics’ demographic forecast for Poznan for the years 2005–2030. Economic age groups

Strategic conclusions

Poznan’s Population will be falling up to 2030. This fall will be compensated by a rise in Poznan’s suburban population. In 2030 the population in the Poznan agglomeration will be similar to its present day figure. The drop in Poznan’s population results from a negative migration balance and, in the near future, a negative birth rate. Demographic changes will strongly affect the labour market, education, demand for services addressed to the elderly, and the financial situation of the city.

in thousands

Demographic potential places Poznan among metropolitan cities.

2005

2006 pre-productive

2007

200 08

2009 productive

2010

2015

2020

2025 5

post-productive

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

In contrast to Poznan, the neighbouring communes will be dynamically developing in terms of demographics, and the population there will grow. As a result, the population of the entire Poznan agglomeration till 2030 will continue at an almost unchanged level.

*STRATEGY for the City of Poznan 2030

Present condition of the city

3. Economy 3.1. Economic structure

Gross Domestic Product per Poznan inhabitant in the years 1995–2007 in thousands of PLN

ϳϬ

Poznan’s economy is structurally diversified and multi-faceted with the dominant services sector generating 71% of the gross value added value (GVA) and providing work places for 74% of all employed in Poznan. The economy is dominated by trade, financial services, education and the property market. Good economic development is confirmed by Poland’s highest (after Warsaw) value of gross domestic product (GDP) generated in Poznan which, in 2007, amounted to a total of PLN 35.2 billion and PLN 62,400 per inhabitant (202% of the national average and 193.5% of the average for the Province of Wielkopolska). The percentage of GVA generated in Poznan constitutes 3% of Poland’s GVA and 32% of GVA for the Province of Wielkopolska. In the last few years the following sectors: automotive, furniture, teleinformation services (including IT outsourcing) and logistic services; have been developing dynamically. Work is currently being conducted to launch the Wielkopolska Furniture Cluster, the Wielkopolska Moto-Cluster and the Wielkopolska Tele-information Cluster that will increase the competitiveness of these branches on the domestic and international markets. Sub-zones of the Kostrzyn-Słubice Special Economic Zone were established in Poznan to provide investors with breaks and facilitate implementation of entrepreneurship. The German Volkswagen concern, the largest foreign investor in Poznan, is already benefitting from these. It is planned to establish other sub-zones. The demand for modern office and conference centres is growing. Recently erected buildings of the Poznan Financial Centre and the Andersia Tower have already become the showpieces of the city.

3.2. Economic activity At the end of 2008 the REGON system listed 93,300 economic entities registered in Poznan (that is 26% of all entities registered in the Wielkopolska Region and 2.5% of those registered in Poland), 91,700 of which operated in the private sector. There were 167 economic entities per 1,000 people, which is the highest level among all regional capitals (apart from Warsaw). The greatest number of companies (nearly 72%) belonged to natural persons conducting business activity. A sizeable group among economic entities was comprised of commercial and civil law companies (22%). The most numerous group (99%) among Poznan companies consisted of small companies employing up to 49 people with the dominant share of micro-enterprises employing up to 9 people (95%). At the end of 2008 there were 2,700 registered companies with foreign capital originating most often from Germany (47%), the Netherlands (14%) and France (6%). Nearly half of these companies are micro-enterprises with up to 9 employees. Most enterprises conducted services, and 70% of these provided market services. The highest interest was enjoyed by commercial activity (29%) and real estate and business services (24%). Every fifth enterprise conducted activities related to industrial production or construction. From the mid 1990s Poznan has noted a dynamic development of entrepreneurship. In the years 2002–2008 there were established 9,400 new economic entities (mainly natural persons conducting business activity and micro-enterprises), primarily in the market services sector (the greatest figures have been noted

*STRATEGY for the City of Poznan 2030

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ϮϬϬϮ

ϮϬϬϳ

Source: Statistics, Analysis and Reporting, City Development Department of the Poznan City Hall

Present condition of the city

Sources of gross added value generation in Poznan in 2007

agriculture 0,1%

ﬁnancial intermedia�on, real estate and business services 22,2%

trade and repairs; hotels and restaurants; transport, storage and communica�on 32,8%

services 70,8%

other services 16,2%

industry and construc�on 28,7%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

in the ‘real estate and business services, education’ section with 4,600). The company creation rate is high observing a considerable rise in the years 2003–2008. Poznan has a high and growing saturation of the economy with enterprises of diversified sectoral structure. Generated almost exclusively by the private sector, the enterprise creation rate is also high and growing, and newly established companies are, in approximately 80% of cases, set up by natural persons conducting business activity16. The city is dominated by the electrical engineering, chemical and food processing industries. The following companies belong to the country’s top manufacturers in their industry: Nivea Polska Sp. z o.o., Unilever Polska SA, Exide Technologies SA, Fabryka Wodomierzy Powogaz SA, GlaxoSmithKline Pharmaceuticals SA, Kimball Electronics Poland Sp. z o.o.,

Structure of economic entities in Poznan by size of employment in 2007 from 10 to 49 people 4,2%

from 50 to 249 people 0,8%

from 250 to 999 people 0,1% over 1,000 people 0,0%

from 0 to 9 people 94,9%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall 16

A. Gaweł, Economic development and entrepreneurship in Poznan, Poznan 2009.

*STRATEGY for the City of Poznan 2030

Present condition of the city

H. Cegielski Poznań SA, Polska Kompania Piwowarska SA, Wyborowa SA, Bridgestone Poznań Sp. z o.o., Volkswagen Poznań Sp. z o.o. and Wrigley Poland Sp. z o.o. In the last few years one could observe the development of general and residential construction services market represented by such well-known companies as Hydrobudowa 9 Przedsiębiorstwo Inżynieryjno-Budowlane Sp. z o.o., regional branches of the following concerns: Strabag, Hochtief, Skanska, Warbud, Budimex, Romex, Jedynka Poznań SA, Przedsiębiorstwo Produkcyjno-Budowlane ATANER, Przedsiębiorstwo ProdukcyjnoUsługowe i Handlowe AGROBEX, Wielkopolskie Przedsiębiorstwo Robót Inżynieryjnych WUPRINŻ – Poznań Sp. z o.o., Elektromontaż Poznań SA, and Przedsiębiorstwo Robót Inżynieryjno-Budowlanych Poznań Sp. z o.o. The market of construction and home furnishing materials also developed. The largest manufacturers and supplies in this industry include Aluplast Sp. z o.o., Kreisel Technika Budowlana Sp. z o.o. and Fabryka Papieru Malta – Decor SA. Up till 2009 the financial results of Poznan companies were good17. In comparison to other Polish cities, Poznan enterprises stand out for their high profitability indicators (see diagram below). The economic condition of Poznan enterprises started to worsen in 2009 due to the influence of the economic crisis on the global markets. Changes in the gross revenue profitability indicators of enterprises in the largest Polish cities in the years 2000–2008 12 10

Indicator value

8 6 4 2 0 2002

2003

Gdańsk

Katowice

2004

2005 5

2006

2007

2008

-2 Kraków

Łódź

Poznan

Warsaw

Wrocław

Source: based on: C. Kochalski, Preliminary assessment of Poznan enterprises’ activities in comparison to other cities, Poznan 2009, City Development Strategy Section, City Development Department of the Poznan City Hall

Poznan and its neighbouring communes are among the country’s leaders in terms of the concentration of large-scale commercial trading areas. These large-scale commercial trading areas (shops over 400 m²) occupy over 60% of the city’s commercial space, and shopping centres with the surface of over 2,000 m² take up nearly half of all commercial space. The city has 15 large shopping and services centres (multi-industry shopping centres, specialist shopping centres, shopping malls and large department stores) taking up over 8,000 m2 of commercial surface, large 17

C. Kochalski, Preliminary assessment of Poznan enterprises’ activities in comparison to other cities, Poznan 2009.

*STRATEGY for the City of Poznan 2030

Economic entities registered in Poznan in the years 1990-2008 number

total

private sector

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

foreign retail trade chains such as Auchan, Biedronka, Carrefour, Castorama, Giant, IKEA, Intermarche, Kaufland, Leroy Merlin, Lidl, M-1, Netto, Tesco and Żabka, and wholesale trade chains like Eurocash, Makro Cash and Carry and Selgros. The biggest national investors are represented by the chains of ‘Piotr i Paweł’ supermarkets, and ‘Chata Polska’ and ‘Lewiatan’ shops. More and more new complexes are established in Poznan to offer trade services, as well as recreational and cultural services (e.g. King Cross Marcelin, Centrum Plaza, Centrum Handlu, Biznesu i Sztuki „Stary Browar’ [‘Old Brewery’ Centre of Trade, Business and Art], Centrum Malta, Centrum Green Point). New venues are also under construction. Wielkopolska Giełda Rolno-Ogrodnicza (WGR-O, Wielkopolska Agricultural and Horticultural Market), a modern wholesale market of fruit, vegetables, fresh and artificial flowers and food products that complies with the European standards, has been operating and dynamically developing in Poznan since 1992. It is an example of a model solution for the organisation of the food, horticultural and agricultural products trade in a large urban agglomeration. The expansion of the Market’s commercial sites started in 2009. Despite growing competition in this area, Poznan remains the trade fair capital of Poland. Every year it is home to over 50 large international fair events attended by over 10,000 exhibitors from 60 countries of the world. Międzynarodowe Targi Poznańskie Sp. z o.o. (Poznan International Fair, company with shares owned by the City) is the unquestioned leader among Polish fair organisers. In terms of floorspace sold, the Poznan International Fair has nearly half of the domestic market (48%). The PIF also occupies first place with regard to the number of exhibitors (38% of the total number) and visitors (43%). Fair events organised by the PIF take the lead in Poland in terms of the number of exhibitors (BUDMA: I; TOUR SALON: II and POLEKO: III) and sold exhibition area (BUDMA: I, DREMA: III, MEBLE: IV, POLEKO: V). PIF has at its disposal Poland’s largest trade fair centre with a surface area of over 140,000 m2, 16 contemporarily furnished pavilions, a 70 room congress centre that may accommodate over 5,000 people, and pavilions with conference seats for nearly 10,000 people. The Międzynarodowe Targi Poznańskie (Poznan International Fair) company was awarded with the ‘Professional Business Tourism Organiser in Poland’ granted by the Polish Tourist Organisation. Poznan is an important banking centre in Poland. At the end of 2008, 333 branches and subsidiaries of 44 banks (including 3 cooperative banks) were operating in Poznan. The large number of banking institutions turns Poznan into an attractive Polish city in terms of accessibility of banking services. The scope and quality of financial services provided comply with standards in accordance with those in European Union member states. The greatest share in the network of bank branches belongs to four banks: PKO Bank Polski SA (nearly 14%), Pekao SA (10%), neoBank (SGB; 9,6%) and Bank Zachodni WBK SA (8%). Foreign banks also have their branches in the city. The network of cooperative savings and credit funds (SKOK) is also increasing its share in the financial services sector. Numerous economic and entrepreneurial counselling organisations are based in Poznan. They provide companies with assistance in the preparation of business plans, establishment of national and foreign contacts, organise training sessions, provide counselling services, create platforms for exchanging experiences and promote the idea of entrepreneurship. Most of them do not limit their activities to the local market and cover the whole area of the Province of Wielkopolska or Poland, and some actively participate in international cooperation. The following organisations have the greatest number of members: Polska Korporacja Organizatorów Targów i Wystaw Gospodarczych (Polish Corporation of

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Fair and Economic Exhibition Organisers), Wielkopolska Izba PrzemysłowoHandlowa (Wielkopolska Chamber of Industry and Trade), Wielkopolska Izba Budownictwa (Wielkopolska Chamber of Construction), Wielkopolska Izba Rzemieślnicza (Wielkopolska Crafts Chamber), Wielkopolskie Zrzeszenie Prywatnego Handlu i Usług (Wielkopolska Association of Private Trade and Services), Polska Izba Gospodarcza Importerów, Eksporterów i Kooperacji (Polish Chamber of Commerce of Exporters, Importers and Cooperation), Wielkopolski Klub Kapitału (Wielkopolska Capital Club), Stowarzyszenie Małych i Średnich Przedsiębiorstw (Association of Small and Medium-sized Enterprises). Entreprise development is one of the priorities of the Poznan authorities which undertakes measures in order to assist the owners of small and medium-size enterprises in running their businesses. One may list here such measures as the creation of the Poznan Credit Warranty Fund for entrepreneurs from the Wielkopolska Region, organisation of professional training sessions for active and future businessmen, promotion of successful ventures of the Poznan SME sector companies (‘Lider Przedsiębiorczości’ [Leader of Entrepreneurship] competition whose aim is to promote the best companies from the Poznan agglomeration), establishment of the Economic Information Point and the Internet information service for entrepreneurs. The completed ventures include the Wielkopolska Innovative Platform containing the database of offers of the Wielkopolska scientific and research centres addressed to entrepreneurs and the database of demand for services on the part of these units, as well as MSP-e-kontakt Internet Small Business Exchange, that is an Internet platform for establishing online business contacts between local SME sector entrepreneurs and potential business partners and clients. Academic entrepreneurship support model was developed, and works are continuing on the project of the Poznan Centre of Entrepreneurship and Innovation and the Technology Transfer Centre. Some projects obtained co-financing from EU funds. The SME development support projects are also executed by the authorities of the Province of Wielkopolska. Poznan is also home to the Poznan Centre for Entrepreneurship Support, financed by the City of Poznan and the Poznan County, that provides free information, counselling and training services for people starting and running a business. As part of the Entrepreneurship and Employment Support Network, Poznan institutions offering entrepreneur support reached a cooperation agreement in order to develop a local network of services for entrepreneurs and employers from the SME sector, people planning to set up a business and looking for employment. The City also supports the existing entrepreneurship incubators and undertakes measures to establish new ones.

3.3. Innovativeness in industry According to the Central Statistical Office (GUS), the expenditure on innovative activity in industry in 2007 exceeded PLN 380,000,000. Most of the resources (nearly 60%) was assigned to investment in machinery, technical devices and means of transportation.. Only 5% was spent on research and development activities. The structure of industrial production sold and employment in Poznan’s industry has allowed the city’s economic development to be placed at the initial phase of the third stage of development directed by innovations and scientific-and-technical progress already achieved in 2003. Although even in 2002 the labour- and raw-material intensive sectors and standard base technology production sectors generated 41% and 19%, respectively,

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Indicator value

Turnover profitability indicator for industry in Poznan in the years 2000-2008

gross

net

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

of the city’s sold industrial production, the technologically intensive sectors already had considerable significance in the city’s industry in terms of both production structure and employment structure. However, these are only the initial phases of this stage, and the shifts in the structure of sold industrial production identified by 2008 show that the city’s economy, despite its gradual movement towards the intensification of advanced technology, still requires the transfer of technology, a greater scope for benefitting from knowledge in enterprises, and the increase of innovativeness in production and networking within the economy.18. The innovativeness of industry and construction in the City of Poznan, and to a slightly smaller degree in the Poznan agglomeration, is largely imitative in nature, which means that the innovations introduced usually do not result from the original thought of entrepreneurs but mimic existing patterns, mainly due to insufficient cooperation between enterprises and local scientific and research institutions. As far as the introduction of new products and services is concerned, the most innovative branches include the chemical, metal and furniture industries. The smaller scope of innovativeness can be noticed in the food-processing and machine industries. Nearly 70% of enterprises operating in the Poznan agglomeration have contracts for cooperation with other companies, universities and R&D centres from the region, and half of these contracts have been made formally, largely in the chemical, machine and electric machine, metal, furniture, automotive and food-processing industries. More than half of the contracts refer to cooperation in the field of production and distribution, while every third contract covers cooperation related to R&D activities. Such high indicators enables one to conclude that in the future such cooperation can be expected to raise these enterprises ability to innovate. According to the report published in 2007 by the Polish Academy of Sciences, Poznan companies with the highest level of innovativeness include GlaxoSmithKline Pharmaceuticals SA, H. Cegielski – Poznań SA, Intel SA, Volkswagen Poznań Sp. z o.o. and YES Biżuteria Sp. z o.o. In a modern economy an important part is played by companies operating in the creative sectors which, apart from universities and scientific-andresearch centres – include information technologies, services in the field of architecture, art and media, craftsmanship, financial, business and legal services. This sector has been dynamically developing in Poznan. In the course of 5 years the number of such companies rose by 45%, mostly in the sectors related to legal and business services (by more than 70%) and IT services (by more than 60%)19. In 2005 every sixth company registered in Poznan is operating in the creative sectors: every third company in the legal and business services, every sixth company in financial intermediation, every eighth company in the architecture sector, and every tenth company in the trade in works of art and antiques. Most companies (96%) in the creative sectors were micro-enterprises (employing up to 9 people) that provided work places for 31% of all those employed. Since 2001 the number of people employed in the creative sectors has risen by more than 30%, most considerably in IT services (by 135%), legal and business services (by 79%) and advertising (by 40%). Poznan was home to 75% of creative sector companies registered in the Poznan agglomeration that provided places of work for 83% of people employed in these sectors. According to data from the Polish Agency for Enterprise Development, the largest high-tech companies operating in Poznan include Wytwórnia Sprzętu Komunikacyjnego Poznań Sp. z o.o., Biofarm Sp. z o.o., 18

W. M. Gaczek, Knowledge-based economy in Poznan, Poznan 2009.

T. Stryjakiewicz, M. Męczyński, K. Stachowiak, Creative sector in the Poznan economy, Poznan 2009.

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

GlaxoSmithKline Pharmaceuticals SA, Poznańskie Zakłady Zielarskie Herbapol SA, Przedsiębiorstwo Farmaceutyczne Ziołolek Sp. z o.o., Przedsiębiorstwo Farmaceutyczno-Chemiczne Synteza Sp. z o.o., Alma SA, Ever Sp. z o.o., ForComSp. z o.o., AFG Elektronika Przemysłowa Andrzej Garczarek, Unitech Sp. z o.o., Zakład Obwodów Drukowanych Plater Sp. z o.o. and Eterom Sp. z o.o.

Foreign direct investments per inhabitant in Poznan in the years 1990-2008 in thousands of USD

3.4. Investments Poznan is one of the most attractive cities for investors. In the years 1990–2008 the cumulative value of capital expenditure amounted to PLN 23 billion (PLN 42,000 per 1 inhabitant). Despite the high activity of foreign investors, the city is dominated by investments financed from domestic sources. Their share in the overall investment value is 74%, including in this a 6% share of expenditure on the City’s local government investments. Since the mid 1990s Poznan’s high level of attractiveness for investment (the Poznan sub-region occupies a high spot in the ranking of investment attractiveness of Polish regions and sub-regions published by the Gdańsk Institute for Market Economics) has been an incentive for foreign investors who have undertaken numerous ventures. Since 1990 over USD 6 billion, that is USD 11,000 per inhabitant, have been invested here mainly in industrial production, in particular the automotive industry, food processing, pharmaceuticals, trade and services. Dynamic development may also be observed in the market of office spaces for rent, and BPO20 and SSC21. Over 70% of foreign capital originates in Germany, the United Kingdom, USA, France and Japan, and the largest investors include Allied Irish Bank, Apollo Riva, Beiersdorf, Bridgestone, Dalkia Group, Exide, GlaxoSmithKline, King Cross Group, Klepierre, Kronospan Holding, Neinver, Period Ricard, SABMiller, Unilever, Volkswagen, von der Heyden Group and Wrigley. Poznan is also home to the centres for IT, design, financial, accounting and R&D services of such well-known companies like Bertelsmann, Carlsberg, Dalkia, Duni, Franklin Templeton, GlaxoSmithKline, Grace, Kleffmann, MAN, Microsoft, Open Text, Roche, Telcordia, Unilever and Wikia. Other large investments in this field have been announced. The City of Poznan attracts new investors and supports entrepreneurs that are already operating here. Some examples of the special support instruments include the care and attention of individual advisor from the City of Poznan for an investor who contributes a minimum of EUR 5 million or creates at least 50 work places, and refunds for internships of Poznan students in the IT or shares services companies that create at least 100 work places (or 10 in a R&D centre) in Poznan. Private domestic capital is also more and more interested in investing in Poznan. The largest Polish investments made recently include construction of the ‘Old Brewery’ Centre of Trade, Business and Art by Fortis Sp. z o. o., a private Polish company, and the construction of the Malta Office Park by Echo Investment SA. Poznan’s development is considerably affected by the opportunities of benefitting from EU funds. Following Poland’s accession to the European Union, the City of Poznan, as well as companies and organisations operating in Poznan have obtained over PLN 1 billion from the EU. The greatest part of these resources has been assigned to the expansion of the infrastructure of the transportation and sewage systems, scientific base, research and didactic programmes. 20

BPO (Business Process Offshoring) – separation and transfer of non-production functions of companies abroad. The BPO centres include at least five types of services: information technologies, financial and accounting services, research-and-development and logistic-and-warehouse services and call centres. SSC (Shared Services).

*STRATEGY FOR THE CITY OF POZNAN 2030

1990 19 999 1990 20 003 1990 20 007 Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

3.5. The employed According to the data from the Central Statistical Office22, 62% of Poznan’s inhabitants are professionally active. In 2008, 227,800 people worked in Poznan. There were 409 people employed per 1,000 inhabitants. After the period of structural changes the share of the private sector stabilised at the level of approx. 65%. As with cities in Western Europe, the services sector provides employment for 74% of Poznan’s inhabitants, mostly in market services. 26% of all those employed works in industry and construction. The greatest share is comprised of people employed in companies operating in the fields of industrial processing, trade and repairs, real estate and business services, and education. The BPO and SSC centres (owned mainly by foreign entrepreneurs) that have been dynamically developing in recent years, provide employment for almost 2% of the employed. In the last few years the highest rise in the share of employees has been noted in the sections of ‘industry’, ‘trade, repairs’ and ‘real estate and business services, education.’ Employment structure in Poznan in the years 1999–2007 300

250

200

150

100

in thousands

in persons

Number of the unemployed in Poznan in the years 2004-2009

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

0 1999

2000

2001

2002

industry and construction

2003

agriculture

2004

2005

non-market services

2006

2007

market services

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

In recent years the greatest number of new work places has been created by the group of small enterprises (employing up to 49 people) that constitute 99% of all companies registered in the REGON system. At the end of 2008 the largest industrial employer was the Volkswagen concern employing over 5,000 regular workers and about 1,500 temporary workers, and in the education sector the lead belonged to Adam Mickiewicz University (over 4,000 employees). Other employers included in the sphere of large companies that provide employment to over 1,000 people are, for example, Bridgestone Poznań Sp. z o.o., Enea SA, GlaxoSmithKline Pharmaceuticals SA, H. Cegielski Poznań SA23, Kompania Piwowarska SA, Miejskie Przedsiębiorstwo Komunikacyjne Sp. z o.o., Poznan University of Technology, Uniq Lisner Sp. z o.o., Poznan University of Economics, Poznan University of Medical Sciences, Poznan University of Life Sciences, Poznan City Hall and the Poznan-Old Town Healthcare Unit.

22 23

GUS (Central Statistical Office) website: www.stat.gov.pl. H. Cegielski Poznań SA struggles with difficult situation caused by the shipyard crisis. Remedial works are in progress.

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Employment structure in Poznan by PKD sections in 2007

Strategic conclusions Poznan has a balanced economy. The economy of the City of Poznan is characterised by the developing SME sector, diversification of industrial branches, dynamic services sector, developed infrastructure and fast development of trade. In comparison to other Polish cities the economy of the City of Poznan is characterised by high efficiency.

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

For the economy to be a stable source of Poznanâ&#x20AC;&#x2122;s development thanks to its innovativeness and competitiveness it requires greater scope of knowledge utilisation by enterprises, and improvement of production innovativeness and networking.

3.6. Unemployment According to the register of the District Labour Office in Poznan, at the end of 2008 5,700 people were unemployed. Since the mid 1990s the unemployment rate in Poznan has not only been the lowest in the region but has also belonged to the lowest in Poland. In December 2008 it amounted to 1.7% and was the lowest in Poland (five times lower than the unemployment rate for Poland). In the course of 2008 the situation on the labour market radically changed. After three years when the number of people looking for employment had been decreasing due to the high level of occupational emigration to the EU member states, starting from the 4th quarter of 2008 the crisis on the global markets caused a rise in the number of unemployed and the reduction of the number of job offers. From the beginning of the year up until December 2009 the number of registered unemployed rose by 3,500 people, and the unemployment rate, though still one of the lowest in Poland, reached the level of 3.1%. It is most difficult to find employment for people aged 25 to 34 (in December 2008 they constituted over 30% of the unemployed). Young people, up to the age of 25, constituted nearly 13% of all the unemployed. Their number considerably increased only at the end of last year, when the attractiveness of occupational emigration to Western European countries, particularly to the United Kingdom and Ireland, became lower. Among those who were looking for employment 1/3 did not have any professional experience or worked for less than a year. Every fourth unemployed person had secondary or primary school education, and every fourth had a degree. Relatively long unemployment periods also characterised graduates from secondary technical schools (they account for 1/12 of unemployed graduates) and secondary schools of general education (1/9). The problems arise from the mis-match of professional qualifications of those who are looking for work to the employersâ&#x20AC;&#x2122; expectations. It is clearly visible in the group of graduates from secondary schools and universities, and requires the verification of educational programmes and faculties. It has also been observed that too few young people (particularly graduates from secondary technical schools and universities) decide to start their own businesses.

*STRATEGY FOR THE CITY OF POZNAN 2030

Poznan city development with regard to the economy should focus on increasing the share of highly specialised services and creating a strong conference centre. Poznan International Fair will continue to play an essential part in the stimulation of the cityâ&#x20AC;&#x2122;s development. The situation on the labour market is good, which stems from the health of the economy, considerable entrepreneurship of the inhabitants and high level of investments. A problem that has been identified is the insufficient adaptation of human resources qualifications to labour market needs. With reference to foreign investments Poznan should still focus on technologically advanced production, shared services centres, research and development, congress and exhibition activities, and leisure and entertainment infrastructure.

Present condition of the city

In 2008 in Poznan blanket layoffs applied to 198 employees at 10 plants. At present this phenomenon has escalated. In 2009, 68 plants dismissed 1,205 people. At the same time, other Poznan plants have announced their intention for such layoffs. In Poznan, Labour Offices organise a number of programmes and training sessions, financed mostly with EU funds, addressed mainly to people who have the greatest difficulties in finding employment: young people, people aged 50 plus, and women. In the years 2004â&#x20AC;&#x201C;2008 they helped nearly 1,400 people to find work. As part of entrepreneurial support programmes, the unemployed can obtain one-time financial support for starting a business activity financed with the resources of the Labour Fund and the European Social Fund. In 2008, the County Labour Office assigned 433 grants for this purpose, and they were largely used for establishing oneâ&#x20AC;&#x2122;s own services activity (339).

4. Science 4.1. Higher education

in thousands

University students in Poznan in the years 2000-2009

total

Over 140,000 students attend 26 Poznan universities (including 8 state universities). Nearly 3/4 of students come from outside the City. There are 251 students per 1,000 inhabitants (in this respect Poznan occupies first place among large Polish cities). Until 2007 the number of students had been quickly rising, but in the last year it has become stable. This is caused by both a drop in the number of young people and the attractive offer of foreign universities. The academic personnel of Poznan universities numbers 8,000 people, including over 1,000 people holding a professorship. Poznan universities face the challenge of keeping talented scientific employees who receive attractive employment offers from commercial companies and foreign scientific centres. The largest higher education establishment is Adam Mickiewicz University attended by every third student. More than half of the universities (16) offers studies at the MA / MSC level. Universities offer a broad scope of education including 190 courses: economic, humanistic, natural, engineering, medical, agricultural, artistic and sports. There is a broader and broader catalogue of courses enabling the achievement of qualifications expected by the market of dynamically developing services and innovative technologies like acoustics, biotechnology, safety engineering, mechatronics, chemical and process engineering, dietetics, intermedia and cognitive science. One of the indexes of the level of academic education is the number of foreign students and classes delivered in English. Over 1,700 foreigners from 60 countries (mostly from USA, Norway, Taiwan, Germany and Belarus) study in Poznan, and more than half of them attend the Poznan University of Medical Sciences which was the first university in the country to start a full programme of medical studies for foreigners. The studies offered by other Poznan universities are much more limited, as they enable foreigners to study at 7 universities in over 20 faculties. The internationalisation of studies is one of the more important strategic tasks in the area of university development.

full-time studies

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Structure of Poznan higher education establishments by the number of students in 2008 non-public universities 30,4%

Adam Mickiewicz University 30,4%

Academy of Music 0,4% Academy of Fine Arts 1,0% Poznan University of Economics 8,4%

University School of Physical Education 2,6% Poznan University of Medical Sciences 5,8%

University of Life Sciences 8,6%

Poznan University of Technology 12,3%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Every year 30,000 students graduate from Poznanâ&#x20AC;&#x2122;s higher education establishments. The greatest number of students graduate from management and marketing, finance and banking, education, political science, administration, foreign language studies, tourism and recreation, economics and computer science.

in persons

Most popular faculties and specialisations in Poznan by the number of graduates in 2008

n t t g n n e n y w gy io gy en en g nc tio es) tin tio tio s) og lo La at lo ca re ag tra rsiti gem etin scie em istra rsitie oun ilo lo i u s c d g h i e l a a rk re a in iv ed ph in ve cc Pe hp d an m un Man ma litic m uni d a al lis ish M an d Po Ad ublic sic Ad blic an gl Po y n m n s a u h s E i e (p P ur n-p nc To (no ina F

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

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Present condition of the city

University graduates in Poznan in the years 2000-2008 in thousands

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Universities also offer post-graduate and doctoral studies which are completed by nearly 10,000 people each year. In terms of post-graduate and MBA studies the highest rank is occupied by the Poznan University of Economics. A wide range of courses is also offered by the Poznan School of Banking. Thirteen Poznan universities conduct classes in 24 external subsidiaries and branches attended by 17,000 students. The majority of external units was established in Wielkopolska, but some of them operate in other regions of the country as well (in Zielona Góra, Bydgoszcz, Szczecin, Wrocław and Chorzów). The country’s unique establishment is Collegium Polonicum in Słubice, a common scientific, research and didactic establishment by the Adam Mickiewicz University in Poznan and the European University Viadrina in Frankfurt (Oder). The high quality of education at Poznan universities is confirmed by both state and environmental accreditation (at present it has faculties at various levels of education at all public universities in Poznan) as well as by the results of university rankings. In the last scientific ranking of the Ministry of Science and Higher Education, Poznan’s educational institutions occupied leading places: in respective categories second place in the country fell to the Faculty of Chemistry at Adam Mickiewicz University, Faculty of Architecture and Faculty of Civil and Environmental Engineering at the Poznan University of Technology, and the Faculty of Animal Breeding and Biology at the Poznan University of Life Sciences. Poznan’s educational institutions are carrying out ambitious development programmes which are to increase the quality of education, support scientific development of their employees, introduce modern management methods and expand state-of-the-art didactic and scientific base. The largest investor is Adam Mickiewicz University which is building a new campus in Morasko. Considerable investments are also made by other Poznan higher education establishments: University School of Physical Education, Poznan University of Medical Sciences, Poznan University of Life Sciences, Poznan University of Technology, Academy of Music, Academy of Hotel Management and Catering Industry, and College of Humanities and Journalism. Higher education establishments benefit from EU funds to a greater and greater extent while executing both large investment ventures and scientific-and-didactic programmes. The City of Poznan strives to actively cooperate with universities. Apart from the execution of joint projects like the creation of scientific research centres for the analysis and diagnosis of selected city functioning aspects (Centre for the Quality of Life Studies at AMU, inter-university Centre for Metropolitan Studies) or co-financing of selected research projects from the Poznan budget, the City implemented programmes addressed to students: programme of training and paid student internships at the Poznan City Hall, scholarships for the laureates and finalists of subject olympiads who choose studies at Poznan universities, awards for doctoral and MA theses thematically related to Poznan. The City also finances open lectures by well-known scientists. In addition, Poznan’s higher education establishments received city land for the expansion of their teaching base on preferential terms.

4.2. Research-and-scientific sector and innovativeness Apart from higher education establishments where research-anddevelopment works are conducted by nearly 10,000 scientific employees, the city can boast over 30 non-university scientific-and-research and development institutes employing 1,700 people (including 500 holding

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

at least a doctor’s degree). Most scientific-and-research establishments in Poznan conduct research and implementation work (departmental research-and-development centres and central laboratories, for example: Wood Technology Institute, Institute of Natural Fibres and Medicinal Plants, Institute of Logistics and Warehousing, Rail Vehicles Institute, Central Laboratory of Batteries and Cells) and scientific works (scientific establishments of the Polish Academy of Sciences). Poznan occupies an important position in Poland’s science sector, particularly in such fields as molecular physics, applied chemistry, biochemistry, genetics, new technologies and materials. Computer science and biotechnology are also very well developed. Poznan scientists achieve many successes confirming their place in the world of science. Particular attention should be paid to the achievements of geneticists and medics who introduce unique vaccines and new methods of post heart-failure myocardial regeneration. Poznan engineers implement new technologies applied in cosmic research, electronics and chemistry, while biotechnologists work on the usage of new technologies in medicine and the food-processing industry. Gathered mainly in the country’s top IT establishments such as the Poznan Supercomputing and Networking Centre and the Institute of Computer Science at the Poznan University of Technology, Poznan IT specialists are appreciated throughout the world and participate in many international research projects. Poznan’s scientific and research environment is participating in the transformation of the European and national science. Its members implement new inter- and multi-disciplinary organizational solutions, e.g. centres of excellence, centres of advanced technologies, technological platforms that participate in national and international research projects in the fields of biotechnology, bioengineering, information technology and nanotechnology. Research-and-scientific establishments and universities annually spend nearly PLN 400 million on research and development. Half of this sum goes to basic and applied research, while 16.5% is spent on development. High research and education potential of the city’s scientific institutions does not considerably translate to the development of a high-tech economy. This is confirmed by the small number of patent applications and licence and implementation contracts, as well as low levels of innovativeness of Poznan enterprises. Poznan is a home to institutions based on the technological park model. The Poznan Science and Technology Park affiliated with the AMU Foundation acts as intermediary between the science and research sector and the economic practice in the area of commercialisation and the dissemination of technology. In 2007 Europe’s first research and innovation laboratory of the W.R.Grace&Co. international concern started its activity in the Park in the field of modern technologies related to material and chemical research. Also operating is the Poznan Technology and Industry Park established by the City of Poznan, and the Nickel Technology Park created with EU support by a private investor in Złotniki near Poznan. The Adam Mickiewicz University Foundation runs the Centre for Innovation Support which conducts research in entrepreneurship, the R&D sector and business environment institutions. As part of the AMU Foundation there also operates the Centre for Advanced Chemical Technologies, the Centre for Acoustic Research, the Centre for Computer Science Application, the Poznan Radiocarbon Laboratory, the Isotope Laboratory, the Centre of Medical Analytics and Diagnostics, the Speech and Language Technology Laboratory and the Archaeological Centre. In a few years the AMU Foundation plans to create the Regional Institute of Technology Transfer.

*STRATEGY FOR THE CITY OF POZNAN 2030

Strategic conclusions Poznan belongs to the most important academic and scientific-and-research centres in Poland. In terms of the number of students in relation to the overall population the City of Poznan occupies one of the top places in Poland. Demographic factors and growing competition from foreign universities and scientific institutions threaten a considerable drop in the number of students and the migration of young research workers. Poznan’s achievement in attaining the position of a strong academic centre on a European scale requires the improvement of the quality of studies, internationalisation of the teaching process and research, greater relation between science and practice, development of life-long learning and advanced education.

Present condition of the city

Poznan scientific and academic environment undertakes valuable initiatives related to the development of research infrastructure and institutions. In 2006, 11 scientific and teaching units and the City of Poznan started work on the creation of the Wielkopolska Centre for Advanced Technologies, a consortium within the framework of which joint measures will be taken in favour of scientific research, development work, innovation and implementation, investment dedicated to science and research services addressed to companies in Wielkopolska. In the same year the Poznan University of Technology, the Poznan Supercomputing and Networking Centre and technical universities from other cities started work on the creation of the Wielkopolska Centre for Advanced Information Technologies whose main task is to support the development of IT companies. In order to support innovative activities, the spheres of economic, scientific and local government conducted a number of ventures like, for example, construction of the Wielkopolska Innovation System with Regional Innovation Networks, the FINET (Food Industry NETwork), the Preinkubator (Pre-incubator) project, two Internet platforms: Wielkopolska Innovative Platform and ‘Winnova’ Wielkopolska Portal of Innovation and Knowledge about Wielkopolska, and the B2Europe West Poland European technology transfer project. In December 2008 the City of Poznan, together with seven Poznan universities, started the implementation of an innovative project support programme. The Wielkopolska Region participates in several projects oriented towards the creation of innovative regional economy based on knowledge, e.g. ‘Implementation of a European knowledge voucher system,’ New Folk Design and ‘CASTLE – Cooperation Among SMEs Toward Logistics Excellence.’

5. Finances and city property

Strategic conclusions In recent years the increase in the city budget income and expenditure has been threatened by: - Change in tax thresholds introduced by the amendment to the income tax law, - Results of the financial and economic crisis. Due to the growing share of ‘current’ expenditure in the ‘total’ expenditure there might occur problems with retaining the present level of investments. Due to the limitation of potential participation of the City in projects co-financed by the EU funds the City should encourage entities and institutions based in Poznan to actively apply for the allocation of resources for project implementation.

In 2008 the net value of the City of Poznan’s property amounted to PLN 15.5 billion (that is PLN 27,700 per inhabitant), where nearly 70% consisted of the value of communal land. The City’s financial policy is conducted on the basis of the budget passed every year by the Poznan City Council. The resolution determines the sources of income and the direction of resource expenditure. The City budget is developed pursuant to the provisions of the law on public finances. Poznan has a Long-term Financial Plan and Long-term Investment Programme. The financial position of the City is determined by the size of the budget income that constitutes the source of financing of expenditure, current and investment. In the last few years both income and expenditure were characterised by constant rises. Changes were observed in 2009, when the budget income decreased due to the results of the economic crisis. In 2008 the City’s income amounted to PLN 2,400 billion, that is PLN 4,200 per inhabitant. The highest share was accounted for by personal and corporate income taxes (nearly 35%), as well as subsidies and grants from the state budget (nearly 25%). The City’s taxation policy places emphasis on the efficiency of tax collection. The City itself is authorised to conduct execution measures aimed at the recovery of taxes that constitute the commune’s own income. The City incurs expenses from the execution of tasks assigned to the local government within the scope of the commune’s and county’s tasks that include all public affairs of local importance that are not restricted by law to other entities. In 2008 the expenses from the City budget amounted to PLN 2.3 billion, that is PLN 4,100 per inhabitant. The ratio of current expenditure to investment expenditure in the total expenditure structure

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

is 7:3 with a slightly rising tendency in favour of current expenditure. The largest sums are spent from the City budget on the financing of the social sector: implementing educational tasks (37%), transport (19%) and social help and healthcare (over 15%). In the years 2007–2008 the result of the City’s budget was positive, but the annually growing material scope of the City’s tasks and the need to involve own resources in the realisation of ventures co-financed with EU funds has necessitated contracting credit and loans to finance them. In the years 2001–2007 the City of Poznan issued 7 series of municipal bonds for the overall sum of PLN 785 million. The last series will be redeemed in December 2012. These bonds were introduced into circulation at the Central Table of Offers. Revenues from this issue were assigned for financing communal investments.

Medical personnel in Poznan per 100,000 inhabitants in the years 1999-2007

6. Healthcare and social help 900

*STRATEGY FOR THE CITY OF POZNAN 2030

800 700 600 number

As a centre of highly specialised medical services, Poznan occupies a considerable position in the country. In the city there are 19 civil hospitals, including five clinical and five private hospitals, with 5,400 beds. There are 98 beds per 10,000 inhabitants, which is twice as much as in the Province of Wielkopolska and Poland. The inpatient treatment base is supplemented by two departmental hospitals (run by the Ministry of National Defence and the Ministry of Interior and Administration) and two care and treatment facilities that have 214 beds. Poznan hospitals are of supralocal importance as they admit not only inhabitants of the region but also from around the country. Poznan’s hospitals belong to the most modern Polish centres of treatment for cancer, cardiology, orthopaedics (the only centre in western Poland), laryngology, palliative care (Poland’s first and Europe’s fourth palliative care centre), clinical genetics and neonatology. Every year they provide treatment to over 250,000 people. On average, patients stay in hospital for 5 days. The hospital treatment base is diverse. Apart from modern city hospital at Szwajcarska Street and recently modernised hospital wards, the city also has hospitals located in old buildings erected in the previous century and not adapted to contemporary treatment standards. Diversification is also evident in the fitting out of hospitals with modern medical equipment. As part of the preparations for hosting EURO 2012 a new infectious disease ward was established in the hospital at Szwajcarska Street. 280 units in Poznan offer outpatient medical care. Every year they receive nearly 5.2 million visits, where 90% constitute doctor’s visits (nearly half of them involve specialist advice). The city has two emergency units that provide aid to 55,000 patients a year. Poznan’s inhabitants are treated by 2,300 doctors (42 per 10,000 people), 2,000 dentists (3,600 per 10,000 people) and 4,100 nurses (73 per 10,000 people). Approximately 75% of doctors are specialists, mainly in the fields of internal diseases, paediatrics, gynaecology and obstetrics, and surgery. 60% have a second degree in another specialization.

500 400 300 200 100 0 1999 2001 2003 2005 2007 do octors deentists nu urses

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

Inhabitants per 1 hospital bed in Poznan in the years 2000-2008

Main reasons for utilising social help in Poznan in 2008 family violence 6,5% poverty 29%

number

helplessness in life matters 16%

unemployment 23%

long-lasting illness 13%

disability 12%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Strategic conclusions Poznan healthcare has at its disposal a developed base of inpatient and outpatient treatment some of which requires modernisation. Directional measures for health improvement include: t 1SFWFOUBUJWF TUFQT XJUI SFHBSE UP social and civilizational diseases t 1SPNPUJPO PG BXBSFOFTT PG JOEJWJEVBM responsibility for one’s own health, t "DDFTT UP IFBMUIDBSF BOE TPDJBM services adequate to the inhabitants’ needs. With regard to social help the following actions are recorded: t 4USFOHUIFOJOH PG UIF GBNJMZ XJUI reference to the function of child care and upbringing, t 4VQQPSU GPS UIF FMEFSMZ BOE EJTBCMFE enabling them to function in their surroundings by the development of community self-help homes, support groups, counselling and levelling of architectural barriers in municipal and residential buildings, t $POUJOVBUJPO PG IFMQ GPS UIF IPNFMFTT and socially excluded.

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

The results of research conducted by the French Servier Research Group indicate that the main threats to the health of Poznan’s inhabitants are high cholesterol, hypertension, being overweight and smoking. Another serious problem is the lack of physical activity in everyday life: only one in four people declare that they take regular exercise. The City of Poznan finances numerous health-related programmes such as prophylaxis in the fields of oncology, cardiology, osteoporosis, caries, smoking tobacco and bad body posture, combat against drug addiction, and prophylaxis and the solving of alcohol-related problems. In 2008 the City spent nearly PLN 15 million on measures aimed at prophylaxis and promotion of health. Social help is addressed to the poor, the alienated, people threatened with social exclusion and the elderly. Every year it supports approximately 4% of Poznan’s inhabitants. Nearly half of them are single. The most common causes for utilising social help were long-term or severe illness (6,100 families), poverty (5,200 families), disability (4,100 families), unemployment (3,300 families), helplessness in childcare matters and in running the household (2,800 families), and family violence (821 families). Poznan is home to 35 childcare centres for children and teenagers (including 2 children’s homes, 3 socialisation and intervention centres and 5 children’s family homes), 7 social help homes, 8 support centres, 2 adoption and care centres and one adoption and mediation centre, 9 homes for the homeless and the addicted, and 2 homes for single mothers. Their activities are financed or subsidised by the City’s budget. These establishments permanently house 2,000 people: single people and chronically somatically ill, people threatened with social exclusion, children and teenagers with behavioural problems and those living without their natural parents. Two thirds of those in care are elderly and are more than 74 years old. Half of those in care require constant nursing care and attention, and a quarter are not able to leave their beds. In Poznan there are an insufficient number of beds in care homes for the elderly and somatically chronic patients. It is also necessary to create an establishment performing the function of the child care centre. The City has two day care centres: the municipal Centre for Children and Youth Development Support and the Youth Home run by St. Adalbert’s Salesian Association, as well as 7 community centres operating via the foundations, associations and parishes, and 17 socio-therapeutic centres.

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Beneficiaries of social help in Poznan per 1,000 inhabitants in the years 1995-2008 70 65 60

number

According to the last National Population and Housing Census, over 16% of Poznan’s inhabitants are disabled (93,000), most with officially recognised invalidities. More than 430 out of 2,700 disabled children were included in kindergarten care. Children and teenagers with various degrees of disability attend 47 special schools at all levels24 and alternative divisions organised in generally accessible schools25. The events organised in Poznan for the benefit of the disabled include regular recreation and rehabilitation activities, various Olympiads, tournaments and sports events, occupational therapy workshops and stays in rehabilitation centres. The disabled, particularly the elderly, have to struggle with many physical, structural barriers both in public spaces and in residential buildings. According to the National Population and Housing Census, there are 368 homeless people in Poznan. However, it is estimated that this problem concerns over four times that many people. Only some of them benefit from the help offered by homeless centres. The City of Poznan runs the Michałowo Homeless Centre and awards financial grants to non-governmental organisations and monastic societies that help the homeless (nearly 700 needy persons a day). In Poznan, the Barka Foundation operates for Mutual Help which is one of the biggest non-governmental organisations in Poland that specialises in helping the homeless, the permanently unemployed, alcoholics and drug addicts after therapy, as well as former prisoners and refugees26.

55 50 45 40 35 1995

2000

20 002

2004

2006

200 08

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

7. Culture and historical monuments

Turnout at the selected cultural institutions in Poznan 5000 4500 4000 3500 3000 number

Poznan is one of the most important cultural centres in the country characterised by high dynamic and diversity of artistic life. The rhythm of cultural measures is marked out by regular events like the ‘Poznan Music Spring’ Contemporary Polish Music Festival, ‘Malta’ International Theatre Festival, International Biennale of Contemporary Dance and Contemporary Dance Workshops, ‘Universitas Cantat’ International University Choir Festival, ‘Maski’ International Theatrical Festival, International November of Poetry and ‘Verba Sacra’ International Festival of the Art of Word. The most important cultural event is the Henryk Wieniawski International Violin and Lute Competition organised every four years. Old music is also gaining more and more importance in Poznan. In 1998 the Persona Grata Old Music Festival was founded, and in 2005 the Festival of Baroque Bows and Strings, hosted by the ‘Arte de Sounatori’ festival orchestra, one of the most interesting bands of the European old music stage in recent years, was initiated. Poznan is also a dynamic centre of alternative theatre. It organises such prestigious international festivals of alternative theatre as ‘Malta’ and ‘Maski.’ Poznan is the home of the ‘Ale Kino!’ International Young Audience Film Festival which is the only festival in the country dedicated to cinematic art for children and young people. The idea behind the ‘Off Cinema’ International Film Festival is to present and promote independent cinema. In 2007 new projects of intercultural and international dialogue were initiated, e.g. Tzadik Poznan Festival and Nostalgia Festival for music, ‘Close Strangers’ European Theatre Encounters for theatre, and ‘Asia-Europe Mediation’ for the visual arts.

2500 2000 1500 1000 500 0 1999

2001

2003

2005 5

2007

museum visitors show and d concert specctators

Such pupils constitute nearly 4% of the total number of pupils attending Poznan schools.

In generally accessible primary schools 89 alternative divisions were organised.

At present, “Barka” is implementing six programmes related to community, education, employment, housing and cooperation (with non-governmental and international organisations), and partnership in the EQUAL Community Initiative.

*STRATEGY FOR THE CITY OF POZNAN 2030

cinema audience Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

Strategic conclusions Poznan culture is well developed in terms of institutions, organisation, scope and variety of events and measures. Key issues for further development of culture are its popularisation and education. Programme and organisational transformations of cultural institutions should take place via the extension and modernisation of their infrastructure, increased effectiveness, internationalization and prestige building. The activity of Poznan’s artistic circles distinguishes the City from the country and abroad in selected fields like choral art, string music, alternative theatre and contemporary dance. A challenge for the development of culture is to create space for it in the form of new venues and institutions (e.g. ‘TRAKT’ Cultural Tourism Centre, New/ Old Gasworks, Modern Art Gallery/ Museum). Culture should shape and create the identity of Poznan’s inhabitants by the popularisation of the City’s historical and cultural traditions

Every year Poznan is the host of numerous events related to cultural and artistic education, and several dozen mass events. The undisrupted series of cultural ventures is ensured in Poznan by over 80 cultural institutions: 9 theatres and music institutions offering over 3,000 seats, about 50 galleries and 21 museums27. The most important ones include Teatr Polski, Nowy Theatre named after Tadeusz Łomnicki, Eighth Day Theatre, Animation Theatre, Teatr Wielki, Musical Theatre, Poznan Estrada, Polish Dance Theatre, Tadeusz Szeligowski Poznan Philharmonic, Amadeus Chamber Orchestra of Polish Radio, ‘Poznan Nightingales’ Boys’ and Men’s Choir of the Poznan Philharmonic, Poznan Boys’ Choir, Cathedral Choir, Arsenal City Gallery and the Zamek Culture Centre. Poznan theatres and music institutions annually offer over 2,000 shows and concerts for nearly 500,000 spectators, and museums that exhibit altogether 300,000 exhibits are visited every year by over 300,000 people. A considerable problem in Poznan is posed by the lack of individual stages for such culture-creative groups as the Polish Dance Theatre, Amadeus Chamber Orchestra and Poznan alternative theatres like the Teatr Biuro Podróży, the Zone of Silence Theatre, Mouth-to-Mouth Theatre, Amadeus Chamber Orchestra of Polish Radio, and the building of the Musical Theatre that does not comply with modern standards. At the end of 2008 Poznan had 12 cinemas, including 4 multiplexes: Kinepolis, Multikino51, Multikino Stary Browar and Cinema City (the last two with 3D IMAX screens). They accommodate 15,200 seats. On average, a citizen from Poznan goes to the cinema more than 4 times a year, while an average Pole goes 0.9 times a year. The Multikino chain of cinemas with 10 screens for 2,000 spectators has been recently opened in the Galeria Malta shopping and entertainment centre. Since September 2009 Poznan can also boast Poland’s third unique 5D Extreme cinema located in the Green Point gallery. The largest, and at the same time Poland’s oldest, public library in Poznan is the Raczyński Library concentrating 57 city establishments, including 49 library branches (19 for adults, 12 for children and 18 mixed libraries). At the end of 2008 the book collection included 1.5 million volumes. The library was visited by nearly 90,000 people who were granted access to 2 million items. In 2009 the library acquired EU funds for the expansion of the building at Plac Wolności. Poznan can boast numerous historical secular and sacral buildings representing all historical styles and epochs, from the early middle ages to secession and modernism. In the City of Poznan there are altogether 473 historical sites (including 35 churches and chapels, 11 monasteries, 18 external forts constituting the remains of the 19th century Prussian fortifications, 11 sites forming the remains of the medieval city walls). In December 2008 the Old Town was awarded the Historical Monument status. It is expected that this award will facilitate the acquisition of funds for the special protection of the City’s most valuable historical sites. The most endangered and valuable historical sites in Poznan are subject to annual renovation and conservation works and archaeological studies (e.g. in Ostrów Tumski where the existence of residential and sacral complex of the first members of the Piast dynasty was confirmed in 2007). Other valuable initiatives include the project to restore the royal castle on Przemysł Hill and the creation of the ‘Royal-Imperial Route in Poznan’ presenting the history of the city’s development from the first Piast settlement, through the Middle Ages and modern ages, to the present. The Interactive Centre of the History of Ostrów Tumski to be established at Śródka will promote our historical 27

The museum base is too small and outdated; there is no space to exhibit and store frequently rich and unique collections (take for example the Museum of Musical Instruments, one of the most important facilities).

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Present condition of the city

value of the documented site of the origins of the Polish state using of stateof-the-art means. To this end the City of Poznan has acquired considerable co-financing from EU funds. Apart from historical sites, the City’s tourist map is marked out by contemporary art works presented in art galleries and in the city areas. In Poznan one can admire works of such well-known contemporary artists as Alessandro Mendini, Mr. Kozouzu, Leon Tarasiewicz, Heinz Mack, Bazyli Wojtowicz, Jerzy Sobociński, Jan Berdyszak, Andrzej Banachowicz, Józef Murlewski and Magdalena Abakanowicz. M. Abakanowicz’s sculptures exhibited at the Citadel could become the nucleus for the construction of a Modern Art Centre at this site. Since 2005 the Zachęta Wielkopolska Society of Fine Arts has been implementing the ‘City of Art’ project in Poznan which involves the exhibition of the works of contemporary artists in public areas. The city is also home to modern buildings of unique architecture like the industrial ‘Old Brewery’ Centre of Commerce, Business and Art that was awarded with the title of ‘The Best Shopping Centre in the World,’ and the Nova Hall, the Academy of Music’s concert hall. In addition, new projects of world-class designers like Claudio Silvestrin and Daniel Liebeskind are envisaged. The popularity of contemporary art in the City is confirmed by the success of the 1st International ‘Mediations Biennale’ of Contemporary Art in 2008 whose theme is the dialogue between the world’s cultures.

8. Spatial management The City occupies an area of 261.8 km2, which means Poznan lies in 6 position amongst the large Polish cities (after Warsaw, Łódź, Kraków, Wrocław and Gdańsk). 43% of the city consists of developed areas, while 48% is agricultural land, forests and green areas. The ownership structure is as follows: communal land (37%), private land (36%) and land owned by the State Treasury (27%). The City has huge development potential in the area of agricultural land with soil valuation class ranging from IV to VI. The functional and spatial structure of the City is shaped in relation to the natural conditions of the Warta and Cybina River valleys. The Warta River valley constitutes a national ecological corridor and one of the elements of the Natura 2000 European ecological network. Poznan lies adjacent to forest complexes to the north, east and south which, together with Lake Kierskie to the west and Lake Swarzędzkie to the east, form a natural limit to urban structures and valuable recreational areas. One may distinguish between three functionally diversified basic zones in Poznan: the city centre (intensive services management), the intermediate zone (intensive residential and production management) and the periphery (extensive agricultural and residential management, and economic activity areas). The spatial structures of the city centre, as well as the districts of Jeżyce, Łazarz and Wilda with their historical secessionist development, attractive preserved public space such as streets and squares with their own character giving it a distinct and specific climate to these areas. On the other hand the large modernist housing estates in Rataje, Winogrady, Piątkowo and Grunwald built in the 1960s 70s and 80s, exemplify a mono-cultural construction without functional diversification. th

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Present condition of the city

Strategic conclusions A vital determinant in the changes taking place in the city is the outflow of inhabitants from its centre to the suburban zone, which necessitates an intensification of measures aimed at making people to want to live in Poznan. Poznan should intensify measures aimed at making areas more attractive (including in particular the city centre) by managing post-industrial areas and utilising natural phenomena (e.g. the Warta River valley). Taking into consideration the functional diversification of the city’s land mass it would appear desirable to improve the quality of management of residential estates.

The city centre is losing its city-creative function in favour of peripheral areas where new services, recreation and cultural complexes, shopping centres and new small housing estates are being established. Sociological studies indicate that the city centre is also losing its appeal as a place to live in. The City of Poznan started the implementation of the municipal revitalisation programme28 in areas that require public support, as well as the ‘RoyalImperial Route in Poznan’ project whose axis is marked out by the most valuable, culturally and historically attractive areas and buildings in the city centre. The City has unmanaged historical post-industrial areas like the old slaughterhouse and the old gasworks. The example of the former Hügger brewery on ul. Krakowska, where the ‘Old Brewery’ Centre of Commerce Culture and Art with a surface area of over 120,000 m2 was established, shows that such venues could be successfully utilised. Another unmanaged area that should perform a recreational and tourist function lies on the Warta river banks. Poznan’s spatial policy is determined by the Study of Conditions and Directions for Spatial Management of the City of Poznan, updated in 2008, which indicates the direction of spatial management development. They provide guidelines for preparing local spatial management plans. Local spatial management plans have been approved and valid for 26% of the city space, while plans for 35% of the space are in preparation. Structure of Poznan’s surface area in 2008 other 19% agricultural lands 33% waters 3%

industrial areas 5%

residential areas 12% forests and tree cover 15% transportation areas 13%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

The goal of the Municipal Revitalisation Programme is to improve residential conditions for people living in economically poor areas and having serious social problems, to protect the Poznan’s cultural and historical heritage, to protect the natural environment, and to preserve green areas.

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Present condition of the city

Structure of the green areas in Poznan in 2008 accompanying greenery 9% cemeteries 4%

city greenery 15%

gardens 13%

forests 59%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

9. Housing and property management 9.1. Housing

*STRATEGY FOR THE CITY OF POZNAN 2030

Flats in Poznan per 1,000 inhabitants in the years 1999-2008 !)" !(" !"" '" number

At the end of December 2008 there were 231,500 homes with 802,300 rooms and a total usable floorspace of 14.9 million m2 in Poznan. The average usable floorspace per home amounted to 64.2 m2 and rose by 5.3 m2 in comparison to the year 2000. On average, one home had 3.5 rooms inhabited by 2.45 people. Over 80% of inhabitants lived in multi-family developments. Nearly half of the homes (45.2%) were constructed before 1970, 36.4% originated in the years 1971–1988, and 18.4% were built between 1989–2006. In 2008, 3,300 new homes with a usable floorspace of 301,700 m2 were completed. The majority of housing resources belongs to cooperatives (42%) and natural persons (43%). The communal resources account for nearly 7.9%. Approximately 90% of flats in Poznan constitute private property. This was considerably affected by the sale of communal, cooperative and company homes and homes owned by the State Treasury conducted in recent years. Nearly all homes are equipped so as to provide running water (99.7%), over 90% of homes are connected to the sewage system and running hot water system and have a bathroom, and over 85% are connected to the gas network and have central heating. The worst technical furnishing can be found in homes in the old sub-standard development in the area of Sowińskiego, Opolska and Krańcowa streets. There is an ongoing process of decapitalisation of resources created before 1945 (communal and private townhouses) and cooperative buildings constructed 30 years ago with materials of inferior quality and high heat permeability. The programme of renovation and modernisation of communal townhouses was accelerated after 2004 with the implementation of the communal townhouses’ renovation project prepared by the City and partially financed with credit from the European Investment Bank. Private townhouses and cooperative buildings are also modernised, but the insufficient financial resources constitute a barrier for rapid implementation of these works.

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Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

number

Number of flats commissioned for used in Poznan per 1,000 inhabitants in the years 1999-2008

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

It is estimated that Poznan lacks 17,000 to 20,000 homes The City owns areas with a surface area of 7,200–10,700 ha that could be assigned to housing development. Larger apartment complexes are envisaged in the areas of Strzeszyn, Łacina and Naramowice, Gospoda Targowa, the Maltańskie estate and ul. Dąbrowskiego (transformation of the former ‘Wiepofama’ industrial site), and housing development is planned in the areas of Szczepankowo, Spławia, Pokrzywno-Krzesiny, Morasko, Umultowo, Radojewo and Strzeszyn. Potentially available investment areas should satisfy the present housing needs and create conditions for new inhabitants residing in Poznan. However, these plans may be verified after the envisaged introduction of cadastral tax by the government. The market of investors in housing construction is comprised mainly of about 40 private developers, housing cooperatives, housing associations and individual investors. In recent years the greatest number of new homes have been commissioned by private developers, private persons and housing associations. These groups of investors emerged on the Poznan market in the mid 1990s. 24,000 homes have been commissioned since 2000 but they have been largely addressed to at least moderately well-off inhabitants. Poznan lacks social housing that would be cheaper in maintenance. The City does not have a sufficient number of available residential premises for those who are not able to provide them for themselves on their own. Since 2004 the City of Poznan has been implementing the project of construction of new communal and social housing (partially in collaboration with the Barka Foundation for Mutual Help).

9.2. Property management

Strategic conclusions Poznan has large housing resources in varying technical states. Measures should be taken in order to satisfy to a greater extent the residential needs of the less well off. Management of properties belonging to the City should be based on a longterm strategy.

At the end of 2008 the City of Poznan owned over 34,000 communal premises with a total surface of 111,263,000 m2 (where communal lands constituted 91% of the surface). The income from the management of City property amounted in 2008 to PLN 176.9 million, where 81% was accounted for by income from sales. The value of municipal properties rises after technical infrastructure has been built, their division and some changes in their assignation. On this account the City of Poznan collects improvement levies and planning charges. In 2008 their value amounted to PLN 7.3 million. As part of the property management the City of Poznan is conducting work on the creation of the city cadastre (register of lands and buildings). In 2008 work started on the preparation of the strategy for the management of properties belonging to the City of Poznan which is to present the long-term vision for the management of communal property resources.

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

10. Infrastructure 10.1. Technical infrastructure In Poznan there is a good access to the basic communal utilities. Only 2% of inhabitants live in areas without access to the city waterworks and sewage system. The City of Poznan is supplied with water by two waterworks, the infiltration Dębin intake and the underground Radzewice-Krajkowo intake, with a total capacity of 245,000 m3 per day which fully covers the City’s water demand, and by the waterworks system including the 1,400-kilometer-long pipeline system (largely constructed 50 years ago from cast iron pipes that require modernisation or replacement), water treatment stations, pumping stations and balancing tanks. The quality of water after treatment is good and does not divert from the currently valid norms. Poznan has a mixed sewage system: in the central part there is the old combined sewage system, while the new districts have separate sanitary and storm water sewage systems with a total length of 981 km (combined and sanitary sewage system without a storm water system). In Poznan the city sewage system receives about 82% of generated sewage; the remaining sewage is discharged into holding tanks. The quantity of discharged sewage is regularly dropping. In 2008 the city sewage system received 92,100 m3 of sewage per day. All sewage is treated mechanically, and some also biologically, in two main sewage treatment plants: the mechanical and biological Central Sewage Treatment Plant (Centralna Oczyszczalnia Ścieków, COŚ) in Koziegłowy and the mechanical29 Left-bank Sewage Treatment Plant (Lewobrzeżna Oczyszczalnia Ścieków, LOŚ) on Serbska Street with a total throughput of 139,000 m3 per day at the end of 2008. With the use of EU funds the City of Poznan is implementing a project to modernise and expand sewage system in Poznan as well as the commune of Tarnowo Podgórne which includes the modernisation and expansion of COŚ and is currently focusing on the modernisation of LOŚ. Poznan uses electric energy delivered by the national grid (to 80%) and 2 local heat and power plants (Poznan-Karolin and Poznan-Garbary). The Poznan electric energy system includes 1,700 high and medium voltage power stations, over 2,000 transformer stations, 14 network switchboards and over 5,300 km of high, medium and low voltage power lines. The system services over 263,000 recipients who use up 1.7 Tw of electric energy a year. The largest recipients are industry (47%) and households (26%). Despite the growing number of recipients electric energy is supplied in quantities sufficient to fully cover the demand. In 2008 households used up 490 GW of electric energy. 89% of the city’s population utilises the gas network supplied to the city from the national gas system via high-pressure gas pipelines connected to the Krobia–Śrem–Poznań–Piła–Szczecin mains in the Janikowo area (methane-rich gas) and via the system of gas devices in the city including 57 reduction and measurement stations and over 1,200 km of medium and low pressure gas network (40% of which was constructed 50 to 100 years ago from cast iron pipes that require modernisation or replacement). In the vicinity of Poznan, in the area of Kaźmierz, Murowana Goślina and Kiszkowo, is the Yamal-Europe transit gas pipeline. The system supplies gas to more than 215,000 recipients, where over 97% is accounted for by households using up the greatest quantities of gas (80%). The average consumption per recipient amounts to 950 m3/ year. Despite the increased demand for network gas in Poznan, there are no 29

With partial chemical support.

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Present condition of the city

problems with its supply. However, a problem is posed by the lack of a gas network in certain areas of the city. In Poznan the main methods for supplying heating come from the city heating network (40% of demand) and gas heating (30% of demand). The heating system includes two centralized sources: the Garbary and Karolin heat and power plants (over 87%), 115 local boiler houses and heating plants with a joint capacity of 1050 MW which fully satisfies the demand, 450 km of heating network (the oldest network sections are nearly 40 years old and require repairs or replacement), and technical equipment. The largest group of heating consumers consists of households (70% share in total consumption), particularly apartment blocks. Total consumption of heating supplied by the city heating network amounts to 6,500 TJ a year. Since 2002 Poznan has had a plan for the supply of heating, electricity and gas prepared in collaboration with the largest power companies. This plan envisages the acknowledgement of combined heat and power management as a vital element of the City’s policy allowing it to reduce CO2 emissions and the consumption of non-renewable primary energy, awarding priority to (pipeline or liquid) gas supply in the areas not covered by central heating supply, promotion of saving solutions and support for the development of renewable energy sources (particularly in areas where there is a low density of development).

10.2. Information services

Strategic conclusions: Poznan has good technical infrastructure in terms of communal utilities and information services. A challenge for the city is to provide the inhabitants with universal access to the Internet and to implement projects aimed at combating so-called digital exclusion.

In Poznan the indicator determining the accessibility of land-line telephony for households amounts to 90%. Telekomunikacja Polska SA, the largest Polish operator of telecommunication services, has nearly 190,000 subscribers in Poznan using 230,000 numbers. It is estimated that every Poznan household has at least one mobile phone (there are 166 mobile phones per 100 households). The City has access junctions of all mobile phone networks operating in Poland. Telecommunication operators using radio waves via land and/or satellite transmission networks and reception stations are also present on the Poznan market offering services not only in paging and portable radio telephony but, more and more often, land-line telephony. It is estimated that 3/4 households in Poznan has a computer, and more than half of households have at least one computer with Internet access. The Internet network is used by over 70% of people using a computer and over 90% of companies. The chief barriers to wider Internet usage by both inhabitants and some companies are the high costs of computer equipment, software and access services. Only about 20% of households use broadband Internet access. The group suffering most from the socalled ‘digital exclusion,’ that is deprived of the benefits stemming from the development of new information technologies, includes the not so well-off old age pensioners and other pensioners, as well as vocationally passive people and the unemployed. The high cost of equipment combined with rapidly developing technology means that the majority of computer equipment used by households and some companies is outdated. In order to counteract this phenomenon in 2004 the City started to execute the PIAP programme (involving free public Internet access points). Poznan is an important computer and network centre. Since 1993 the Poznan Supercomputing and Networking Centre (Poznańskie Centrum Superkomputerowo-Sieciowe, PCSS), one of the largest computer centres in Poland, has been operating in Poznan, performing the function of the operator of the PIONIER all-Poland broadband fibre optic network and

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Present condition of the city

the POZMAN city computer network designed in the skeleton optic fibre technology with a length of over 200 km covering almost the entire area of Poznan. It is used by the scientific and research environment, administration and many companies. The POZMAN network is also the basis for the creation of the system of advanced digital services for the city’s inhabitants, e.g. Miejski Informator Multimedialny (City Multimedia Directory), Polski Portal Edukacyjny (Polish Educational Portal) and Wielkopolska Biblioteka Cyfrowa (WBC, Wielkopolska Digital Library), the first digital library in Poland. The Poznan Supercomputing and Networking Centre participates in nearly 40 EU projects (it performs the function of a coordinator for five of them: GridLab, RINGrid, Phosphorus, Porta Optima, DORII and EuropeanaLocal). Poznan is also a pioneer in the field of e-services. The Poznan City Hall has been presented with a number of prestigious awards for the provision of professional services in the area of e-administration.

11. Transport and communication 11.1. Transport

Investments were executed with the use of EU funds.

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Motorisation indicators in Poznan in the years 2000-2008

number of passenger vehicles per 1,000 inhabitants

Poznan is an important junction for both interregional and international routes, including the E-20 Brussels-Terespol and E-59 Świnoujście-Ostrava railway routes, as well as national roads No. 2 from Świecko to Terespol, No. 5 from Lubawka to Świecie and No. 11 from Kołobrzeg to Bytom. The A2 motorway from Stryków near Łódź to Nowy Tomyśl also passes by Poznan (providing the City with a 13.3-km motorway ring road to the southern part of the City) which, following the completion of the section to Świecko by 2012, will enable a direct connection between Poznan and the network of European motorways. Work is being conducted to improve the road and rail network and further strengthen Poznan’s position as an important transport centre, including the completed modernisation of the E-20 railway route from Warsaw to Kunowice and the Poznan Railway Junction30, the commenced construction of Poznan’s western ring road, and preparations for construction of its eastern part. It is also planned to construct the PKP Integrated Transportation Centre and a new international and inter-city coach station. The City’s transportation accessibility is facilitated by the Ławica international regional airport with modern passenger and cargo terminals that comply with all EU standards. The airport caters for regular flight connections with 21 European cities, including the largest metropolises like London, Paris, Rome, Frankfurt am Main and Munich, and 3 Polish cities: Warsaw, Kraków and Bydgoszcz. Every year it is used by over a million of passengers (in 2008 it was 1.3 million). At the end of 2008 Poznan serviced 118 international and 42 domestic regular flight connections a week. The greatest number of passengers selected flights to London, Munich and Warsaw. Air traffic reached a level of 23,600 planes, including 7,400 General Aviation arrivals and departures and 2,200 charter flight planes. The airlines carried 2,700 tonnes of goods. According to forecasts, in 2012 the Ławica Airport will service 3 million passengers. The airport’s development plans envisage the expansion of the passenger terminal and airport infrastructure, and eventually the construction of the ‘airport city’ complex with hotels and recreational facilities, as well as a new structure to service low-cost airlines. At present there is no non-collision access to the airport from the city centre. Conceptual work is being conducted to resolve this problem.

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

In the City there is also the Krzesiny military airport housing the 31st Tactical Air Base and the 3rd Tactical Air Squadron. Since 2006 the F-16 multipurpose aircrafts have been stationed here. It is also possible to use Poznan’s water routes via the Warta River which flows into the Oder River and links the City with the sea ports in Szczecin and Świnoujście, and may form an alternative link with Germany and other EU member states – mainly for the carriage of mass produced goods – via a system of canals and the River Elbe. However, this would require considerable financial outlay for deepening the waterways and constructing a new river port.

Flight operations at the Poznan-Ławica Airport in the years 1996-2008 #$!!! ##!!! #!!!!

number

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11.2. Roads and city transportation system

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Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Poznan is characterised by relatively dense road network which, in combination with the road network in the county of Poznan, ensures good road connections within the Poznan agglomeration. The results of the Comprehensive Traffic Study found that the average Poznan inhabitant made 2.5 trips a day, including two trips not made on foot. The highest concentration of traffic can be noted downtown, particularly in the city centre, as about 200,000 people commute there every day. Nearly 90% of traffic was comprised of arrivals to and/or departures from the city administrative limits, which points to the dominant role of Poznan in the transportation traffic of the Poznan agglomeration. Poznan road infrastructure31 includes 1,039 km of roads, 3/4 of which have hardened surface, and 460 engineering facilities. The road and street network of the City is comprised of national roads (No. A2, 5, 11 and 92); provincial roads (No. 184, 196, 307 and 430), county, communal and internal roads. The main transportation system of the City comprises: the motorway bypass, national roads and provincial roads, and ringroads of streets. of which the first ringroad around the city centre and the second ringroad around Poznan’s downtown are almost finished. The third ring road currently consists only of unconnected fragments in the northern and eastern parts of the City. The basic means of transportation in Poznan are cars (45%) and municipal transport (41%). The share of car traffic in trips in Poznan amounts to over 50% and is systematically growing. This is favoured by the high level of car ownership which, at the end of 2008, reached the level of 494 passenger cars per 1,000 inhabitants (at the end of December there were 355,500 passenger and heavy goods vehicles registered in the City). With a total length of 74 km bicycle paths marked out in the City constitute only 7% of the city’s street network and do not provide an alternative to car transport. Rail transport is almost completely absent from the city’s traffic. The network of rail buses constructed by the Wielkopolska Provincial government and the ‘Tramper’ programme initiated by the Poznan Association of Engineers and Technicians of Transportation are elements of the regional transportation system. Launched at the end of the 1990s, two central city traffic control systems as yet do not cover the entire transportation system and are still being expanded. Eventually, these systems will be incorporated by the planned comprehensive digital system for traffic, city transport and car park management (ITS). The growing amount of car traffic, caused by a dramatic increase in car ownership, on a nationals scale, the taking over of a part of railway traffic by car transport, and the growth of international 31

Including 16.6 km of A2 motorway with road structures.

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Present condition of the city

transit traffic, is resulting in the degradation of the technical condition of the roads, a reduction of traffic fluidity and the throughput of roads. Following Poland’s accession to the EU, Poznan is benefitting from the opportunities of acquiring EU funds for road investments to an even greater extent. So far the City of Poznan has acquired EU funds for the implementation of a number of infrastructural investments, including reconstruction of four road structures along national roads No. 5 and No. 11 (Przemysła Bridge, western roadway of the Górczyński Viaduct, Dolna Wilda Viaduct and Franowo Viaduct), ul. Głogowska and al. Polska, construction of bp. Jordana Bridge, integrated system for traffic control on ul. Grunwaldzka, ul. Nowe Zawady, eastern roadway of the Górczyński Viaduct, reconstruction of the Kaponiera Roundabout and reconstruction of ul. Bukowska in relation to hosting the EURO 2012 tournament in Poznan. The City has insufficient number of parking spaces, particularly in the city centre (there are only about 70,000 spaces), even despite the creation of more and more underground parking spaces in newly-constructed residential, commercial, services and office buildings. In 2006 a large underground car park was commissioned in the city centre, under Wolności Square, with 544 parking spaces. In order to mitigate the problem of parking in the city centre, the Paid Parking Zone was introduced in 1993. Drivers have to pay charges for parking. Currently the Paid Parking Zone includes 5,900 parking spaces and is divided into 3 subzones (A, B, C) with different charges for parking. The Zone’s filling at the time of maximum accumulation (from 11 AM to 12 PM) amounts to approx. 130% in subzone A, approx. 90% in subzone B, and approx. 70% in subzone C. Parking charges can be paid in 254 parking meters. At the zone’s peripheries there are 8 buffer car parks with 1,100 parking spaces. There is no Park and Ride or Park and Go system.

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Present condition of the city

Strategic conclusions: Poznan is an important transportation junction of interregional and international importance. All forms of transport, that is roads and aviation, should be intensively developed at the same time. A vital challenge for the City is to solve the problems related to the public transport system in the City and its integration with the transport system within the limits of the Poznan agglomeration.

The basic means of mass transport are the tram and bus rolling stock. The city transportation lines in Poznan span over 982 km, and the bus lines share is 78%. In 2008 the city transportation system carried 204 million passengers, nearly 55% of whom used tram transport, including 12% using the Poznan Fast Tram line. In 2008 the city transportation rolling stock included 337 trams (with an average age of 29 years) and 298 buses (average age of 9 years). The bus rolling stock was renovated in the years 1996–1997, and in 1995 the replacement of old tram rolling stock started on a much greater scale. The City of Poznan acquired EU funds for the purchase of 40 modern low-deck trams and 75 buses. EU funds have also enabled the construction and modernisation of tram lines and accompanying structures. So far the City has obtained EU grants for the construction of the tram line from ul. Podgórna to ul. Jana Pawła II, an integrated city transportation station in Piątkowo, an information system, construction of the new tram route to Franowo with modernisation of the tram route from ul. Kórnicka to the Żegrze Roundabout, extension of the Poznan Fast Tram route to Poznan Zachodni Station, renovation of public transport infrastructure in relation to hosting the EURO 2012 tournament in Poznan, and extension of the tram line from the Zawady terminus to the Poznan-Wschód railway station. A new tram depot will also have been completed in Franowo by 2012. Poznan’s development plans include giving priority to investments in means of mass transport, and bicycle and pedestrian traffic with the simultaneous introduction of restrictions for car traffic, particularly in the city centre.

12. Education and upbringing The institutional care of small children is provided in Poznan by 189 general access kindergartens (including 122 public ones) run by the City of Poznan, religious organisations, foundations and associations, and 78 kindergartens in primary schools. Altogether, kindergarten care covers 17,500 children. Uptake of places in 2008 was maintained at a level of 93%, but in establishments operating separately it was 100% while with those in primary schools it was 60%. In Poznan the school education system during the school year of 2008/2009 included nearly 450 schools (including special and artistic schools) at the primary, gymnasium, secondary and post-secondary level attended by approximately 90,000 children, teenagers and adults. Every third student is educated at the primary level (27,000), every fourth student attends secondary school of general education, and every fifth goes to gymnasium. Students of vocational schools constitute only 3% of the total number of students. On average, in schools32 one division has 23 (primary schools for adults) to 38 (secondary schools of general education) students. At the post-gymnasium level the greatest popularity among young people is enjoyed by secondary schools of general education attended by 61% students at this level. Adults complete their education in 55 postgymnasium schools (mainly secondary schools of general education) and 65 post-secondary establishments attended by over 17,000 people. Demographic tendencies in the group up to the age of 17 mean that the number of children and teenagers subject to primary education is systematically decreasing. The number of students attending these

Refers to schools supervised by the City of Poznan.

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Present condition of the city

schools has been constantly falling (since 2000 the number of students has decreased by more than 9,000). Every year more than 11,000 students graduate from post-gymnasium schools and mainly join the local labour market. One fifth of graduates complete secondary vocational schools, and every third person finishes post-secondary colleges usually gaining an education in economics and administration, IT, technology, medicine, agriculture, the arts and the provision of various transportation, construction, medical, social and personal protection services. Nearly 600 graduates finish vocational schools preparing young people to enter into workers’ occupations. The fitting out of educational establishments is also improving. Computers for students are available practically in all primary schools and gymnasiums have computers for students (nearly all with Internet access), 75% of secondary schools of general education, 60% of secondary technical schools and post-secondary colleges, and only in 25% of vocational schools and specialised secondary schools. Work is currently conducted on the Broadband School project which will enable all schools to be connected to broadband Internet in order to improve the quality of schooling at all levels of education. More and more schools have at their disposal areas for general sports development classes such as gyms, indoor pitches and school swimming pools. The quality of education in Poznan’s educational institutions is diversified. The results of tests conducted in 2008 among students graduating from primary schools and gymnasiums showed that the level of education in Poznan schools, similarly to the level in Poland, has been declining (since 2000), particularly with regard to mathematics and life sciences. This points to the necessity to verify the curricula and adapt to the students’ abilities. What is also worth noting is the support of human capital development in the field of education, including the preparation of effective motivational systems for teachers achieving very good work results, introducing or implementing innovative solutions or valuable programmes. A vital issue in education, mainly a vocational one, is the lack of flexibility in the adaptation of educational faculties to changes in the labour market, although Poznan schools try to shape their offer in accordance to the needs of the local labour market by launching new faculties of vocational education. A considerable problem is also posed by the preparation of young people for entering the labour market and manoeuvring there. An important role in the improvement of this situation is played by the Centre of Occupational Counselling for Youth, an information and training establishment created by the City of Poznan as part of the European Union’s Ecos-Ouverture Youthemploy project focused on combating unemployment among young people. Since 2007 the demand for educational services for adults has been dropping, which points to the necessity to improve the quality and accessibility of life-long learning and vocational training that enable the achievement of qualifications throughout one’s entire life, and develop new teaching methods, including self-education, also with the use of new IT techniques. This refers largely to post-gymnasium vocational schools where the number of adult students decreased by 3/4 in comparison to 2002.

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Present condition of the city

Strategic conclusions:

Students in schools for children and teenagers in Poznan in the years 2000â&#x20AC;&#x201C;2008

Vital determinants of changes in education are demographic tendencies and requirements of the labour market.

in thousands

Education is an area upon which the City has a considerable impact but the consequences of its decisions are only visible after some time.

The effects and quality of education in Poznanâ&#x20AC;&#x2122;s educational establishments are unsatisfactory, particularly at gymnasium level. The basic premise for the achievement of effects and high quality of education is the support of human capital.

gymnasiums

post-gymnasium schools

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Average final test results in Poznan gymnasiums in comparison to other Polish cities in 2008

points

Educational establishments require investments in equipment and resources that enable the utilisation of modern communication technologies in knowledge transfer and implementation.

primary schools

test in humanities

test in mathematics and life sciences

Source: Statistics, Analysis and Reporting, City Development Department of the Poznan City Hall

13. Sports and recreation Poznan sports and recreation base can boast over 800 venues, including 16 swimming pools, 10 stadiums, 481 pitches, 187 sports halls, 5 bowling alleys, 3 archery lanes, 6 shooting ranges, 13 marinas, 3 ice rinks, 135 tennis courts, 23 squash courts, and Malta regatta course, cinder paths, a car racing track, a ski slope and a horse racing track a golf course, 3 climbing walls and 2 skate parks. Some of them are adapted to host large international events (e.g. the Malta Regatta Course and the Wola Horse Racing Track). On average there is one swimming pool per 35,000 inhabitants, one tennis court per 4,400 people, and one sports hall per 3,000 inhabitants.

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Present condition of the city

Work is currently being conducted on the expansion and modernisation of two of the largest sporting venues in the City, that is the stadium used by KKS Lech and the Malta Regatta Course, and also on the construction of the Aquapark, a modern complex by Lake Malta. More and more small local sports and recreation venues are being constructed with the participation of the housing estates, but the number of recreational venues available to inhabitants who are not members of sports clubs and do not attend paid activities in private fitness clubs is still too small. The bicycle path network is also insufficient and unevenly distributed. Poznan has 232 operating sports clubs (including 102 students’ sports clubs) that conduct various activities e.g. football, handball, rugby, swimming, archery, horse riding, water sports, judo, and tennis. The City is also home to the premises of 35 District Sports Associations and 2 Polish Sports Federations, Polish Field Hockey Federation and Polish Bowling Federation. The most popular sports disciplines include football, swimming, volleyball and basketball. Poznan hosts numerous local, national and international sporting events (mainly in canoeing, rowing and horse racing). The largest international events organised in recent years included the Rowing World Cup, European Senior Canoeing Championship, European Veterans Athletics Championship, World League in Men’s Volleyball, World and European Championships in Dragon Boat Racing, and International Show Jumping Competition. In 2009 Poznan welcomed to its venues, for example, the participants of the EuroBasket 2009 European Men’s Basketball Championship, Canoeing World Cup, World Rowing Championship, and Tournament of Handball National Teams. In the next few years Poznan will host the World Canoeing Championship (2010), Indoor World Men’s and Women’s Field Hockey Championships (2011), European Open Championships in Sports Bridge (2011), and World Homeless Street Football Championships (2013). In 2007 Poland and Ukraine were granted the right to host the UEFA EURO 2012™ European Football Championship, and Poznan will be one of the host cities of the Championship tournament. Poznan’s schools conduct a campaign popularising physical culture among children and teenagers by swimming and winter sports lessons, the organisation of school leagues and sports competitions, and recreational and sports classes as part of the following programmes: Sports Animator for children and teenagers and the Local Coach. The Youth Sports Centres conduct all-year classes for young people gifted in the field of sports that are covered by the national competition system. The majority33 of sports events addressed to the inhabitants promotes a healthy life style involving recreation, tourism and active spare time. The main recipients are children and teenagers. Events addressed to adults, including the elderly, are insufficient.

14. Tourism Due to its geographical location, a history spanning over a thousand years, and its infrastructure, Poznan has the potential to perform the function of an important city, a cultural and business tourism centre. Poznan’s accommodation base includes 61 establishments with 7,800 beds which are largely (75%) located in 41 hotels (more than half of them have a minimum three-star category). In 2008 accommodation was provided to 533,000 tourists (that is 38% of visitors to Wielkopolska), including 159,000 foreign tourists. Hotel accommodation take-up amounted to 35%. 33

In 2008 the City co-organised 240 sports events, including: 79 local events, 73 regional events, 58 national events and 40 international events.

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Present condition of the city

in thousands of people

Tourists using accommodation in Poznan in the years 1999â&#x20AC;&#x201C;2008

national

foreign

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

In recent years the standard of Poznan hotels has risen considerably. Since 1995, 10 new establishments have been constructed and some existing ones have been modernised. The Poznan hotel services market welcomed 7 large foreign hotel chains: Accor, Best Eastern Plaza Hotels, Domina Prestige, Envergure, IBB Hotels, NH Hotels Stenwood Hotels and Resorts, and the Polish Salvator chain. In 2008 Polish private investors constructed two five-star hotels (Notus City Park Hotel and Blow up Hall hotel). What is more, further national and foreign investments are announced, mainly in relation to the organisation of Euro 2012 (e.g. Neinver Hotel, Tubus Hotel, System Hotel, â&#x20AC;&#x2DC;WaĹ&#x201A;brzyskaâ&#x20AC;&#x2122; Hotel, Giant Hotel, â&#x20AC;&#x2DC;Hydrobudowaâ&#x20AC;&#x2122; Hotel, and Radisson SAS Hotel). However, the lack of a chain of small cheap hotels means that the existing base is not fully utilised. Tourists looking for this kind of offer choose establishments located more and more often in the outlying areas of Poznan county. Hotels and motels in Poznan in 2008

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

Poznan is the host of high-ranking cultural and sporting events, Poland’s largest trade fair centre and one of the largest conference and congress centres. The organisers of meetings, also the periodical ones, are dominated by the medical industry, and their participants constitute the largest group of congress guests visiting Poznan. The main pillar of the City’s conference potential is the Poznan International Fair infrastructure whose size and equipment meet global standards. The element ensuring the competitive edge in comparison to other centres in Poland is the space on offer (over 113,000 m2 in 16 air-conditioned exhibition pavilions and 81 conference rooms) and its adaptability and multi-functionality. The largest hall, pavilion No. 5 of the PIF complex, enables the placement of over 7,500 seats in theatrical arrangement. The premises of the Poznan International Fair have recently held important political and religious events such as the United Nations Climate Change Conference (COP14) in 2008 attended by 12,000 representatives from 189 governments, 32nd European Young Adult Taizé Meeting in 2009 attended by 30,000 participants from the whole of Europe, and the International Congress of Jehovah’s Witnesses in 2009. The PIF premises are also being considered for the organisation of selected meetings as part of the Polish presidency of the European Union Council in 2011. The remaining part of the City’s conference base includes mediumsize venues owned primarily by hotels, Poznan universities, such as Poznan University of Medical Sciences, Poznan University of Technology, Adam Mickiewicz University and the Academy of Music, other public and non-public higher education establishments, and scientific and research institutes. Other special or unique venues (like historical or sports and entertainment venues) are also situated in Poznan, and, when appropriately adapted, may supplement the standard congress offer making it more versatile. In 2006 the City of Poznan established the Poznan Convention Bureau (Biuro Kongresów i Spotkań) whose goal is to provide support to entities organising conferences and congresses, and to promote the city as a conference and congress centre. The Bureau was involved, for example, in the organization of the UN Climate Conference and the European Young Adult Taizé Meeting. In 2009 the Poznan Local Tourist Organisation and the Department of Tourism at the Poznan University of Economics started to implement the Poznan Tourist Barometer project whose goal is to constantly monitor the tourist traffic in Poznan. Such information will enable one to prepare tourist packages compliant with the visitors’ expectations and to ensure better tourist promotion of Poznan, particularly in the area of business and cultural tourism. Previous studies conducted among tourists visiting Poznan indicated that the City was annually visited by more than 1.7 million people, where nearly half of them were foreign visitors. Almost 40% of tourists come to Poznan on business, and every third visitor declares tourism and recreation as the purpose of their visit.

*STRATEGY FOR THE CITY OF POZNAN 2030

Strategic conclusions: Measures should be continued in favour of the organisation of prestigious sporting events, which requires the modernisation of existing sports venues and the construction of new ones. Important direction of sports development in Poznan is the support of mass sports by the promotion of physical activity among inhabitants. With regard to the development of cultural and business tourism one should enrich the tourist attractions based on historical and cultural features, as well as increase the city’s conference and congress potential.

Present condition of the city

Strategic conclusions: 15. Promotion In 2009 the City of Poznan adopted the Strategy for Promoting the Brand of Poznan which indicates the aims and objectives in marketing the City. Due to the important impact promotion has on the city’s development, activities undertaken should interweave horizontally through all areas of the city’s functioning.

Promotional activities are addressed to potential and present investors, tourists interested in Poznan’s tourist attractions and products, business tourists, people and institutions interested in Poznan culture, as well as sports and recreation fans. They include participation in specialist trade fairs and conferences, emission of advertising spots and the publication of media material advertising Poznan, distribution of promotion and information publications. In 2008 the City of Poznan became a member of the prestigious ICCA (International Congress & Convention Association) grouping together congress cities. Poznan is applying for the title of the 2016 European Capital of Culture. To this end a schedule of cultural events that illustrate the City’s historical and cultural heritage is being prepared. Measures are taken to host prestigious international sports events. The largest event of this type will be the EURO 2012 European Football Championship tournament. In 2008 the Strategy for the Poznan Brand Promotion was developed to indicate the directions and goals of the city’s marketing activities. The Strategy is to create the opportunity to present the target recipients (inhabitants of Poland and foreigners) with better economic and cultural offer, and intensify and direct marketing activities. The inhabitants of Poland are to be convinced that Poznan is the most important Polish city after Warsaw, which is confirmed by the development of its modern economy and small and medium-size enterprises, as well as the location of large-scale businesses in the City34. Foreigners are to learn that Poznan is a dynamic, modern, clean and culturally rich city, and its inhabitants are open and educated35. The Strategy is to result in the City’s participation in the global network of the flow of people, capital and connections, promotion of Poznan abroad, preparation of the ‘Poznan character’ concept synonymous with accurate solutions, good preparation, high level and competences, and the creation of the foreigners’ opinion about Poznan as a city of great opportunities and low risks.

16. Environment Poznan is one of the cities with a large swathe of green areas. They occupy nearly 73 km2, that is 27% of the City’s surface area. The largest part of these green areas is accounted for by forests (59%) and city greenery (16%). About 60% of said green areas is owned by the City of Poznan, while the remaining part belongs to private owners, the State Treasury and the Polish Allotment Owners Association. Poznan’s green areas follow a wedge and ring spatial arrangement based on the area’s natural configuration. They are comprised of four green wedges (Golęcin, Cybina, Dębin and Naramowice) of park and forest spread out in the river valleys and scattered downtown residential areas. Green areas encompass numerous monuments of nature, several historical greenery complexes under the conservation officer’s protection, and over 20 environmentally valuable areas like two natural reserves, sites of ecological interest and natural landscape complexes. In Poznan there are two areas of the Natura 2000 European ecological network (city fortifications ring and the northern section of the Warta River valley) that require special 34

Promotional activities are implemented under the theme of “Poznań Miasto Know-How” (“Poznan, the Know-How City”). Promotional activities are implemented under the theme of “Poznan: Western Energy Eastern Style.”

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Present condition of the city

A. Kowalik, Changes in the hydrographic network in Poznan in the years 1945–2000, Research materials of Institute of Meteorology and Water Management (IMiGW), Series: Hydrology and oceanography, issue 31.

*STRATEGY FOR THE CITY OF POZNAN 2030

Air pollution emissions from particularly nuisance-causing plants in Poznan in the years 1999-2007

in tonnes/ km2

protection. In the vicinity of Poznan is the Wielkopolska National Park which includes: Wielkopolska Nature Reserve and Rogalin Nature Reserve, as well as areas outside the park belonging to the Gniezno Lake District, Mosina canal and the Śrem – River Warta corridor are also included in this network. Apart from forests and housing estate green areas, Poznan also has nearly 260 marked-out green sites, including 43 parks, 112 green squares, 90 allotment gardens, 3 science and research parks, 2 zoological gardens, the Palm House and 24 cemeteries. Over 25,000 trees grow along the City’s streets. The surface covered by lawns exceeds 300 hectares. Green areas with the largest surface are the Cytadela park (100 ha), the New Zoo at Biała Góra (177 ha) and the Miłostowo communal cemetery (98 ha). Apart from the zoos and the Palm House, all green areas are available to the inhabitants free of charge. The zoos and the Palm House are visited each year by approximately 300,000 and 130,000 people respectively. The condition of these green areas varies depending mainly on the weather and the state of the natural environment. Plants are exposed to diseases and damage caused by fungi and vermin, as well as gases and dust polluting the air. The devastation of green areas is another issue. The expansion and increased density of the City settlement network brought changes to the hydrographical network of Poznan. The urbanisation process increasing the developed area 3.5 times in comparison to 1945, a six fold increase in areas drained with a drainage system and the drainage of agricultural lands situated in the City result in changes in Poznan’s hydrography. The urbanisation process led to changes in the natural drainage system, as precipitation to a large extent does not supply the subsoil waters but leaves the area covered with impermeable material in the form of surface flow and flows out of the City area via the sewage system network. Larger impermeable areas led to decreased infiltration36. The City authorities attach great importance to the broadly understood ecological issues, including ecological education. In order to improve the condition for greenery and form environmentally-friendly attitudes the ‘Green Poznan’ cyclical competition and the ‘Poznan Tree’ campaign are conducted. In the course of the last 15 years the condition of the natural environment in Poznan has considerably improved. This resulted from environmentallyfriendly measures and liquidation or modernisation of production plants that were most responsible for environmental degradation. Despite these positive changes, Poznan still suffers from local threats related to increased gas emissions (e.g. intensive growth of motorisation results in the local rise in nitrogen oxide concentration), pollution of surface waters above acceptable norms and excessive noise pollution from transportation. Poznan’s industrial plants annually emit about 800 tonnes of dust pollution and 1.7 million tonnes of gas pollution, of which reductive equipment helps to contain over 99% of the dust and nearly 25% of the gases (without CO2). More than 99% of gas pollution emitted in the City is carbon dioxide. The condition of air in the atmosphere does not meet with standards set by the EU only with regard to the suspended dust concentration (PM 10). This means that the Poznan agglomeration was qualified as Class C subject to the necessity to develop an air protection programme. The 2007 report about the estimated balance of greenhouse gas emission for the Poznan City area indicates that the summary consumption of fuel to satisfy Poznan’s energy needs amounts to over 50 million GJ a year,

gas (without CO2)

dust

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

Present condition of the city

Poznan is situated in a naturally attractive area, and a considerable part of the City surface is occupied by green areas. The condition of Poznan’s natural environment is improving, although the following problems are still unsolved: transportation noise pollution and surface water pollution. With regard to waste management the situation should be improved in the recovery of secondary raw materials and waste storage.

almost half of which is coal-fuelled energy. Total emission of greenhouse gases in Poznan in the years 1990–2005 was at a level of approximately 4.5 million tonnes of equivalent CO2 emission ranging within a +/- 10% limit. The greatest source of CO2 emissions accounting for about 99% of greenhouse gas emission was combined heat and power production. The indicator of greenhouse gas emissions per inhabitant in Poznan amounted in 2005 to 8.1 tonnes of CO2 equivalent and was lower by 2.4 tonnes of CO2 equivalent than the indicator for Poland (10.5 tonnes of CO2 equivalent/ inhabitant), which has resulted from proper energy management (rise in the combined heat and power production, elimination of losses at heat transmission, thermal modernisation measures and reduction of coal consumption by the end customer). Poznan occupies 9th place among 196 cities in Poland with a large scale of sewage-related environmental threat. Despite the constant improvement of indicators observed in recent years, the majority of surface waters do not meet the physicochemical and microbiological standards, particularly with regard to the threshold values of the coliform count and the chemical indicator of oxygen usage. Poznan’s City environment is characterised by acoustic discomfort caused by common violation of permitted values of equivalent noise. The prepared acoustic map of the City of Poznan indicates that the greatest nuisance is caused by transportation noise, particularly one related to roads, emitted by motor vehicles and trams. The worst situation can be observed downtown, in the vicinity of transit streets along national roads from Świecko to Brześć (No. 2) and from Wrocław to Bydgoszcz (No. 5), at the exit road in the direction of Katowice (No. 11), at the Poznan’s motorway by-pass, in the vicinity of railway lines to Warsaw, Katowice, Bydgoszcz, Wrocław, Krzyż and Zbąszynek, and at the Ławica and Krzesiny airports (together with the relative air corridors). The area limited for usage for the Poznan-Krzesiny military airport covers 224.4 km2 reaching at its farthest point to Suchy Las, Mosina, Środy Wielkopolska and Plewiska. It was divided into three zones with various possibilities of using the properties situated in this area. In 2008, with regard to areas with higher than permitted noise levels, the Centre of Acoustic Studies of the AMU Foundation prepared the Programme for antinoise protection of the environment whose goal is to adapt the noise level to the permitted level. Among other things, it envisages the continuation of Generated waste per Poznan inhabitant in the years 2000-2007

in kg

Strategic conclusions:

industrial

communal

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

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Present condition of the city

proven measures such as the elimination of cobblestones, improvement of road surfaces, introduction of the so-called quiet surfaces and construction of acoustic screens. Every year in Poznan nearly 625,000 tonnes of waste is generated (where almost 2/3 is waste from economic activity), and 94% of such waste is economically utilised. The largest waste generators are: Kompania Piwowarska SA (marc pulp, must and post-fermentation waste and infusions), Aquanet SA (stabilised communal sewage sediments) and Dalkia Poznań ZEC SA which has been storing furnace waste since 1984 (it is gradually being reclaimed by the company). Approximately 1.4% of generated industrial waste is hazardous waste, mainly liquid fuel waste and waste oils (43%) and waste from exploited vehicles, batteries and cells, used electrolytes, waste from electric and electronic devices (34%). Nearly 1/3 of is recycled (mainly ones from thermal processes), and 2/3 are neutralised. The largest producer of hazardous waste is the Exide Technologies SA plant. Problems also arise in relation to hazardous waste generated in small plants (paint and varnish containers, batteries, mercury discharge lamps, galvanic sludge, transport waste, e.g. oil emulsions, brake fluids and detergents). Medical and veterinarian waste is partially disposed of at the communal waste landfill, and partially utilised in the hospital central heating furnaces (J. Struś Hospital and hospital on ul. Szwajcarska have their own specialist furnace for burning waste; some Poznan waste is burnt in the incineration plant at the Independent Public Provincial Hospital in Gorzów Wielkopolski) and waste incineration facilities. The greatest share in the structure of generated communal waste belongs to organic waste (43%) and paper (14%). Communal waste is stored at 6 communal waste landfills situated outside the administrative boundaries of Poznan. Managed by the City of Poznan, the Suchy Las landfill with a surface area of 33.8 ha (12.4 ha is currently in use) complies with all ecological set standards. The landfill takes advantage of a modern system of landfill effluent treatment, and a biogas power plant was launched to use the spontaneously generated methane. Landfill exploitation level exceeds 70%. It is expected that its exploitation will continue till 2016. Poznan has implemented a system for problem waste (large-size and hazardous) disposal from households. There operate two permanent collection points and a system of mobile collection points dedicated to problem waste. Poznan’s chemists take out of date medicines / drugs free of charge. According to EU regulations, starting from 2013 it will be impossible to store most of the waste generated, which is why the City of Poznan plans to build a modern waste incineration plant partly financed with EU funds. In 2009 the City started public consultations with inhabitants of pre-selected locations for this investment. Selective secondary raw material collections in the City have resulted in the acquisition of waste paper, cullet, plastics and metal scrap. A special programme for selective communal waste collection (with regard to waste paper, cullet, plastic packages) covered 28,000 households from housing and apartment blocks (over 800 containers for secondary raw materials placed throughout the City). The annual recovery of secondary raw materials from communal waste amounted to 4,000 tonnes, that is slightly over 2% of their total quantity, and half of recovered materials was waste paper. Furthermore, Poznan schools implemented a programme for the collection of aluminium scrap by the students.

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Present condition of the city

Strategic conclusions: 17. Public safety In recent years, safety in the City of Poznan has been systematically improving. In order to raise the level of safety in the City a number of measures are undertaken, e.g. educational and informative programmes, support for victims of crime, a crisis response system and inhabitants’ protection, and a monitoring system of City monitoring.

In the course of the last 5 years the number of crimes detected in Poznan has been decreasing. Every year 25,000 crimes are registered, 85% of which are criminal offences. The main crimes that are committed are thefts (nearly 40%), with half of them related to cars and car parts. In 2008 the crime threat indicator measured by the number of reported crimes per 100,000 inhabitants amounted to 4,454. Crimes detected in Poznan in 2008

other 35% theft of objects and robbery 30%

Crime rate in Poznan in the years 1999-2008

crimes against life and health 3%

number of crimes per 1,000 inhabitants

economic crimes 8% drug-related crimes 13%

burglaries 11%

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

in %

Crime detection rate in Poznan in the years 2000-2008

The number of criminal offences is decreasing mainly in the categories that affect the inhabitants’ feeling of safety, that is murders, rapes, burglaries, robberies and bodily injuries. The number of drug-related crimes is, on the other hand, rising. They constitute nearly 16% of all criminal offences. The overall culprit detection rate exceeds 50%. The detection rate is very high with regard to drug-related, economic and road crimes (over 90%). One of the priorities of the city authorities is to improve the inhabitants’ safety. Numerous programmes are implemented in order to increase the inhabitants’ feeling of safety, e.g. Municipal Programme for Crime Prevention and Protection of Citizens’ Safety and Public Order, Safe City, increase of safety at schools, system of crisis response and inhabitants’ protection against threats. Projects addressed to crime victims and combating drug addiction were also launched with financing from EU funds. Poznan has a CCTV monitoring system that gradually covers places considered as dangerous, mainly crossroads characterised by high traffic intensity, viaducts, city transportation stops and underground passages. 128 cameras were installed in the City by the end of 2008. Work is continuing on a further expansion of the system.

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

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Present condition of the city

18. Cooperation with stakeholders 18.1. Civic activity Measures are taken in the City to improve civic activity in order to increase the citizens’ involvement in public affairs and the civic institutions’ role and efficiency. As part of the programme active groups of inhabitants, local authorities and non-governmental organizations participate in solving specific local problems. The inhabitants organise housing estates, auxiliary units established only at the initiative of local communities to care for the satisfaction of joint local needs, particularly the spatial order, peace and safety, local technical and road infrastructure, the City’s property situated in the settlement, condition of the environment, development of services, culture, sports and recreation in the settlement. At the end of December 2008 in Poznan there functioned 68 housing estates inhabited by 92% of population. The estate councils gather over 850 councillors elected by the inhabitants. Problems arise from the lack of involvement on the part of inhabitants in elections and activities of the housing estate councils. The inhabitants of housing estates on Poznan’s periphery constructed in areas that are not fully connected to the mains system, establish associations whose goal is, for example, to construct the local sewage, waterworks, road and lighting networks, as well as recreation and sports venues. These ventures are executed from the inhabitants’ own resources and grants from the City budget. Every year such activity is conducted by more than 20 associations, social construction committees and individual investors that acquire nearly PLN 2 million from the City budget. The City is also home to several hundred foundations, organisations, societies, associations, churches and parishes, sports clubs and various unions that organise ventures in the fields of social help and rehabilitation of the disabled, preventative healthcare and the promotion of health and solutions to alcohol-related problems, physical culture and sports, popularisation of tourism, implementation of cultural projects and promotion of culture, education and childcare, environmental protection and ecological education, heritage protection and consumer counselling. In 2008 the City co-financed nearly 800 non-governmental organisations’ projects.

in %

Election turnout in Poznan

EU referendum

European Polish President Parliament (2nd round) Poznan

Sejm and Senat

Self Mayor of the City -government (2nd round)

Wielkopolska Region

Poland

Source: Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall

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Present condition of the city

Strategic conclusions: Poznan acts in many organisations and associations, and cooperates with many partner cities. An important issue for Poznan’s development is the Poznan’s inhabitants’ involvement in the city affairs. In order to facilitate contacts between its inhabitants and the local authorities e-administration tools should be developed.

Since 2000 Poznan’s inhabitants have participated in 11 elections at a local, national and European level as well as the EU referendum. With the exception of elections to the Poznan City Council and the position of the Mayor of the City in 2002, the election turnout in Poznan was higher than in the Wielkopolska Region and Poland (respectively from 2 to 7% and from 6 to 7%). Poznan’s inhabitants displayed high civic activity in the 2003 EU referendum (69% turnout in comparison to 61% in the Wielkopolska Region and 59% in Poland), the European Parliamentary elections conducted on the 7th of June 2009 (38% turnout in comparison to 24% in the Wielkopolska Region and 24.5% in Poland), and the Sejm and Senate elections conducted on the 25th of September 2005 (49.6% turnout in Poznan in comparison to 40.9% in the Wielkopolska Region and 38.2% in Poland). But one may observe a gradual drop in the election turnout (by 45% over the last 7 years). This is a general tendency in Poland, and its causes are analysed by scientists and politicians.

18.2. Information policy and social communication The most recent information about Poznan is posted in “Miejski Informator Multimedialny” (MIM, City Multimedia Directory, www.poznan. pl), one of the largest local government portals in Poland. It includes information about the City’s economic and social life, administration and local government (Public Information Bulletin), as well as current events. Repeatedly awarded and distinguished in national and foreign rankings, MIM belongs to the most professionally designed and the best edited local authority portals in the country. Poznan implemented the e-Poznan project, financed by EU funds, whose goal is the development of the information society. The programme involved the launch of electronically documented archives and portal enabling the provision of administrative and business services. The Poznan City Hall was the first in Poland to introduce the possibility of electronic registration of an economic activity. Recruitment to post-primary schools is also conducted via the Internet. It is also possible to file some applications and check the progress of the case in consideration. It is also planned to introduce e-signatures in contacts between the city and its citizens. Work is also in progress on the Integrated City Management System. Measures have also been taken to provide the inhabitants with broadband Internet access. At present, they can use 35 Public Internet Access Points free of charge. As part of tests of this last project, free access wifi points have been operating on the Main Market Square and Wolności Square since 2007. This project is an element of a larger Broadband Wielkopolska programme considered as a key project in the Province of Wielkopolska. A vital aspect of Poznan’s functioning is its social communication. In this area the City executes numerous ventures such as public consultations concerning issues important to its inhabitants, distribution of free information among the inhabitants, cooperation with local media, mass outdoor events and concerts (e.g. Poznan Bethlehem, Ice Sculpture Festival, concerts of world-renowned artists and Pyrlandia Days [Days of Potato Land]). In 2008 the Call Centre service was launched to ensure better contact between its inhabitants and the City Hall.

*STRATEGY FOR THE CITY OF POZNAN 2030

Present condition of the city

18.3. International and national contacts Poznan maintains constant cooperation with 12 partner cities, e.g. Assen in the Netherlands, Györ in Hungary, Hannover in Germany, Pozuelo de Alarçon in Spain, Rennes in France, Toledo in the USA, and the county of Nottinghamshire in the United Kingdom, including the exchange of experiences in the field of local government, culture, education, physical culture, communal management and social help. The City of Poznan actively participates in works on the execution of national and international projects and programmes related to government policy with regard to local government, management, development and economic cooperation. Poznan is a member of such international organisations and networks as Eurocities where it has performed the function of Vice-Chair of the Economic Development Forum since 2009, European Urban Knowledge Network, Strasbourg Club, Mayors for Peace, Poznań–Illeet-Vilaine Foundation, and WHO Healthy Cities Network. In addition, thanks to its membership in the Association of Polish Cities, it is present in the Council of European Municipalities and Regions (CEMR) and the Congress of Local and Regional Authorities of Europe (CLRAE). It also takes part in the work of the Joint Commission of Government and Local Government. The City of Poznan is an active member of the Union of Polish Metropolises. The City executes the ‘Oder Partnership’ cross-border cooperation project in collaboration with local authorities from Wielkopolska, West Pomerania, Lower Silesia, Lubuskie Regions, Szczecin and Wrocław, and the following German federal states: Berlin, Brandenburg, Mecklenburg-Vorpommern and Saxony. 20 countries are represented in Poznan. The City is home to the general consulates of the Russian Federation and the USA consular agency. What is more, 18 countries (Albania, Belgium, Brazil, the Czech Republic, Denmark, Estonia, France, the Netherlands, Ireland, Lithuania, Mexico, Germany, Turkey, Hungary, Romania, Slovakia, Ukraine and the United Kingdom) have opened honorary consulates in the City.

*STRATEGY FOR THE CITY OF POZNAN 2030

The main external conditions for city development include: – Globalisation, – Formation of information societies and increase in the usage of IT and ICT technologies, – Metropolisation, – Climatic changes, – Growing pace of life, – Changes in values. From the perspective of Poznan special emphasis needs to be placed on tendencies related to metropolisation. Metropolisation is a process in which some large cities undertake managerial functions in the sphere of the economy as well as political and pattern-creative functions in culture on a supranational scale. A metropolis is a city with at least 500,000 inhabitants which displays the following features: excellence of services, institutions and facilities, innovative potential in the technical, economic, social, political and cultural scope, as well as uniqueness and specific nature of the place1. Poznan has an opportunity to enter the European network of metropolitan cities, which is confirmed by the findings of research conducted by Lise Bourdeau-Lepage2 in relation to the so-called concentration of activity3.

Industry

Construct Construction

General

Finance

For companies

Non-market services

Services

Market services

Warsaw

0.8

0.9

1.2

1.5

1.3

0.9

1.08

Wrocław

0.9

1.1

0.95

0.94

0.99

1.1

1.01

Poznan

1.1

0.98

0.8

0.9

0.98

Kraków

1.3

0.9

0.6

0.96

1.1

0.97

Gdańsk

1.1

0.9

0.7

0.8

1.1

0.97

Łódź

1.3

0.7

0.9

0.7

0.8

1.1

0.93

Average

Source: Bourdeau-Lepage, 2004

B. Jałowiecki, 2007, after M. Bassand, Metropolisation et inegalites sociales, Lausanne: Presses Polytechniques et Universitaires Romandes, 1997.

L. Bourdeau-Lepage, “Metropolization in Central and Eastern Europe: Unequal Chances”, GaWC Research Bulletin, 2004.

The concentration indicator is the relation of the share of employment in the x department in the total employment in the y place to the share of total employment in the x department in the total employment in all places.

*STRATEGY FOR THE CITY OF POZNAN 2030

V. METROPOLISATION AS THE MAIN TENDENCY IN THE SURROUNDINGS

Metropolisation as the main tendency in the surroundings

According to the forecasts of the ESPON (European Spatial Planning Observation Network) programme4, the continuation of present tendencies will lead to a considerable concentration of economic activity in the socalled pentagon (area between London, Paris, Milan, Munich and Hamburg) in 2030. Poland will be connected with Europe’s economic centre with two corridors of high activity. The first one will include Warsaw, Poznan and Łódź, while the second will cover Wrocław, the Silesian conurbation and Kraków. In 2030 all listed cities will belong to metropolitan areas. According to ESPON, the focus of EU policy on goals related to economic cohesion and improvement of the quality of life in the poorest regions of the current community will correspond to the relatively stronger position of Polish cities in the European network of metropolises. It means that the City of Poznan shall aim at the improvement of its competitiveness and internal potential in order to become a metropolis. Fig. European metropolitan areas of growth

Average annual GDP per inhabitant in PSN (1995-2003)* <2 2–4

Functional urban areas (FUA) Metropolitan European Growth Areas (MEGA) Supranational/ national functional urban areas

4–6

Regional/ local FUA

6–8

European class motorways

8–10 10–12 > 12 no data *Romania 1998-2003

Functional urban areas constitute a vital part of Europe’s territorial structure. Under the current ESPON project further works are conducted on their classification. New results were published at the end of 2006.

Source: ESPON Atlas, Structure of the European territory, 2006

ESPON Atlas, Structure of the European territory, 2006, Territorial Agenda of The European Union Towards a More Competitive Europe of Diverse Regions, ESPON, 2006.

*STRATEGY FOR THE CITY OF POZNAN 2030

The SWOT analysis was used as a method that systemises the social and economic development factors of the city. The SWOT analysis consists of four parts, strengths, weaknesses, opportunities and threats. One should note that strengths and weaknesses refer to the city itself, while opportunities and threats cover its surroundings. That is why in this approach the SWOT analysis is applied as a diagnostic and prognostic tool. The SWOT analysis was conducted in the context of three thematic blocks: Praca (P), Odpoczynek (O) and Zamieszkanie (Z) specified at the analytical and diagnostic stage.

Fig. Strategy for the Poznan Brand Promotion and Development Strategy for the City of Poznan to 2030

Strategy for the Poznan Brand Promotion

vs.

Development Strategy for the City of Poznan

Praca (Labour)

Odpoczynek (Recreation)

Zamieszkanie (Residence)

Source: Author’s study, C. Kochalski

*STRATEGY FOR THE CITY OF POZNAN 2030

VI. FACTORS AND CONDITIONS FOR THE CITY’S DEVELOPMENT – SWOT

Factors and conditions for the cityโ s development โ SWOT

STRENGTHS

WEAKNESSES Praca (Labour)

t )JHI FรณDJFODZ PG UIF FDPOPNZ t 4USPOH EJWFSTJรถDBUJPO BOE stability of the economy, t )VNBO DBQJUBM t 1PUFOUJBM PG VOJWFSTJUJFT BOE 3 % institutions, t 5SBOTQPSUBUJPO BDDFTTJCJMJUZ t "DUJWF QBSUJDJQBUJPO JO organisations and associations, t %JWFSTJรถFE TFSWJDFT TFDUPS t %PNJOBOU USBEF GBJS DFOUSF JO Poland.

t 4VCVSCBO QIFOPNFOPO resulting in declining inner city population, t "HFJOH TPDJFUZ t -PX TIBSF PG IJHI UFDI industries, t -BDL PG BEBQUBUJPO PG FEVDBUJPOBM structure to market demand, t MBDL PG BSFBT GPS UIF TUJNVMBUJPO of economic development in the City.

Odpoczynek (Recreation) t -BSHF OVNCFS PG HSFFO BSFBT with potential to be used as recreational areas, t %JWFSTJUZ PG MPDBM DVMUVSF (theatres, cinemas, museums), t -BSHF OVNCFS PG IJHI SBOLJOH sporting events.

t -PX DVMUVSBM BDUJWJUZ PG inhabitants, t 1SFTFODF PG DJUZ BSFBT PG MPX aesthetic value, t -BDL PG BDDPNNPEBUJPO PG B lower standard, t *OTVรณDJFOU BEBQUBUJPO PG DVMUVSBM establishmentsโ to suit touristsโ needs.

Zamieszkanie (Residence) t -BSHF OFUXPSL PG DPNNFSDJBM establishments, t "SDIJUFDUVSBM QPUFOUJBM PG UIF City, t $JUZ USBOTQPSUBUJPO TZTUFN developed transport network, t 4UBUF PG TBGFUZ

t -BDL PG BO FรณDJFOU TZTUFN connecting the region, t -BDL PG TQBUJBM DPIFTJPO JO UIF City, t 6OTBUJTGBDUPSZ DPSSFMBUJPO between supply and demand in the housing market, t 6OTBUJTGBDUPSZ RVBMJUZ PG SPBET t 6OTBUJTGBDUPSZ SFTVMUT PG FYUFSOBM exams at the three levels of education (primary school, gymnasium, secondary school), t *OFรฒFDUJWF BDPVTUJD QSPUFDUJPO

*STRATEGY FOR THE CITY OF POZNAN 2030

Factors and conditions for the cityโ s development โ SWOT

OPPORTUNITIES

THREATS Praca (Labour)

t 'JOBODJBM SFTPVSDFT GSPN UIF &6 t 'PSFJHO BOE DFOUSBM JOWFTUNFOUT t 1SPNPUJPO PG UIF $JUZ t 3JTJOH QPTJUJPO PG 1PMBOE JO international structures, t $SFBUJPO PG UIF NFUSPQPMJT

t 'MVDUVBUJOH FDPOPNJD JOEJDBUPST t &YPEVT PG DPNQBOJFT BOE inhabitants to suburban areas, t $PNQFUJUJPO PO UIF QBSU PG PUIFS cities with regard to attracting investors and recruiting qualified employees, t (SPXJOH TUSBUJรถDBUJPO PG TPDJFUZ

Odpoczynek (Recreation) t *OUFSOBUJPOBM BOE NBTT TQPSUJOH and cultural events, t 4USVDUVSBM BOE VSCBO QMBOOJOH investment in the spheres of culture and recreation.

t &YDFTTJWF IVNBO QSFTTVSF

Zamieszkanie (Residence) t *ODSFBTFE USBOTQPSU BDDFTTJCJMJUZ including construction of the 3rd transportation framework t 3FWJUBMJTBUJPO t *OWFTUNFOUT JO UIF GPSN PG public-private partnerships, t *OWFTUNFOU JO FOWJSPONFOUBM protection.

t -BDL PG DPPQFSBUJPO CFUXFFO the City and communes in the agglomeration, t 6OGBWPVSBCMF MFHBM SFHVMBUJPOT t %SPQ JO UIF BUUSBDUJWFOFTT PG UIF City centre, t 5IF TUSBJO VQPO UIF $JUZ T transportation in relation to people traveling from outside of Poznan, t $IBPUJD IPVTJOH BOE TFSWJDFT development.

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges include problem areas and issues that need to be tackled in order to provide the City with a new impetus for development.. Challenges have been formulated on the basis of conclusions arising from the analytical and diagnostic works conducted for Poznan and its surroundings. They form the foundation for determining the strategic goals. While identifying major challenges, comparative methods were used to juxtapose the present condition to the anticipated one to be achieved in 2030. Challenge 1: Halting the decline in Poznan’s population 2009 Unfavourable demographic situation

2030

uuu

Favourable demographic situation

The challenge is to check the adverse demographic tendencies which result in the drop in the City’s population. Family-oriented measures need to be undertaken in order to positively affect the birth rate. Negative migration balance may be levelled by the creation of optimum conditions for the development of housing and an improvement in the living conditions of the City’s population. Challenge 2: Preparation of a system of measures aimed at combating social exclusion1 2009

2030

Poznan as a city where the development of groups threatened with social exclusion is hindered

Poznan as a city which provides care and creates development opportunities for groups threatened with social exclusion

uuu

Measures aimed at changing social awareness with regard to the perception of various threats2 will ensure that no social group will feel isolated. Such people should be able to freely use basic services and have full access to culture, sport and entertainment. The results of measures whose scope should cover all areas of the city’s functioning will include integration and social and professional activation of the above-mentioned groups. In the era of digitalisation special attention should also be given to groups threatened with digital exclusion.

In accordance with the provisions of the City Social Policy Strategy which adopts task priorities like protection of the standard of living and improvement of the situation of the elderly and the disabled.

In particular those referring to the elderly, the physically and mentally disabled, dyslexic individuals, the permanently unemployed, addicts, etc.

*STRATEGY FOR THE CITY OF POZNAN 2030

VII. MAJOR CHALLENGES

Major challenges

Challenge 3: Improvement of the quality of education

2009

2030

Unsatisfactory level of education provided by educational establishments

High level of education provided by educational establishments at all levels

uuu

Meeting the â&#x20AC;&#x2DC;Improvement of the quality of educationâ&#x20AC;&#x2122; challenge is necessary for Poznan to achieve the standing of a European academic centre and a city of learning. As vital problems related to education one needs to point to unsatisfactory exam results achieved by Poznan pupils, particularly at the secondary school level, and the tendency of towards decreasing interest in physical sciences which leads to a smaller number of graduates from technical faculties. This requires a change to the education model from theoretical to more practical and oriented at the development of analytical skills. It is also essential to ensure greater correlation of educational systems with labour market needs, and to develop a motivational system for teachers, particularly those who have very good results, to introduce innovative solutions or implement valuable programmes. In addition, school equipment should meet the requirements of a knowledge-based society. Challenge 4: Poznan as a university centre of European importance

2009 Strong national academic centre

2030

uuu

Strong European academic centre

As one of the strongest academic centres in Poland, Poznan will strive to increase its importance on the European stage. The improved attractiveness of the City as a place for studies and scientific research will contribute to greater interest in Poznan among national and foreign students and scientists. In order to achieve the standing of a European academic centre it is necessary to intensify cooperation between universities and scientific units, and their collaboration with Poznan City Hall3.

This challenge has already been included in the Poznan Academic and Scientific Strategy, Poznan, June 2005.

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges

Challenge 5: Poznan as an entrepreneurial city able to compete on the global market

2009

2030

Strong economic centre with dominant share of small and medium-size enterprises

Strong economic centre where the leading part is played by strong domestic companies successfully competing on the global market

uuu

Small and medium-size enterprises based in Poznan have limited opportunities in terms of utilisation of advanced technologies and their development. Poznan should strive to support the development of these enterprises in order to create a knowledge-based local economy and expand cooperation and network connections between enterprises, universities and R&D institutions (clusters). A stronger standing will be conducive to the diffusion of knowledge and technology, improvement of the enterprisesâ&#x20AC;&#x2122; competitiveness, and thus higher position of the City as a strong economic centre. Challenge 6: Poznan as a city attractive to creative, active and enterprising people with high qualifications

2009

2030

Low attractiveness of the City to creative and enterprising people with high qualifications

Poznan as a city attractive to creative and enterprising people with high qualifications

uuu

Turning Poznan into a city which is attractive to creative, active and enterprising people with qualifications requires the provision of conditions for their development with regard to the opportunities of starting their own economic activity in the City, and the creation of an investor-friendly image of the city Challenge 7: Development of cooperation between the Poznan agglomerationâ&#x20AC;&#x2122;s local governments

2009

2030

Initiated cooperation between Poznan and neighbouring communes

Poznan as the capital of efficiently and effectively managed agglomeration

uuu

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges

The existing deficit of free investment spaces and development of suburban phenomena means that the competition between urban centres refers more and more to the entire agglomeration, which has been the predominant tendency in Western Europe for decades. The cooperation between the Poznan agglomeration’s local governments will result in efficient management of the whole agglomeration consisting of coordinated investment projects and the preparation of common policies in such fields as transportation (single agglomeration ticket), waste management, spatial planning, etc4. Enhancement of the management system within the Poznan agglomeration should lead to a rise in the competitiveness of this area and importance in the network of national and international connections. Challenge 8: Development of metropolitan functions

2009

2030

Poznan as a city with a well-established strong position in the country

Poznan as a metropolitan centre with a well-established position in the network of European metropolises

uuu

In this global world metropolises will have an ever increasing importance5. Poznan has the potential over the next twenty years to achieve the position of a city with a strong European standing among metropolitan centres. . For this to happen the City of Poznan should undertake measures aimed at developing metropolitan functions6 that have been approved by all metropolis communes by way of consensus. Challenge 9: The creation of Poznan’s cultural product in relation to the implementation of its metropolitan functions 2009

2030

Poznan as a centre with a rich but insufficiently promoted and intensified cultural offer

Poznan as a centre where prestigious cultural institutions are situated, which generates cultural events of international importance

uuu

Cooperation between communes was initiated by the conclusion of a cooperation agreement between the Poznan agglomeration local governments in May 2007 pursuant to the Poznan Agglomeration Council. This challenge has also been included in POLAND 2030. Development Challenges Report, “Challenge 7 – Solidarity and regional cohesion” which indicates that the metropolitan areas will be developing faster than the rest of the country.

According to: POLAND 2030. Development challenges Report, “Challenge 7 – Solidarity and regional cohesion”, and T. Kaczmarek, Przesłanki tworzenia Strategii Aglomeracji Poznańskiej (Premises for the design of the Poznan Agglomeration Strategy).

Metropolitan functions include, for example, higher quality services offer, creation of innovations, global companies and institutions, role of transportation junction for national and international connections, etc.

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges

One of the indicators of a metropolitan character is the existence of specific unique atmosphere and favourable conditions for creative activities in cultural circles. The intensification of Poznan cultural institutions’ cooperation within an international network that will result in the new quality of their operations will raise the prestige of cultural events hosted in Poznan. In the era of globalisation characterised by the permeation of cultures and popularisation of the same brands available in almost every corner of the world it is advisable to undertake measures emphasising the uniqueness of a given place. Challenge 10: Improvement the city’s spatial management and its utilisation

2009

2030

Not fully satisfactory management and utilisation of unique and valuable elements of city space

Aesthetic and functional management of unique and valuable elements of city space in accordance with the idea of spatial order

uuu

Poznan city abounds in unique and valuable space such as green areas, recreational areas, historical development, the downtown area and urban system of modernist housing estates. However, they are not always adequately managed nor utilised. An improvement in the city’s spatial management and utilisation will contribute greatly to the City’s greater attractiveness and improve the quality of life. Challenge 11: Optimisation of transport in the City and the Poznan agglomeration 2009

2030

No integration of transport in the agglomeration. Insufficient functionality of the collective transport system and transportation routes

Integrated transport within the agglomeration. High functionality of the collective transport system

uuu

Optimisation of transport7 in the City and the Poznan agglomeration will be achieved by undertaking measures aimed at improving the flow of traffic together with the simultaneous promotion of collective transport and non-motorised transport.

This challenge is a response to the principle of sustainable transport development in the City included in the Poznan Transport Policy (Resolution No. XXIII/269/III/99 of the Poznan City Council of the 18th of November 1999).

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges

Challenge 12: Ensuring the efficiency management of housing resources and land for residential and economic investment 2009

2030

Unfulfilled potential regarding the management of communal housing resources and the creation of conditions for the development of housing construction in the City

Poznan as a city offering good conditions for the development of housing and entrepreneurship, managing housing resources adequately to meet the needs of the inhabitants.

uuu

One of the most important challenges facing Poznan authorities is to halt the exodus of city inhabitants to neighbouring communes and stop the transfer of small businesses to beyond the cityâ&#x20AC;&#x2122;s boundaries. This results in lower budget for the City, and thus lower financial potential. The main reasons behind the decision to locate in the communes of the agglomeration are more beneficial financial conditions offered by neighbouring communes. It is necessary to strive to satisfy the populationâ&#x20AC;&#x2122;s housing needs and ensure optimum conditions for the development of entrepreneurship, mainly in the spatial and administrative spheres. Meeting this challenge is to convince people that Poznan is a comfortable and friendly city both to live in and run a business from. Challenge 13: Creation of a functional system of communal services compliant with European Union requirements 2009

2030

System of communal services not fully meeting European standards

Functional system of communal services operating in compliance with EU directives

uuu

As a member of the European Union, Poland is obliged to observe EU law. The policy of the European Union focuses on broadly understood environmental protection, which is why all member states are obliged to follow EU directives. Poznan also has to observe a number of requirements. The system of communal services includes management of waste and natural environment, resources, such as water, electricity, thermal power and gas as well as sewage disposal. Apart from the creation of a suitable system oriented to effective management of waste and natural environment resources, another challenge is posed by the increasing ecological awareness of its inhabitants.

*STRATEGY FOR THE CITY OF POZNAN 2030

Major challenges

Challenge 14: Enriching the Cityâ&#x20AC;&#x2122;s Tourist Offer 2009 Unused potential of the City in the sphere of tourism

2030

uuu

Rich tourist offer addressed to a wide range of tourists

At present Poznan observes very dynamic development of business and congress tourism which generates much higher income than the remaining segments of the tourist market. The tourist potential of Poznan should also be sought in cultural and city tourism that includes participation in cultural events, exhibitions, concerts, festivals and open-air events. It is also necessary to harness the Cityâ&#x20AC;&#x2122;s historical heritage. One must not forget that the condition for meeting this challenge is the availability of a diversified accommodation base and greater accessibility to the City, mainly via air transport.

*STRATEGY FOR THE CITY OF POZNAN 2030

VIII. VISION FOR 2030 â&#x20AC;&#x2DC;Poznan as a metropolitan city with a strong economy and high quality of life that bases its development on knowledge.â&#x20AC;&#x2122;

Poznan of 2030 is: * City open and friendly to inhabitants and visitors, * Metropolis functionally integrated within the area of the large Poznan agglomeration and externally connected with numerous and strong links in the European network of metropolitan cities, * Capital of a region providing the Wielkopolska inhabitants with access to high quality metropolitan services, * Leading academic centre in Poland and an important centre in Europe distinguished by its broad scientific and research offering provided by the universities, * Stable centre with a modern knowledge-based economy with considerable share coming from the creative sector, * City attractive to investors with numerous investments in global advanced technology service and production centres, * Important Polish financial centre with offices of national and foreign financial and business institutions, * Vital tourist centre on the map of Poland perceived through the prism of both historical monuments and modern cultural events, * City with huge social capital where entrepreneurship, involvement and social activity of Poznanâ&#x20AC;&#x2122;s inhabitants bear the fruit of many initiatives and stimulate city life, * City offering its inhabitants high-quality housing conditions, wide range of services and excellent recreational areas, * City with rich cultural, sports and recreational offering, well-known for numerous cultural and sports events of international importance, * Environmentally-friendly city.

*STRATEGY FOR THE CITY OF POZNAN 2030

Poznan becomes an attractive metropolis… …thanks to the establishment of partnerships between all interested parties, that is local authorities, institutions, organisations, entities and inhabitants, which enables development to be more dynamic via the identification and adoption of responsibility at all levels of local government activities. …Poznan as the capital of the Province of Wielkopolska with a rich tradition… The basic values that form the mission of Poznan arise from its thousand-year tradition going back to the origins of the Polish nation state, the City’s Renaissance glory during the Golden Age, and experiences of the nineteenth-century’s organised work. This tradition is the root of the state-creative thought of Poznan’s inhabitants, their civic attitude and wellestablished work ethic. ...functions as a European centre of the Region... Poznan, the capital of the Province of Wielkopolska with huge territorial, demographic and economic potential and rich historical and cultural tradition, appears in the network of European metropolises as the centre of a strong region. As a European centre of the Province it develops the functions assigned to metropolises. ...creates conditions for the development of social capital... The social capital attributes include mutual trust among people, community spirit, civic involvement, feeling of personal responsibility for the common good, high rank of social acceptance and adherence, as well as observance of customs that favour order and common prosperity. Social capital increases the production potential of the community, promotes the creation of economic networks, participation in management and joint ventures, enables a faster innovation flow and efficient transactions. Social capital affects the development of economic activity and favours solving problems jointly by the city’s community. ...supports activity and entrepreneurship, and attracts investments... As a city with a well-established style of entrepreneurial, Poznan offers a convenient location, developed business environment institutions and qualified employees, and attracts national and foreign investors. It creates an enterprise-friendly atmosphere, helps in the establishment of new companies and supports the development of existing companies. ...is distinguished by attractive space and architecture with busy historical centre... The advantages of Poznan city space comprise valuable urban planning complexes, single architectural structures, service and trade elements attractive due to their form and content, mythical and legendary sites, monuments and fountains. Cultural and entertainment events held in the attractive downtown areas means that the city centre will become the actual ‘heart of the city’ and, at the same time, a unique tourist attraction.

*STRATEGY FOR THE CITY OF POZNAN 2030

IX. MISSION

Mission

...ensures various forms of spending free time in the fields of culture, sports and recreation... The broad offer of entertainment, cultural and sports events (including international events) provides the City’s inhabitants and visitors with a number of ways to spend their free time. Attractive sports and recreation venues enable recreation and practising various forms of sporting activity. They are also a source of entertainment. ...takes care of sustainable development … Pursuant to the principle of sustainable development, in order to provide good living conditions to the present and future generations it is imperative to preserve the natural heritage and build a friendly anthropogenic environment. ...improves the city’s functionality... The city’s functionality involves adapting the organisation of its space to the needs of inhabitants and visitors. It concerns their professional activity, education, participation in culture, as well as health and social care and transportation. ...cares for safe living conditions… A vital aspect of the quality of life in the city is the feeling of safety, including health and social safety, from the perspective of individuals and social groups. It is established by the development of social and family bonds, reintegration of people and groups suffering from social exclusion, enabling the elderly and the disabled to properly function in the environment, and have access to healthcare services.

*STRATEGY FOR THE CITY OF POZNAN 2030

Strategic goal No. 1

Development of an innovative economy and improving the city’s investment appeal AREA: COMPETITIVE ECONOMY A competitive economy is an economy which under the conditions of a free market and free flow of the factors of production (including in particular, capital) is able to grow and develop relatively rapidly over a long period of time. International economic competitiveness depends, for example, on the quality of technological and organisational solutions applied by enterprises as well as the environment in which they operate8. An innovation-based economy has the highest capacity for growth, and is the most resilient to fluctuations in the economy and external factors. The role of the local government authorities in strengthening the competitive capacity of Poznan economy in a long-term perspective will be to support those elements of the urban environment that favour innovations, economic progress and business development. Modern tendencies in the economy point to the growing competition among urban centres with regard to attracting innovative enterprises. The effects of globalisation will strengthen these tendencies even more. It is thus necessary to intensify measures aimed at the improvement the City’s attractiveness for investment. Greater innovativeness of the economy9 will make the labour market more attractive. Strategic goal No. 1 will correlate with the implementation of Strategic goal No. 2, as the utilisation of intellectual capital is indispensable for the improvement of the economy’s innovativeness. The goal develops priorities referring to the improvement of innovativeness and competitiveness contained in the national strategic documents (‘Poland 2030. Development challenges’) and European documents (the Lisbon Strategy). The innovativeness of the Poznan economy will be measured by indicators corresponding to the group of competitiveness factors that refer to technological and organisational progress applied by the OECD, such as: * Multi Factor Productivity (MFP); * Number of patents (industrial patterns) reported for protection calculated in relation to the number of inhabitants. This indicator reflects the degree of innovativeness of the economy and the process of the creation of new technology; * Technological payment balance that describes commercial transactions related to technology flow; * Number of investments; * Indicator of overall expenditure on research and development – % of GDP.

The Polish economy moved in “The Global Competitiveness Report 2008–2009” ranking from phase 2, economies driven by efficiency, to the transition group between effectiveness phase and innovation phase, in: “Poland 2030. Development challenges”, Chancellery of the Prime Minister, 2009.

Innovative economy is characterised by the implementation of new production, organisation, marketing and management methods.

*STRATEGY FOR THE CITY OF POZNAN 2030

X. STRATEGIC GOALS

Strategic goals

Strategic goal No. 2

Increase in the City’s importance as a centre of knowledge, culture, tourism and sports AREA: CITY OF KNOWLEDGE, CULTURE, TOURISM AND SPORTS The ‘city of knowledge’ is the main element shaping Poznan’s image up till 2030. Poznan, the city with centuries of academic traditions and considerable scientific potential, strives to achieve the position of a European scientific centre. The implementation of this goal will require further development of cooperation with Poznan universities. This will also be possible by attracting creative and dynamic people with high qualifications in the new fields of knowledge to the City. What is more, the goal corresponds to the implementing of ambitious plans to expand the scientific and research infrastructure, and to create new institutions, such as inter-university centres of advanced technologies. Poznan has considerable cultural potential which is not fully realised. While aspiring to the position of a metropolis and the European Capital of Culture, the City will aim at the creation of cultural products of high international pedigree which will make Poznan famous abroad. Another goal will be to build partnerships with foreign cultural institutions. Measures undertaken to this end will create conditions for the comprehensive development of culture at the individual dimension (intensification of local and regional identity) and on a global dimension (opening to cultural transformations in the European space). The City of Poznan will strive to create brand tourist products, particularly in the area of cultural, conference and congress tourism. Poznan has huge potential in these areas, but it is necessary to promote and integrate the offers of various institutions and entities, as well as to adapt the offer to tourists’ expectations. The City of Poznan intends to maintain its strong position as a sports centre, host of prestigious international sports and large scale events. The indexes/ indicators for this goal’s completion are: * Number of students per 1,000 inhabitants, * Percentage of foreign students in the total number of students, * Percentage of faculties in congress languages, * City budget expenditure on culture, * Number of people and entities ‘creating’ culture, * Number of people participating in cultural events, * Number of sports events, * Number of people participating in large sporting events, * Number of sports venues, * Number of tourists, * Number of beds for accomodation, * Number of conferences and meetings, * Survey of the cost of living.

*STRATEGY FOR THE CITY OF POZNAN 2030

Strategic goals

Strategic goal No. 3

Improving the quality of life and the appeal of the city and its architecture

AREA: QUALITY OF LIFE The quality of life is comprised of a number of conditions, including ability to satisfy various needs, feeling of safety (resulting from an effective fight against crime and threats to the inhabitants’ life and health, their property and environment), family and community life, natural and anthropogenic environmental conditions, freedom and political stability. Even today Poznan occupies a high place in national rankings with regard to the level of the quality of life. The implementation of this goal will further help to improve the comfort of living in the City, and encourage others to settle in Poznan. As part of measures designed to cover the socalled ‘soft’ and ‘hard’ factors it is planned to implement a number of measures of a non-material nature, and ensure a systematic and constant development of elements of its infrastructure. The comfort of living also largely depends on the broad offering concerning the forms of how to spend ones free time. This element may have a decisive impact on Poznan’s perception as a city worth living in, in the future. In 2030 Poznan should be conceived as a city offering not only attractive employment and residential opportunities but also varied forms of all kinds of activities. One of the basic goals of the strategy is to continue measures aimed at transforming Poznan into citizen-friendly and open city by, for example, raising its attractiveness to visitors. The most important issue in this area is to ensure a suitable infrastructure, and reorganise those parts of the City that require a change in their function or the optimisation of usage, including the exposure of valuable elements in the spatial structure of the City. The achievement of this goal will be measured by the quality of life indicators, such as: * Number of inhabitants of the City of Poznan, * Number of flats/houses, * Number of families covered by various forms of care, including the number of newly-registered entities, * Election turnout during national, municipal and housing estate elections and referendums, * Selected indicators concerning the feeling of safety and crime rate, quality and effectiveness of interventions undertaken by services responsible for safety in the City, * Results of gymnasium and secondary school final examinations in comparison to the country as a whole, * Number of beds in hospitals per patient, * Time taken to commute to the City using public transport, * Studies on the level and prices of services and goods provided from the ‘goods basket’ comprised of the catalogue of social needs (Mercer purchasing power studies).

*STRATEGY FOR THE CITY OF POZNAN 2030

Strategic goals

Strategic goal No. 4

Creation of the Poznan Metropolis AREA: METROPOLIS The completion of this goal should be considered in two aspects: development of a strong centre, a capital of the integrated Poznan metropolis, and achievement of the position of a metropolis which constitutes a vital link in the network of metropolitan cities and is able to compete on the national and international stages. The area adjacent to Poznan formed Polandâ&#x20AC;&#x2122;s strongest agglomeration features. This brings the necessity to develop a model of effective management of the metropolitan area as a coherent spatial and functional system. It is necessary to focus on the formulation of measures in this area due to the unfavourable tendencies in the selection of places of residence which are forecast to strengthen. The achievement of the Poznan Metropolis position by the metropolitan area depends on cooperation and integration of the City of Poznan with neighbouring communes. Of all the large Polish cities, Poznan has the strongest tradition of international connections and cooperation arising from the position of the Poznan International Fair and its function as an important exhibition centre in Central Europe. Today stronger and stronger transport, economic, scientific and cultural connections of Poznan with other European centres results in faster achievement of the position of a metropolitan city. Internationalisation of many spheres of a cityâ&#x20AC;&#x2122;s functioning is the requirement and the result of competitiveness of cities situated in the EU with development potential similar to Poznan. Calculating level of completion of this goal will be measured with the following indexes/ indicators: * GDP per inhabitant of Poznan/ metropolis, * Population of the metropolis, * Position of Poznan and the metropolis in the European rankings of cities and metropolitan areas, * Total sum of budgets of the metropolisâ&#x20AC;&#x2122; communes.

*STRATEGY FOR THE CITY OF POZNAN 2030

1. AREA: COMPETITIVE ECONOMY

1.1. Improvement of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consideration given to high tech industries, creative industries and the SME sector The provision of favourable conditions for the development of enterprises is essential to building a strong and modern economy of the Poznan agglomeration. The execution of this objective correlates with the strategic goals of ‘Developing an innovative economy and improving the City’s attractiveness for investment.’ The assumption behind the objective of creating of optimum conditions for enterprises is a comprehensive approach to the needs of entrepreneurs, which translates into manifold measures. The scope of measures covers both the support of existing enterprises and the creation of conditions for potential investors. Apart from the development of Poznan enterprises, a vital group of recipients includes external investors and foreign investors in particular. Special support is assigned to micro- and small enterprises operating in the high-tech branches and creative sectors. Individual groups of stakeholders impose various requirements on the City, which necessitates a flexible approach (in terms of applied tools and distribution of resources) for the implementation of this goal. The main fields of action include provision of: spatial and infrastructural conditions resulting from the ‘Spaces for Business’ programme, preparation of investment areas, development of the Poznan Technology and Industry Park and the Kostrzyn-Słubice subzone (special economic zone), and the provision of premises adequate to the needs of enterprises; and legal and administrative conditions, tax reliefs and local dues. The ‘Knowledge for Business’ programme stipulates the provision of information helpful in business practice (Regional Observatory of the Economy and Labour Market) or training and promotion of entrepreneurship.

1.2. Increase in enterprises’ competitiveness and innovativeness, particularly via the development of cooperation with Poznan universities and scienceand-research institutions In the era of progressing globalisation the economy’s competitiveness depends more and more on enterprises’ innovativeness. This phenomenon is particularly important, because innovativeness helps to satisfy social needs to a greater extent and, together with entrepreneurship, constitutes a vital element of competitiveness and high level of economic growth. The execution of the objective of ‘support for the enterprises’ competitiveness and innovativeness’ is related to the strategic goal of ‘Developing an innovative economy and improving the City attractiveness for investment.’ Support for the enterprises’ competitiveness and innovativeness should take place via the cooperation of three groups of stakeholders, that is enterprises, science and research units and administration. The creation of an innovative network of cooperation will contribute to the modernisation and improvement of efficiency of all entities involved. At present, there is little cooperation between enterprises and R&D institutions in the field of innovativeness.

*STRATEGY FOR THE CITY OF POZNAN 2030

XI. OBJECTIVES

Objectives

In the future, enterprises will be able to raise their competitiveness on both domestic and international markets thanks to the creation of favourable conditions enabling cooperation between various institutions. This task will be possible due to the implementation of the ‘Knowledge for Business’ programme (which stipulates the support for the network of cooperation between Poznan universities and science-and-research institutions, and the enterprise sector) and the ‘Digital Poznan’ programme (which envisages the creation of an information and communication technology development centre, IT and ICT education, and the building of the information society). The objective’s completion will also benefit from the ‘Academic and Scientific Poznan’ programme (improvement of the quality of education, internationalisation of research, development of key faculties for Poznan, and advanced technology centres) and the ‘Space for Business’ programme (investment areas, technology and industry parks).

2. AREA: CITY OF KNOWLEDGE, CULTURE, TOURISM AND SPORTS

2.1. Strengthening of Poznan’s position as a European scientific and academic centre through the internationalisation of research and training Poland’s accession to the European Union provided better opportunities of cooperation with the best academic centres of Western Europe and enabled members of Poznan scientific circle to participate in international research projects. Strengthening the standing of Poznan science on the international stage is, therefore, one of the City’s main long-term development goals. The creation of scientific establishments dealing with the economy and culture of various regions of the world will contribute to the implementation of this objective. Poznan’s high ranking as a centre of academic education and scientific research is confirmed by numerous rankings of national universities, successes of students at international competitions, and remarkable achievements on a global scale in selected scientific fields. By adapting to the transformation taking place with regard to European and national science Poznan scientific circles implement new solutions and integrate with various national and foreign units for research purposes. By way of excellence centres, advanced technology centres and technological platforms they take up priority research directions and participate in national and international projects, particularly within programmes organised by the European Union. The implementation of the objective will be largely affected by such factors as the systematic improvement of the quality of education, internationalisation of this process and scientific research, assistance for academic institutions in the popularisation of scientific achievements and cooperation in the international arena, as well as co-organisation of scientific seminars and conferences, permanent improvement of teaching personnel with regard to scientific development, and greater openness of Poznan universities to the demands of European science. The measures promoting Poznan universities on the international arena will result in the increase of the number of people choosing Poznan as the best place to study and improve their qualifications.

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Objectives

2.2. Creation of conditions for the development of human capital The foundation for the development of a knowledge-based economy is highly-qualified human capital. The creation of conditions for the development of human capital is vitally important, as the building of Poznan’s competitive economy is based on the development of highly specialised services. Services account for 70% of employment and generate 70% of added value in the City10. Human capital is the basis for the execution of three strategic goals: a city of knowledge, a competitive economy and the development of metropolitan functions. At the same time, this element is of strategic importance and ensures the synergy effect in the development of the City of Poznan. In recent years improving ones qualifications has become a permanent process which does not cease with the completion of school education. Dynamic changes in the economy and technological progress, including developing information and communication technologies, necessitates constant learning. This poses a new challenge in the field of human capital development which should encompass greater and greater parts of society. Apart from adult education, what is extremely important is the proper and solid education of children from their earliest years, including lessons on entrepreneurship. The execution of this objective covers the measures of the ‘Academic and Scientific Poznan’ programme, including support for the internationalisation of education and scientific research, support for faculties of key importance to the development of Poznan, co-financing of lectures by distinguished scientists, artists and specialists. Measures will also be conducted in the fields of teaching and promotion of entrepreneurship within the ‘Knowledge for Business’ programme, and ICT education as part of the ‘Digital Poznan’ programme.

2.3. Achievement of the rank of international centre of culture and tourism by Poznan The implementation of the objective of ‘achievement of the rank of international centre of culture and tourism by Poznan’ correlates with the strategic goal of the ‘Metropolis.’ In Poland, Poznan is associated with the organised work ethic, a buoyant economy, and fairly conservative cultural offering. The challenge is to change the City’s image and increase the cultural activity of Poznan’s inhabitants. Even today Poznan can boast of high-ranking cultural events such as the Henryk Wieniawski International Violin Competition and the Malta International Theatrical Festival. But the majority of events are addressed to narrow audiences. The City lacks spectacular mass events taking place regularly and not only on the occasion of a conference, congress or similar event being organised in Poznan. One of the opportunities to enrich Poznan’s cultural offering rests with the Royal-Imperial Route. This initiative has been launched mainly for the benefit of tourists visiting Poznan in order to see its most important historical monuments. The completion of the Interactive Centre of the History of Ostrów Tumski and the Tract’s idea will make our city known as the historical capital of Poland. Upon the project’s completion the City will

Report on the State of the City, Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall, Poznan, 2008, p. 22.

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Objectives

gain a remarkable tourist product that may constitute an attraction around which the City will expand its cultural offering. It is also important to adapt the cultural offering to the needs of tourists visiting the City. Currently the structure of visits to Poznan is dominated by short-term business tourism (fairs, conferences, business meetings). Poznan’s offering should also take into account the growing group of foreign tourists, as well as Polish tourists who visit our city for its history and monuments. Supported with suitable promotional campaigns, the implementation of the above-mentioned measures shall change the City’s stereotype and strengthen Poznan’s standing as a centre of culture in the country and abroad.

2.4. Enriching sports and recreational facilities for the inhabitants and visitors The implementation of the objective of ‘Enriching the recreation and sports offering for inhabitants and visitors’ correlates with the strategic goal of ‘increasing the city’s importance as a centre of knowledge, culture, tourism and sports.’ The measures are addressed mainly to the inhabitants of Poznan and the agglomeration, as well as visitors. Despite the fact that Poznan has recently gained many sports venues, mainly pitches with artificial surface and tennis courts, their number is still insufficient. Take for example Poznan’s swimming pools, frequently overcrowded, which stems from the fact that there is one swimming pool per 30,000 inhabitants11. There is also great demand for specialist sports venues offering all year round facilities. One may list here ice rinks (currently there are two ice rinks and only one of them is an indoor venue), climbing walls, squash courts, skating parks, etc. What is equally important is the sports infrastructure, particularly one at the highest level. Poland and Poznan are more and more often selected as hosts of large sports events. In 2009 Poznan hosted the European Basketball Championship, and in 2012 the European Football Championship will take place. The preparations for the organisation of EURO 2012 Tournament in Poznan are very intensive, and include the expansion of the City Stadium, construction of the Malta hot water springs and a number of infrastructural projects. Apart from the stadium and the Malta Regatta Course (considered to be one of the best in the world), other venues require financial outlay for modernisation or renovation purposes. Many years ago the Arena entertainment and sports hall was one of Poznan’s icons, but today it does not comply with standards necessary for the organisation of team sporting events. The same applies to the athletic venue and speedway stadium in Golęcin. The availability of ice rinks is limited to the inhabitants, let alone any potential ice hockey team. Poznan’s inhabitants not only like practising sports but also participating in sports events to support their favourite teams, which is why it is necessary to take care of the sporting infrastructure at the highest level, organisation of many international events and events attracting large crowds.

Report on the State of the City, Statistics, Analysis and Reporting Section, City Development Department of the Poznan City Hall, Poznan, 2008, p. 47.

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Objectives

3. AREA: QUALITY OF LIFE

3.1. Environmentally-friendly and rational management of natural resources and waste The objective of ‘environmentally-friendly and rational management of natural resources and waste’ will be executed as part of the strategic goal of ‘improving the quality of life and the attractiveness of city space and architecture.’ In recent years the ecological awareness of Poznan’s inhabitants has considerably risen. Poland’s accession to the European Union was followed by the adaptation of Polish law to European standards concerning environmental protection. Poznan conducts a wide range of measures related to environmental protection that have repeatedly received international and national awards and commendations (The Green Apple Environment Awards 2003, The International Awards for Liveable Communities, Lider Polskiej Ekologii 2009 [Polish Ecology Leader] for measures undertaken as part of the Poznan 2008 Year of Climate and Environment project). Care for the natural environment vitally affects the quality of life in the City and may distinguish Poznan shaping its image in Poland and abroad. A major challenge with regard to this objective is to conduct measures related to the management of environmental resources and waste that would satisfy the needs of Poznan’s inhabitants and, at the same time, be characterised by care for the condition of the natural environment. Environmentally-friendly and rational management of environmental resources and waste is a challenge in the context of managing the developing agglomeration. The development of the agglomeration and larger developed areas (greater development density) make it necessary to take into consideration the hydrological conditions in the investment process. The location of new investments must take into account the necessity to protect surface and underground water resources. The programme promoted as part of this objective is ‘Clean Poznan.’ It envisages the sustainable system of waste management, construction of relevant infrastructure (environmentally-friendly management of water, electricity, thermal power and gas, sewage disposal and proper management of rainwater). It is additionally assumed that the ecological conditions and education will become an element of each programme implemented as part of the strategy.

3.2. Increase in Poznan’s attractiveness as a place to live in The objective of ‘increasing Poznan’s attractiveness as a place to live in’ will be implemented as part of the strategic goal of ‘improving the quality of life and the attractiveness of city space and architecture.’ The main challenge of this objective is to improve the housing conditions in Poznan and to expand the infrastructure accompanying residential functions, including the recreational and leisure infrastructure. For the objective to be implemented it is necessary to make it easier for those wanting to live in Poznan, undertake measures aimed at the revitalisation of degraded areas, and improve the aesthetics of the city’s open spaces. Measures related to this objective are addressed to present and future inhabitants of the City. The objective will be implemented using four programmes: ‘Let’s Live in Poznan,’‘Poznan Modernist Housing Estates’‘Clean Poznan,’ and ‘Safe Poznan.’

*STRATEGY FOR THE CITY OF POZNAN 2030

Objectives

The first of the above-mentioned programmes is to implement measures that will convince Poznan’s inhabitants and people from outside Poznan that Poznan is a comfortable and friendly city to live in, a place which creates favourable spatial and technical conditions for satisfying the housing needs of various social groups. The programmes’ results should provide an attractive alternative to the housing on offer in neighbouring communities, which will allow Poznan to stop the negative migration of its inhabitants. The programme envisages creating municipal housing that is utilised according to the inhabitants’ needs and capabilities. The execution of the objective will require the preparation and availability of lands for residential development. The ‘Poznan Modernist Housing Estates’ programme is to stop the degradation process and protect spatial systems and architectural features of Poznan’s modernist housing estates, supplement their functional structure with new and necessary attractive elements, increase the attractiveness of settlements as places to live in, as well as socially integrate and activate their inhabitants. The ‘Safe Poznan’ programme is to reduce the crime rate and increase the feeling of safety.

3.3. Exposure and improvement in the attractiveness of valuable elements of Poznan’s space The objective of ‘exposing and raising the attractiveness of valuable systems and elements of Poznan space’ will be implemented as part of the strategic goal of ‘improving the quality of life and the attractiveness of city space and architecture.’ The measures are addressed to local communities, inhabitants, entrepreneurs, tourists and investors. A major challenge of this objective is to protect valuable spatial systems and improve the attractiveness of public space. The main priority is to protect urban planning systems, as they determine the character and exceptionality of the City, and lend it its unique atmosphere. The city development brings the necessity to manage the area by making the development denser, which often vitally changes its initial character. Another challenge is to increase the attractiveness of public areas. The City still has many neglected spatial systems whose functionality and aesthetics could be improved by proper measures and investments, which would improve the attractiveness of many parts of the city. Improvement of Poznan’s spatial attractiveness takes into account the water resources forming the City’s hydrological network that influences the character of many areas in the City. The objective envisages the implementation of the following programmes: ‘Downtown Markets and Squares,’ and ‘City by the River.’ These programmes are aimed at the preservation and exposure of vital urban planning elements that determine Poznan’s identity and history, as well as the creation of attractive, available and safe public spaces for the inhabitants and visitors, and the formation of new quality, multitude and functional variety in different parts of the City. This will be fostered by the restoration of spatial and architectural order, adaptation of old resources to new purposes, appointment of new social and cultural functions, and increasing the attractiveness of adjacent areas for the inhabitants and investors.

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Objectives

3.4. Functional and spatial transformation, and reevaluation and regeneration of degraded areas The objective of ‘functional and spatial transformation, and reevaluation and regeneration of degraded areas’ is part of the strategic goal of ‘improving the quality of life and the attractiveness of the city’s space and architecture,’ The measures are addressed to the inhabitants, tourists, entrepreneurs and investors. Within the city limits and in the centre, one may find many neglected or unmanaged places. Take for example post-industrial sites that do not perform their former functions such as the old gasworks, former slaughterhouse or former printing works. The City strives to find a new uses for them, which will enliven the area and its vicinity. Successful revitalisation in Poznan is exemplified by the Stary Browar (Old Brewery) cultural and shopping centre which was transformed from a derelict site into a symbol of the modern Poznan. Unmanaged space also appears in the centre, which is often a result of war damage. These areas constitute valuable resources of the City which enable the construction of new buildings performing various functions and satisfying the needs of its citizens. The City will thus be able to create new, more attractive public spaces. The plans include the revitalisation of the old gasworks which in a few years should become the new cultural centre of the capital of the Province of Wielkopolska. This objective will be achieved by the implementation of the ‘Spaces for Business’ and ‘Downtown Markets and Squares’ programmes, and revitalisation projects. Improvement of the attractiveness of public spaces in these areas through the renovation and modernisation of buildings, their adaptation to new purposes and spatial management will improve the quality of life of the inhabitants. This will also cause these places to be more appealing to tourists and investors alike. Revitalisation and regeneration will not only improve the City’s aesthetics but also open new doors and new possibilities for the people of Poznan.

3.5. Humanisation of housing estates The objective of ‘humanisation of housing estates’ is connected to the implementation of the strategic goal of ‘improving the quality of life and the appeal of the city and its architecture.’ The measures undertaken as part of the objective of ‘humanisation of housing estates’ are addressed to residents, residential cooperatives, entrepreneurs and investors. In recent years there has been a rapid rise in the prices of real estate in cities, which resulted in the increase in the suburban population.. The improvement of housing conditions on Poznan’s housing estates will increase their attractiveness. This should help to decrease exodus of people from the City. The challenge is even more important due to the fact that the majority of Poznan’s population lives on estates constructed in the 1960s-1980s in the prefabricated technology that today is considered as ‘morally’ and technologically degraded. What is particularly important in the implementation of this objective is to improve the attractiveness of the settlements by raising the quality of life of their inhabitants. Another important aspect is the management of housing estates that enables the preservation and exposure of an interesting spatial system evidencing the thinking behind the development of Poznan’s urban planning. The objective of ‘humanisation of housing estates’ will be implemented with the use of the ‘Poznan Modernist Housing Estates’ programme. The

*STRATEGY FOR THE CITY OF POZNAN 2030

Objectives

scope of the programme’s measures will cover selected estates where the management of the estate will take into account architectural design, local development (small architecture, greenery, lighting), creation of car parks and accompanying services, renovation and thermal modernisation of buildings. The anticipated results include the inhibition of the process of degradation of urban planning systems, preservation of spatial and architectural order, prevention of the uncontrolled making the development denser, improvement of the technical condition of buildings, supplementation of settlements with new functions, and solution to the problem of parking cars. These transformations will again improve the attractiveness of settlements as a popular place of residence.

3.6. Improvement of the quality of education, care and upbringing The objective of ‘improvement of the quality of education, care and upbringing’ fulfils the provisions of the strategic goal of ‘improving the quality of life and the appeal of the city and its architecture.’ This is a long-term objective, because the results of its implementation will be observed only after many years have passed. Knowledge is of key importance for the strategy for the development of the city and may be the source of Poznan’s competitive advantage on condition that it will be possible to create favourable conditions for the development and synergy of innovation and education systems. The rise in productivity and the consequent rise in competitiveness are possible only when the development of the education and innovation system infrastructure is accompanied with regular improvement of the quality of human capital. The conditions for building up a competitive economy include the presence of adequately prepared employees that respond to the ever changing demands of the market. The challenge of creating high-quality human capital consists of the coordination of many institutions performing educational and care functions. In order to build the city of knowledge it is not enough to just develop higher education; it is imperative to raise the level of teaching at the earlier stages of the educational process. As a result, a better prepared youth will motivate the universities to improve their courses. The sound functioning of such institutions depends not only on support from the local government but also on the quality of human capital involved in this process. Apart from the basic educational function, schools should also rear its pupils, as it is one of the first places where young people socialise. This enables the formation of pupils’ behaviour (attitudes, social norms) which, from the perspective of the preparation of human capital, is of equal important as exam results. Measures aimed at the execution of this objective are included in the ‘High Quality of Education and Upbringing’ programme.

3.7. Improvement of inhabitants’ health awareness and accessibility to health services The objective of ‘improvement of the inhabitants’ health awareness and accessibility of health services’ is executed as part of the strategic goal of ‘improving the quality of life and the attractiveness of city space and architecture.’

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Objectives

According to surveys conducted in 200912, 70% of Poznan’s inhabitants are dissatisfied with the level of healthcare, which was the worst result among the aspects of the quality of life in Poznan assessed negatively. The problem with healthcare affects the whole of Poland, and in the context of the City one should consider two different measures. The first one refers to increasing health awareness among inhabitants that will lead to earlier detection of illnesses and the prevention of recurrence through preventative medicine. The second measure is connected with the availability of health services. At present, the waiting time for specialist treatment is often several months, which is highly unsatisfactory. An alternative solution may be the organisation of campaigns promoting preventative medicine, healthy eating and a healthy lifestyle outside hospitals. Another important issue is the improved availability of healthcare units regardless of the wealth of future patients. Considering the pessimistic demographic forecast and Poznan’s ageing population the measures included in the ‘Healthy Poznan’ programme will be of vital importance for the condition of the city’s society in the long run.

3.8. Development of social capital, creation of social cohesion and counteracting against social exclusion The high level of Poznan’s development can be attributed to a large extent to the social capital resources of Poznan’s inhabitants themselves, that is their beliefs, opinions and characteristic behaviours. In the era of globalisation, dynamic development of the capitalist economy and technological progress, universal integration, and a simultaneous drop in the importance of traditional values, the division of society deepens and greater and greater social differences appear leading to the common occurrence of such phenomena as social exclusion (including digital exclusion), poverty, crime and various pathologies. In order to establish social cohesion and bonds it is essential to combat negative social phenomena and prevent the results of demographic tendencies and changes. It is thus justified to focus the city’s social policy primarily on family support, activation of the elderly and the disabled, which will result in greater independence of the elderly and the disabled. It is also necessary to aim at the providing broad and universal access of high-quality services, including the latest blessings of civilisation, to all individuals and social groups. The implementation of the anticipated objective will be based on cooperation with institutions and non-profit making organisations, including in particular non-governmental organisations performing local government tasks entrusted to them on behalf of the City. The pillar of the social and economic development of Poznan in the future will be a broadly understood social trust established by trust towards institutions, the feeling of safety, civic attitudes and activity, sensitivity, social bonds and wide integration. The establishment of a local civic society combined with the promotion of good norms and patterns, and respect towards every individual will integrate Poznan’s inhabitants and help create a strong and firm local identity. The measures related to the implementation of this objective are included in the ‘Civic Poznan’ and ‘Socially Sensitive Poznan’ programmes.

Surveys of the inhabitants of Poznan conducted for the purposes of the strategy for the development of the city by Prof. R. Cichocki, “Quality of life in Poznan.”

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Objectives

4. AREA: METROPOLIS

4.1. Increase in Poznan’s international importance within the network of European metropolises Thanks to the implementation of the objective of ‘increasing Poznan’s international importance within the network of European metropolises’ Poznan will achieve the position of a city capable of competing at the international arena. The planned measures included in the ‘Metropolitan Poznan’ programme in the first place envisage greater cooperation between communes in the Poznan agglomeration achieved through the integration of measures related to transportation, communal management and spatial planning. What is also envisaged is the development of a joint investment promotion model. Connections with the European transport network and the construction of an intermodal transportation junction will ensure greater accessibility. In order to raise the city’s prestige in external relations it will be endeavoured to create conditions for the location of offices and agencies of European institutions and other international organisations. In view of the forthcoming presidency of Poland in the European Union it is vital to create the image of Poznan as an optimum place for hosting high-ranking events. The active participation of Poznan in the structures bringing metropolises together and closer relations with other metropolitan centres will help track developmental tendencies and exchange experiences on a regular basis. The implementation of this objective will raise the position of Poznan in the European rankings of cities and metropolitan areas and increase the City’s prestige.

4.2. Increase cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the communes of the agglomeration The objective of ‘increase cohesion in the metropolis via the spatial and functional integration of the City of Poznan with the communes of the agglomeration’ will be implemented as part of the strategic goal of ‘creating the Poznan Metropolis.’

*STRATEGY FOR THE CITY OF POZNAN 2030

Objectives

Major challenges include the development of an internally integrated metropolis providing high quality services and Poznan’s achievement of an important position in the network of metropolitan cities that enables effective competition on a national and international stage. A vital element is the preparation of the framework of actions and cooperation inside the metropolis. Poznan is not only the leader of the agglomeration but also the initiator of various measures. Acknowledging the need for integration at the local level in the social and economic areas, in the context of global transformations the City develops its cooperation with the neighbouring communes following the principles of openness, coherence, co-management within the metropolis via strengthening and developing informal and institutionalised forms of cooperation. It is imperative to aim at the preservation of cohesion of development of the organisational (services and IT) and transport network and communal infrastructure, taking into account the implementation of commune-generated plans and, most of all, generation of joint projects that have a better chance of co-financing from external resources. The measures undertaken in relation to this objective will be addressed to City inhabitants, visitors, entrepreneurs and investors for whom efficient cooperation, cohesion and accessibility of transportation will raise the investment attractiveness of the metropolis. This objective will be achieved by projects and tasks included in the ‘Metropolitan Poznan’ programme which envisages the creation of an organisational, administrative and information structure for the metropolis, creation of the network of cooperation for the metropolis’s development, strengthening of the metropolis’s position as a centre of high-quality services for the region and the country, preparation and execution of a joint marketing strategy for the metropolis. Another important aspect of the ‘Metropolitan Poznan’ programme is greater functionality of transportation solutions and the integration of transport within the agglomeration, for example, by broader utilisation of the rail network within the agglomeration, creation of the communal connection of public transport with the metropolitan area communes in order to integrate, optimise and develop local collective transport and conduct consistent joint transport policy. All measures are to harmonise the economic development of the City of Poznan and communes of the metropolitan area.

*STRATEGY FOR THE CITY OF POZNAN 2030

założenia strategiczne

*STRATEGY FOR THE CITY OF POZNAN 2030

The Development Strategy for the City of Poznan to 2030 includes 4 strategic goals, 16 objectives and 21 strategic programmes, as presented in the figure below.

STRATEGIC GOALS

OBJECTIVES

STRATEGIC PROGRAMMES

*STRATEGY FOR THE CITY OF POZNAN 2030

XII. SUBSTRATEGIES

Strategic goals

100

Substrategies

I. Development of an innovative economy and improving the city’s investment appeal II. Increase the city’s importance as a centre of knowledge, culture, tourism and sports III. Improving the quality of living and the attractiveness of city and its architecture IV. Creation of the Poznan Metropolis 1. Improvement of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consideration given to high tech industries, creative industries and the SME sector 2. Increase in the enterprises’ competitiveness and innovativeness, particularly via the development of cooperation with Poznan universities and science-and-research institutions 3. Strengthening of Poznan’s position as a European scientific and academic centre through the internationalisation of research and training 4. Creation of conditions for the development of human capital 5. Achievement of the rank of international centre of culture and tourism by Poznan

Objectives

6. Enriching sports and recreational facilities for the inhabitants and visitors 7. Environmentally-friendly and rational management of natural resources and waste 8. Increase in Poznan’s attractiveness as a place to live in 9. Exposure and improvement in the attractiveness of valuable elements of Poznan’s space 10. Functional and spatial transformation, and reevaluation and regeneration of degraded areas 11. Humanisation of housing estates 12. Improvement of the quality of education, care and upbringing 13. Improvement of the inhabitants’ health awareness and accessibility of health services 14. Development of social capital, creation of social cohesion and counteracting against social exclusion 15. Increase in Poznan’s international importance within the network of European metropolises 16. Increase cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the communes of the agglomeration a. Academic and Scientific Poznan

l. Poznan Modernist Housing Estates

b. Activation of Areas Around the 3 Transportation Framework

m. Spaces for Business

c. Active Recreation in Poznan

n. City by the River

d. Safe Poznan

o. Sporting Poznan

e. Digital Poznan

p. Downtown Markets and Squares

f. Clean Poznan

r. Poznan for Tourists

g. Cultural Poznan

s. Knowledge for Business

h. Metropolitan Poznan

t. High Quality of Education and Upbringing

Strategic programmes

i. Let’s Live in Poznan

u. Healthy Poznan

j. Civic Poznan

w. Sustainable Transport Development

k. Socially Sensitive Poznan Source: Own study, City Development Strategy Section, City Development Department of the Poznan City Hall

*STRATEGY FOR THE CITY OF POZNAN 2030

Substrategies

The character of the three levels of the strategic goals may be considered as substrategies encompassing the set of goals relevant to various aspects of consideration. They may refer to thematic blocks adopted at the first stage of the work on the document, that is labour, recreation and residence. They may also refer to the strategyâ&#x20AC;&#x2122;s perception in the context of sustainable development of people, the economy and the environment or in the context of three main goals, social, economic and functional-and-spatial ones, distinguished with regard to the city development. But the basic approach to the character of the material presented, is the perception of programmes in view of the implementation of the four main strategic goals.

*STRATEGY FOR THE CITY OF POZNAN 2030

101

102

Substrategies

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104

Substrategies

Strategic goal

COMPETITIVE ECONOMY A competitive economy determines the economic substrategy for the City of Poznan. Objectives show that the most vital directions of measures concern the creation of optimum legal, administrative and infrastructural conditions for entrepreneurs, support for enterprises’ competitiveness and innovativeness via the transfer of knowledge from scientific-and-research institutions, support for human capital development, and strengthening the ethos of entrepreneurship. These areas involve five strategic programmes the most important of which, due to their goals directly focused on the development of competitive and innovative economy, are: for Business’ * ‘Knowledge The goal of the programme is to create a business friendly environment, improve the social image of entrepreneurs, reduce costs and risks, increase the safety of starting business activity, increase the business and managerial competences of entrepreneurs in the SME sector, develop cooperation between science and business by undertaking joint research and development projects, implement innovative solutions specific to companies and raise the level of business education at schools. Major measures and projects include: the establishment and running of the Observatory of the Economy and Labour Market as part of the Centre for Metropolitan Studies, support cooperation between Poznan universities and scientific-and-research institutions and the enterprises sector aimed at the utilisation of their potential in order to modernise and improve the competitiveness of the economy of the Poznan agglomeration, support creating new companies and helping develop existing companies by improving their business competences and facilitating access to capital, as well as entrepreneurship education and promotion. for Business’ * ‘Spaces The goal of the programme is the economic activation of investment areas, post-industrial areas, creation of new places of work, and the strengthening of the City’s attractiveness for investment. Major measures and projects include: preparation of reinforced investment areas in the Special Economic Zone, Poznan Technology and Industry Park and the Old Gasworks. The non-investment measures involve, for example, preparation of a diagnosis of the local and superregional investors’ demand for investment areas in Poznan, preparation of proposals of Poznan properties adapted to business needs, undertaking measures aimed at the improvement of cooperation between entrepreneurs, universities and scientific-and-research institutions. What is more, the programme is aimed at slowing down the process of degradation of valuable, historical urban planning and architectural systems in industrial areas, the adaptation of old resources to new needs, the appointment of new social and cultural functions, the establishment of a ‘centre of growth’ concentrating on the existing potential and triggering the interdisciplinary development of the City. Planned measures and projects (including the preparation of local spatial management plans, preparation of various media necessary to the infrastructure, promoting the sites) will refer mainly to post-industrial downtown spaces like ‘Wolne Tory,’ (Free Rails), Garbary heat and power plant and the former slaughterhouse. The influence of other programmes upon the development of Poznan’s economy is indirect, and has a different scope and level of impact. Take

*STRATEGY FOR THE CITY OF POZNAN 2030

Substrategies

for example the ‘Academic and Scientific Poznan’ and ‘Digital Poznan’ programmes.

Strategic goal

CITY OF KNOWLEDGE, CULTURE, TOURISM AND SPORTS This goal stems from the basic role of knowledge in the modern development of all the City’s structures. . The human and material potential of Poznan’s universities and the number of students in Poznan means that the academic environment is a vital part of the City’s environment. The existing relations and previous cooperation between the City and the universities indicate that it is necessary to coordinate the development strategy for both parties. The objectives of the ‘city of knowledge’ refer to strengthening the position of Poznan as a European scientific and academic centre and an international centre of culture, tourism and sports. The strategic goal of the ‘city of knowledge’ is executed via nineteen programmes, where the most important ones from the perspective of the strategic goal’s achievement are: and Scientific Poznan’ * ‘Academic The goal of the programme is to increase the number of people choosing Poznan as the best place to study and improve one’s qualifications, achieve global standards in science and teaching, increase the number of external investments in Poznan and the Poznan metropolitan areas due to highly qualified personnel, develop creative and knowledge-based sectors, and increase the Poznan universities’ openness to the needs of the local environment. It is assumed that considerable results will also follow the direct participation of Poznan academic and scientific circles in solving the city problems. Major measures and projects include: awarding scholarships for laureates and finalists of all-Poland subject competitions that enter Poznan universities, co-financing of open lectures delivered by distinguished scientists, artists and specialists at Poznan universities, and support for Poznan universities’ measures aimed at improving the quality of education, co-financing of scientific research and developmental works conducted by scientists at Poznan universities, and the promotion of scientific achievements. The programme also envisages the establishment of the Conservatoire of the Poznan City Hall and Poznan Universities, creation of the Museum of Science and Modern Technologies and the Earth Science Park, and the expansion of the unique teaching and research university base. Poznan’ * ‘Digital The goal of the programme is to utilise current and future ICT solutions in order to increase the efficiency of the city’s management and raise the scope and quality of services provided by the City, create conditions favourable to building an information society by the City, prepare human resources for the economy based on knowledge and new services, increase the involvement of the ICT sector scientific potential in the economic development, and undertake measures facilitating the implementation of innovative methods of medical care supported by IT and ICT technologies. Major measures and projects include: Infr@struktura (Infr@structure) project, Wireless Poznan project, e-miasto (e-city) programme, ITS Poznan (Intelligent Transport System) project, Eduk@cja (Educ@tion) project, Nauka

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Substrategies

dla Gospod@rki (Science for Economy) project, Cyberpolis project and e-medic@ project. Poznan’ * ‘Cultural The goal of the programme is to ensure universal access to cultural offerings, create conditions for citizens’ and students’ active participation in culture, increase the importance of Poznan’ cultural institutions, organise international cultural events, including new events promoting an attractive image of the City and the Region, create the identity of Poznan and the Wielkopolska Region based on tradition and cultural heritage, strengthen the inhabitants’ bonds and identification with the City and the Region, expand the City’s social capital in the area of culture, and apply for the title of the 2016 European Capital of Culture. Major measures and projects include: support and co-financing of institutions and creative circles that undertake education and popularisation in the fields; of culture, promotion of readership, inspiration and coorganisation of mass events addressed to wide audiences, establishment of the Regional Observatory of the Development of Culture, creation of new sites for culture, modernisation and expansion of the existing cultural infrastructure, organisation of artistic events forming the platform of mediation and confrontation, popularisation of the City’s historical and cultural tradition in the awareness of the City and Region inhabitants, establishment of the Centre of Scientific Information about the City, and establishment of the ‘Twentieth-century Poznan’ Research Study. for Tourists’ * ‘Poznan The goal of the programme is to recreate Poznan as one of the leading centres of cultural tourism in Poland and promote the Royal-Imperial Route as a brand product of cultural tourism, increase the share of tourism in GDP, increase Poznan’s importance as a centre of business tourism on a regional and sub-continental level, ensure better usage of space, technical infrastructure, human and social capital of the City for the development of congresses,, meetings and organisation of cultural events, and effectively promote the City in these areas. Major measures and projects include: the construction and launching of the Ostrów Tumski Interactive History Centre , tourist activities in Ostrów Tumski and Śródka, creation of a cultural park, verification of the Development Strategy for the Poznan Tourist Market, creation of the monitoring of the tourist market in the City, increase Poznan’s competitiveness and importance as a conference and congress centre and a regional as well as continental meeting place. Poznan’ * ‘Sporting The goal of the programme is to increase Poznan’s importance as a recognised European sporting centre. In addition, the programme focuses on the popularisation of an active, healthy life style among the inhabitants, improvement of the quality of life in the City, and expanding and making the various ways of spending ones free time more attractive. Major measures and projects include promoting and organising sports for children and young people (e.g. instilling a sporting habit in children and young people, the organisation of ‘little leagues,’ tournaments for kindergarten children, interschool tournaments, competitions between Polish cities and twin cities), expansion of the sports infrastructure (e.g. construction of multi-functional sports and entertainment halls housing the audience of a dozen or so people, taking over of the Golęcin sports and recreation complex from the police and its expansion, expansion of the

*STRATEGY FOR THE CITY OF POZNAN 2030

Substrategies

sports and recreation complex around the City Stadium, construction of the sports and recreation complex around the Arena, and increased importance of ‘Tor Poznań’ as a centre of motor sports), active attempts at organising international sporting events and improving the level and professionalism of Poznan clubs.

Strategic goal

QUALITY OF LIFE This goal covers a wide functional and spatial section of City affairs, starting from the quality of residence, mobility, quality of the natural environment and urban planning and architectural structure to social issues related to education, healthcare and the building up of social capital among Poznan’s inhabitants. Considering such a broad scope of this strategic goal, the objectives and goals of individual strategic programmes may be grouped in substrategies in many fields: Communal management – includes three objectives related to the management of environmental resources and waste, improvement and integration of transport within the agglomeration, and improvement of Poznan’s attractiveness as a place to live in, as well as programmes executing these goals: Poznan’ * ‘Clean The goal of the programme is to meet the challenges of community environmental protection policy, in particular to ensure the functioning of a sustainable system of waste management and suitable technical infrastructure potential, care for the natural environment and maintaining proper sanitary conditions and order in the City, and shape the ecological awareness of the City’s inhabitants. The measures conducted will result in the provision of adequate waste management, improvement in the natural environment of the City of Poznan, and higher quality of services provided in the area of heat, power, gas and water supply to Poznan. A vital element of the programme is the issue of sewage disposal and improvement of the micro-climate, as well as protection of the land’s surface and subsoil water resources. Transport Development’ * ‘Sustainable The goal of the programme is to achieve a sustainable transport system in order to create conditions for a greater number of trips using collective transport. Major measures and projects include the creation of Intelligent Transport Systems, optimisation and development of the road system, improvement of public transport standard and integration of transport within the agglomeration, e.g. utilisation of the rail transport infrastructure within the agglomeration, construction of transfer stations, construction of the Park & Ride system, utilisation of opportunities offered by the Poznan Electronic Agglomeration Card to create a common ticket for trips within the agglomeration. Live in Poznan’ * ‘Let’s The goal of the programme is to develop housing investment with the use of the public-private partnership model, increase the accessibility of flats for the most talented university graduates, encourage townhouse owners to undertake renovation works and make apartments available thanks to

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innovative legal and financial instruments, foster common approach to the housing sector within the agglomeration, improve the housing conditions in Poznan and supplement the residential functions with accompanying investments. Major measures and projects include: creation of the credit warranty mechanism for university graduates, cooperation with property owners, undertaking renovation works in private buildings, making flats available for rent and having an influence upon their pricing, facilitation of the exchange of communal flats (depending on family needs and their material status), rationalisation of rents for communal flats, development and implementation of the principles of policy aimed at the creation of an active role for the City on the local housing property market (common agglomeration housing policy), preparation of programmes enabling the increase in new housing resources with the use of external public-private partnership mechanisms, improvement in the quality of management of housing, preparation of new locations for housing development, construction of multi-functional buildings, and preparation of methods and implementation of systematic monitoring of the housing market in Poznan and neighbouring communes which would help to make forecasts about the situation in this sector in the Poznan agglomeration area. Spatial management whose objectives are determined as: t &YQPTVSF BOE JNQSPWFNFOU JO UIF BUUSBDUJWFOFTT PG WBMVBCMF FMFNFOUT PG Poznanâ&#x20AC;&#x2122;s space, t 'VODUJPOBM BOE TQBUJBM USBOTGPSNBUJPO BOE SFFWBMVBUJPO BOE SFHFOFSBUJPO of degraded areas, t )VNBOJTBUJPO PG IPVTJOH FTUBUFT Programmes implementing the above-mentioned objectives are: Modernist Housing Estatesâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Poznan The goal of the programme is to preserve the model modernist spatial systems rendered in the solutions of Poznan housing estates of the 1960s to the 1980s, promote the â&#x20AC;&#x2DC;Poznan urban planning thoughtâ&#x20AC;&#x2122; and humanise the housing estates. The programmeâ&#x20AC;&#x2122;s implementation will result in, among other things, the slowing down of the degradation process and protection of spatial systems and architectural values of Poznan modernist housing estates, preservation of spatial order and combat against uncontrolled changes in the development, rise in the estateâ&#x20AC;&#x2122;s attractiveness as a place of residence for its inhabitants, improvement of the quality standards and functionality of individual estates, supplementation of the estatesâ&#x20AC;&#x2122; functional structure with new necessary and attractive elements, combat against social degradation and exclusion of the estatesâ&#x20AC;&#x2122;inhabitants, as well as social integration and activation of the inhabitants. Markets and Squaresâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Downtown The goal of the programme is to preserve and expose vital elements of urban tissue that determine the identity and history of Poznan markets and squares, and improve the attractiveness of the city as a whole. Measures planned include the preparation of map and photographic documentation, conduction of social surveys, preparation of urban planning and architectural concepts of functional and spatial character, preparation of local spatial management plans, and preparation of implementation plans for individual stages. The above-mentioned measures refer to the Old Town areas, central downtown area, Ĺ&#x161;rĂłdka and OstrĂłw Tumski, JeĹźycki market and its vicinity, ul. DÄ&#x2026;browskiego, Wildecki market and its vicinity.

*STRATEGY FOR THE CITY OF POZNAN 2030

Substrategies

by the Riverâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;City The goal of the programme is to expose the value of the river to the city, raise the value of land by the Warta River by reclaiming neglected areas upon the river, and raising the profile and attractiveness of this part of the City for inhabitants, tourists and athletes alike. Major measures and projects include the launch of a new means of public transport attractive to tourists, that is water trams, construction of boulevards, bicycle paths, pitches, parks and playgrounds, construction of water sports/ recreation infrastructure (marinas, jetties, water sports equipment rentals), adaptation of areas adjacent to the river and creation of infrastructure enabling the organisation of cultural events and artistic exhibitions. Social services constitute a substrategy whose objectives envisage: t *NQSPWFNFOU PG UIF RVBMJUZ PG FEVDBUJPO DBSF BOE VQCSJOHJOH t *NQSPWFNFOU PG UIF JOIBCJUBOUT IFBMUI BXBSFOFTT BOE BDDFTTJCJMJUZ PG health services, t &OSJDINFOU PG UIF SFDSFBUJPO BOE TQPSUT PĂ˛FSJOH UP UIF JOIBCJUBOUT and visitors, and development of social capital and creation of social cohesion, t 3FEVDUJPO PG UIF DSJNF SBUF BOE JODSFBTJOH JOIBCJUBOUT GFFMJOH PG TBGFUZ The key programmes implementing objectives in the sphere of social services are: Quality of Education and Upbringingâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;High The goal of the programme is to create

equal opportunites for personal development and for satisfying the educational needs of children of kindergarten and early-school age, to raise the language skills and entrepreneurial skills of Poznan school graduates, to raise the mathematical and life science abilities of students and graduates, to achieve high external exam pass rate by Poznan school graduates, to create conditions for the development of talented students, to achieve coherence between the educational system and the needs of the labour market, to shape graduatesâ&#x20AC;&#x2122; awareness of the necessity of life-long learning, to create conditions for improving teachersâ&#x20AC;&#x2122; professional skills and the system of their motivation aimed achieving better work results, to adapt the structure of educational establishments and their base to changes resulting from the development of the City of Poznan and its social needs, to integrate schools with their environment, ensure cultural influence of the school upon its environment, and to achieve high quality of management of schools and educational establishments. Major measures and projects include: t ,JOEFSHBSUFO GPS FWFSZ DIJME t 1P[OBO TDIPPM FEVDBUJPOBM FTUBCMJTINFOU BT B HVBSBOUFF PG TVDDFTT GPS its graduates, t %FWFMPQNFOU PG DPPQFSBUJPO XJUI VOJWFSTJUJFT t 8F BSF QSPVE PG UIF CFTU o TVQQPSU GPS TUVEFOUT JOEJWJEVBM EFWFMPQNFOU t 1P[OBO TDIPPM HSBEVBUF BT BO BDUJWF NFNCFS PG DJWJD TPDJFUZ t 1MBUGPSN PG FEVDBUJPOBM TVQQPSU GPS BEVMUT

Poznanâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Healthy The goal of the programme is to raise the awareness of health issues and individual responsibility for oneâ&#x20AC;&#x2122;s health, reduce the incidence of social and civil diseases, provide equal access to health and social services, create the system of services adequate for the inhabitantsâ&#x20AC;&#x2122; needs, and develop social potential.

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Major measures and projects include the preparation and implementation of the cityâ&#x20AC;&#x2122;s plans and programmes concerning the maintenance and development of city health units, solving alcohol-related problems, combat against drug addiction, anti-tobacco preventative medicine, social integration and occupational activation of the disabled, combat against family violence, alternative forms of care for children up to the age of 3, development and adaptation of social services to the inhabitantsâ&#x20AC;&#x2122; needs in the place where they live, and prevention of the begging in the City. Recreation in Poznanâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Active The goal of the programme

is to preserve, reclaim and develop recreational areas that form a vital element of the Cityâ&#x20AC;&#x2122;s structure and the inhabitantsâ&#x20AC;&#x2122; quality of life. The programme envisages the protection of areas with special natural values and exposing their natural and recreational values, as well as improving the appeal of tourist, sports and recreational sites.

Poznanâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Safe The goal of the programme is to increase the inhabitantsâ&#x20AC;&#x2122; feeling of safety by reducing the crime rate and increasing the efficiency of measures related to crime and threat phenomena such as demoralisation and juvenile crime, drug addiction, car-related crime, robberies, assaults, muggings in public places, safety on the roads, local and extraordinary threats to the inhabitantsâ&#x20AC;&#x2122; life, property and environment, and safety at mass crowded events. The programme envisages the following measures: t 3FQSFTTJWF NFBTVSFT DPOTJTUJOH PG UIF ĂśHIU BHBJOTU DPNNPO BOE organised crime, and the pursuit of perpetrators of serious and brutal crimes; t 1SFWFOUJWF NFBTVSFT DPOTJTUJOH PG UIF JNQMFNFOUBUJPO PG EJSFDUJPOBM measures in the field of safety and social rescue prevention, threat monitoring, and threat control and identification measures; t 0SEFS SFMBUFE NFBTVSFT DPOEVDUFE CZ UIF $JUZ PG 1P[OBO T .VOJDJQBM Police; t .FBTVSFT SFMBUFE UP SPBE USBĂłD TBGFUZ t .FBTVSFT SFMBUFE UP SFTDVFT BOE FYUSBPSEJOBSZ UISFBUT JOWPMWJOH GPS example, expansion and maintenance of the System of Rescue and Public Safety Services Infrastructure, shorter response time of rescue services in when called out, and the support of the specialist rescue development. Sensitive Poznanâ&#x20AC;&#x2122; * â&#x20AC;&#x2DC;Socially The goal of the programme is to establish Poznan as a city sensitive to the inhabitantsâ&#x20AC;&#x2122; social problems, stimulate the development of the social services market, and effectively promote the City as one that favours solving family problems. The measures undertaken as part of this programme will result, among other things, in perception of the city space and social services as familyfriendly, identification with Poznan as a place to live in, retention of young familiesâ&#x20AC;&#x2122; potential in the City, rise in the quality and flexibility of forms of care for dependent persons, expansion of the commercial market of social services, establishment of work places in this areas, and the strengthening of the potential of non-governmental organisations. Major measures and projects include family support with regard to care for children (establishment of the system of care for children taking into account three basic aspects of such care: availability, flexibility and quality), family support in performing the function of upbringing,

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Substrategies

intensification of measures preventing negative phenomena causing social exclusion, support for the elderly and the disabled and their families by the development and diversity of the care services system and the network of family care homes. Poznan’ * ‘Civic The goal of the programme is to strengthen the subjectivity of citizens and their communities, and create conditions for the development of civic society institutions. The programme envisages the preparation of effective systems of public consultations whose aim will be to include the inhabitants of Poznan in the decision-making processes, diagnoses and potential prevention of social conflicts in the City and the agglomeration, establishment of closer cooperation with the ‘third sector’ organisations, strengthening of the relation between municipal institutions and leaders of local communities, preparation and consolidation of future forms of cooperation with housing

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associations, constant provision of information to Poznan’s inhabitants about actions undertaken by local government authorities, expansion of cooperation between the Poznan agglomeration’s communities, and systematic public surveys of the inhabitants of Poznan and the agglomeration with regard to vital issues. Apart from the foregoing, the objectives in the area of social services are also implemented by programmes discussed in the 2nd strategic goal of the ‘city of knowledge,’ such as ‘Academic and Scientific Poznan,’ ‘Sporting Poznan’ and ‘Cultural Poznan.’

Strategic goal

METROPOLIS This goal results from the need to develop the integration of functions within the Poznan agglomeration, and the need to meet the competition of national metropolitan centres and, on a European level, the competition of cities with potential and rank similar to that of Poznan. The ‘Metropolis’ strategic goal is basically related to the implementation of most programmes discussed in the strategic goals of ‘competitive economy,’ ‘city of knowledge’ and ‘quality of life.’ The fulfilment of goals envisaging Poznan’s development as a centre of a competitive and innovative economy with considerable position on an international scale in the fields of education, science, culture, tourism and sports contributes to the achievement of Poznan’s metropolitan position. The 4th strategic goal was distinguished in order to emphasise the special importance of position to be occupied by Poznan up until 2030 among European cities. The 4th strategic goal is directly implemented by the following programme: Poznan’ * ‘Metropolitan The goal of the programme is to strengthen the metropolitan position of the City in the country and its position as a Europol capable of competing in a national and international arena and being an important link in the network of metropolitan cities, and to create a strong centre providing advanced services to communes situated in the Poznan agglomeration. Major measures and projects include the creation of organisational, administrative and informational structures of the metropolis, establishment of the agglomeration ecological centre (water and sewage management, water management administration, waste management, environment and nature protection, energy policy), utilisation of economies of scale, connection of the City with the Polish and European network of motorways and fast railways via construction of intermodal transportation junctions (fast railway, airport, motorway) integrated with the city transport network, creation of the communal connection of public transport with the metropolitan area’s communes in order to optimise the local collective transport, joint promotion within the metropolis and support for city prestige-creative projects (e.g. organisation of various events, conferences, application for the location of offices of enterprises, prestigious European institutions and other international organizations, as well as active participation in organisations gathering metropolises).

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1. Characteristics of strategic programmes Strategic programmes may be characterised by detailed criteria pointing to their placement and connections with other documents of various importance addressing similar subjects. They may also be characterised in the context of features concerning the programme’s implementation. The presented strategic programmes vary in terms of scope of subject matter. The tables depict a demonstrative list of differences between strategic programmes.

Strategic programmes and other documents The programmes which have been presented implement goals that, to a various extent, fit a broad spectrum of documents ranging from resolutions of the Poznan City Council concerning the scope of subjectmatter of specific programmes, through resolutions and programmes at the Province of Wielkopolska regional level to national strategic documents. The number and rank of programmes’ relations with other documents depend on the theme of the programmes. The ‘Academic and Scientific Poznan’ and ‘Digital Poznan’ programmes refer even to a European document of the Lisbon Strategy with regard to the theme of broadly understood knowledge development. Many programmes refer to documents with broad subjectmatter scope like ‘National Development Strategy 2007–2015,’ the ‘Poland 2030. Development Challenges’ document and the regional ‘Development Strategy for the Wielkopolska Region to 2020.’ National sectoral documents are also indicated, e.g. ‘The National Environmental Policy for 2009–2012’ and its 2016 Outlook in the ‘Clean Poznan’ programme, ‘National Development Strategy for the Housing Sector in the years 2008–2015’ in the ‘Let’s Live in Poznan’ programme, ‘National Strategy for Regional Development 2010–2020: Regions, Cities, Rural Areas’ (draft of 9th September 2009) in the ‘Sustainable Transport Development’ programme. Programmes that due to their local character do not refer to higher ranking documents are exemplified by ‘Poznan Modernist Housing Estates’ and ‘Downtown Markets and Squares.’ In the case of the ‘Metropolitan Poznan’ programme one may note the reference to the ‘Development Strategy for the Poznan Agglomeration’ document which is currently being prepared but will be vital for the implementation concept of ‘Metropolitan Poznan.’

Strategic programmes and conditions for their implementation (‘new’ programmes and ‘continued’ programmes) The programmes which have been presented constitute a set of documents that considerably differ in view of their conditions for implementation. They encompass various stages of preparation of projects and measures to be implemented. The vast majority of presented programmes constitute the so-called programme continuation category where measures and projects have been previously executed but have been verified and supplemented with new proposals during the discussions about the strategy. The contents of these programmes were included in various forms in ‘Development Plan for the City of Poznan for the years 2005–2010.’ The category of new programmes, though inspired during discussions about the strategy by Poznan’s development problems known for years, includes the following programmes: ‘Digital Poznan,’ ‘Metropolitan Poznan,’ ‘Poznan Modernist Housing Estates,’ ‘Downtown Markets and Squares,’ ‘City by the River’ and ‘Activation of Areas Around the 3rd Transportation Framework.’

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XIII. STRATEGIC PROGRAMMES

114

,-. , % # " ' &

Programme execution

(

+ -

Result of the programme execution * /

+ - " + -

) $

" #

# Programme relations

Strategic programmes

A considerable number of projects and measures consist of detailed descriptions sufficient for the evaluation of possibilities for their implementation. At the same time, many projects and measures included particularly in the â&#x20AC;&#x2DC;new categoryâ&#x20AC;&#x2122; programmes is of conceptual nature describing the various stages of implementation of formulated programme aims.

Strategic programmes and their beneficiaries The most frequently listed category of programme beneficiary is Poznanâ&#x20AC;&#x2122;s inhabitants supplemented accordingly to the subject-matter scope of programmes with social and occupational groups and institutions, e.g. students, tourists, entrepreneurs, investors, artists, higher education establishments, chambers and associations, and local government institutions.

Strategic programmes and partners in their implementation The list of partners indicated for the execution of individual programmes is very extensive. It includes institutional entities proper for the programmesâ&#x20AC;&#x2122;

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115 Downtown Markets and Squares

Local documents (Poznan City Council, detailed strategies)

Regional and national strategic documents

Number

Level of detail

Objectives

Programme execution Planned measures

Partners Sources of financing

Number Types Number

Results

Level of details

Beneficiaries

Low

â&#x20AC;&#x201D;

Level and scope of feature and criterion characterising the programme

Risk Result of programme execution Indexes

Sustainable Transport Development

Sporting Poznan

Healthy Poznan

City by the River

Strategic goals

Knowledge for Business

Spaces for Business

Other programmes

Programme relations

Poznan for Tourists

Poznan Modernist Housing Estates

High Quality of Education and Upbringing

Strategic programmes

Medium

High

Source: Own study, City Development Strategy Section, City Development Department of the Poznan City Hall

themes, mainly based in Poznan but there are also some central institutions. The entities are listed in general, e.g. higher education establishments, housing cooperatives, investors, or as names of specific institutions and organisations. Entity solutions important for the implementation of the strategy include public-private partnership, concessions and joint ventures. Each measures and project specified as part of strategic programme can be executed as a joint venture with the participation of the City of Poznan.

Strategic programmes and their sources of financing The description of the programmesâ&#x20AC;&#x2122; sources of financing names various sources that may be grouped according to the following categories: city budget, regional budget, central budget, EU funds, environmental protection funds, private resources, e.g. those proposed as part of the public-private partnership, and other resources of organisations and associations, housing

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cooperatives, universities, communes in the Poznan agglomeration banks listed by name, etc. all 21 strategic programmes envisage the financing from the city budget. It also needs to be acknowledged that EU funds can also be sources of financing for all programmes. The quoted sources of EU funds indicate the priorities under the Wielkopolska Regional Operational Programme (WROP) for the years 2007– 2013, the Integrated Operational Programme for Regional Development (Polish abbreviation: ZPORR) and the JESSICA Community Initiative Programme. At the time of the economic slowdown and difficulties in forecasting the local government’s financial condition the estimated high level of expenditure on the programme’s implementation justify the conviction that the plans for financing of strategic programmes should take into account the increase in the co-financing of investments by external entities under the public-private partnership principle.

Conditions for implementation The problem of insufficient resources from the city budget is the main risk facing the programme’s implementation listed in the case of all programmes. In many cases difficulties in the acquisition of external financing are also mentioned. The non-financial risks facing the programme’s implementation frequently include legal barriers and insufficient will to cooperate on the part of the programme’s partners. The number of clear indications shows that for the preparation of the programme implementation process it is important to ensure suitable promotion of the ‘Development Strategy for the City of Poznan to 2030.’ The objective here should be to obtain the approval of Poznan’s population and gain the authentic involvement of partners to the strategic programmes to be implemented.

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2. Charts of strategic programmes STRATEGIC CHART OF THE PROGRAMME

Name of the programme:

Academic and Scientific Poznan

No. of the programme: 1

Continuation of the Development Plan for the City of Poznan

Strategic goals: Development of an innovative economy and improving the city’s investment appeal (Area: Competitive Economy) n Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n Improving the quality of life and the appeal of the city and its architecture Area: Quality of Life) n Creation of the Poznan Metropolis (Area: Metropolis) n

Objectives: of conditions for the development of human capital. * Creation of the quality of education, care and upbringing. * Improvement Increase in Poznan’s attractiveness as a place to live in. * Strengthening of Poznan’s position as a European scientific and academic centre by the internationalisation of rese* arch and training. of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consi* Improvement deration given to high tech industries, creative industries and the SME sector. in the enterprises’ competitiveness and innovativeness, particularly via the development of cooperation with * Increase Poznan universities and science-and-research institutions.

* Increase in Poznan’s international importance within the network of European metropolises. Programme aims: and strengthening of Poznan’s image as the best city to study in Poland, * Creation Increase in Poznan’s importance as an academic centre for foreign students, * Improvement the quality of education at the gymnasium, post-gymnasium and academic levels; open education, * Increase in theinscientific environment representatives’ participation in solving the problems of Poznan’s development, * Strengthening of the innovativeness Poznan economy and the development of creative sectors, * Increase in the importance and shareofofthe students’ culture in Poznan culture, * Strengthening of cooperation between the City and universities in the assignation of EU funds to investment initiatives * and projects.

Genesis and general description of the programme: Poznan is one of the most important academic and university centres in Poland. Over 140,000 students attend 26 Poznan universities (including 8 public universities).1 There are 251 students per 1,000 inhabitants. The human and material potential of Poznan universities and the number of students mean that the academic environment is a vital part of the city’s environment. In the era of the development of a knowledge-based city the ‘academic nature’ of Poznan is a key factor of

See: Present condition of the City.

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development described frequently by the use of the following notions: ‘innovative economy,’ ‘knowledge-based economy,’ ‘creative sectors,’ ‘learning society’ and ‘information civilisation.’ The importance of the academic environment covers a broad scope of impact. What is meant here is building the prestige of a metropolitan city, the high quality of human capital at the dimension of personal development and occupational qualifications, attractiveness of local foreign investments, role of universities as major employers, importance of students as a group of consumers and service users vital for the City, role of universities in investing in structures important from the perspective of architecture, urban planning space and innovative economy infrastructure, and culture-creative role of the environment. The scope of positive impact of universities, the threat of a considerable drop in the number of students resulting from demographic tendencies and competitiveness of other major cities offering places of study and work,, and unsatisfactory levels of knowledge transfer to the economy constitute premises for the strengthening of cooperation between the City and universities. In 2005 the Poznan City Council passed the ‘Poznan Academic and Scientific Strategy,’ a document specifying the areas and goals of directional intentions that fit university competences and identifying the existing relations and fields of cooperation between the academic environment and the city’s local government. The selected documents of Poznan universities, such as ‘Development Strategy of Adam Mickiewicz University in Poznan for the years 2009–2012,’ ‘Strategy of the Poznan University of Economics for the years 2009–2012,’ ‘Strategy of the Poznan University of Technology for the years 2008–2012,’ and ‘Development Strategy of the Poznan University of Life Sciences for the years 2009–2015,’ also indicate that the chief burden of adaptation lies exclusively on the part of the academic environment, but it is acknowledged that the city can vitally support the process of changes. The ‘Academic and Scientific Poznan’ programme draws upon the contents of the above-mentioned strategic documents, identifies areas of cooperation between the City and universities, and suggests measures that arise from the City’s responsibilities and competences. Although these measures have different scope, form and causative power, they support goals common for the academic environment and the City of Poznan. One of these goals is the internal integration of the academic environment. The already implemented and planned scope of cooperation between the City and universities is very broad and diversified. They involve various municipal organisational structures of the Poznan City Hall. It is assumed that the scope of ‘Academic and Scientific Poznan’ programme is holistic, that is it also covers measures included and characterised in other strategic programmes like ‘Knowledge for Business,’ ‘Digital Poznan’ and ‘Cultural Poznan.’ This is caused by the need to monitor the entire area of cooperation between the City and the academic environment. The measures presented largely belong to the category of continued and permanent measures with changes anticipated in accordance with conditions of implementation. New measures, formulated during the discussion about the programme, are also suggested.

Planned measures/projects: 1) Support of Poznan universities’ measures undertaken in order to improve the quality of education. Improvement of the quality of education is one of the basic strategic goals with regard to the development of Poznan universities. The achievement of this goal depends, in fact, on the large scope of sovereign measures of individual universities. The supportive means that are undertaken by the City refer to the improvement of the quality of education at secondary school level which prepares candidates for students. They may also refer to the goals currently executed as part of the ‘Academic Poznan’ with regard to the internationalisation of education and introduction of unique teaching faculties. The planned scope of measures includes: Support of cooperation between Poznan schools and educational establishments and Poznan universities. Measures envisaged include the creation of ‘academic classes’ for particularly gifted young people and the creation of a network of recommended schools for students’ classes. Co-financing of lectures delivered by distinguished scientists, artists and specialists – a continuing project. As part of two completed editions the City, in collaboration with Poznan universities, invited about 40 distinguished scientists and artists from all over the world, including two Nobel Prize winners. Apart from lectures and participation in specialist seminars, the guests delivered open lectures for Poznan’s inhabitants. The subjects of lectures concerned, for example, biotechnology, environmental protection, biochemistry, ICT, neonatology, cardiac surgery, human physiology, economics and management, pattern design and contemporary dance. Most lectures were held in English. Support for new unique teaching faculties. A continuing project. So far financial support was granted with regard to the launch of the studying in English at the Academy of Fine Arts due to high interest on the part of foreign students.

* *

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2) Creation and strengthening of the ‘Academic Poznan’ image as the best place to study in Poland. Plans include measures aimed at increasing knowledge and awareness of Poznan as an attractive place to study among potential students and their guardians, and as a place of occupational development among university graduates. Planned measures include: Companies popularising ‘Academic Poznan’ t ‘Studiuj w Poznaniu’ (‘Study in Poznan’) campaign The ‘Poznan attracts the best. For studies’ project is currently being implemented. The campaign covers the whole country with special consideration given to the so-called ‘gravitating cities’ of Poznan. The experiences of this campaign concerning the usage of its scope, tools, information channels and efficiency evaluation method will be the foundation for the campaign’s design in future years as part of the so-called permanent measures. t ‘Study in Poznan’ campaign The project is a concept of a campaign addressed to potential foreign students at Poznan universities. It is initially planned to launch a ‘Study in Poznan’ portal presenting the academic environment’s scientific and teaching offering in English. Preparation of an extensive catalogue of studies in English at the first and second level of studies. Identification of countries and people, addressees of the campaign (e.g. young people of Polish origin from Lithuania, Belarus and Ukraine, as well as from Asian countries). Preparation of campaign material for distribution through such channels as the Polish diplomatic posts and educational fairs. Implementation: this will be a permanent measure. Scholarships from the City of Poznan for those entering studies at Poznan universities. Scholarships are an economic incentive to choose Poznan as a place to study, and are addressed to the group of young people that the City cares most about, that is: t particularly gifted young people who exercise their freedom of choice by selecting other competitive academic cities, of Warsaw, Kraków and Wrocław; t young people from abroad: their present number is approximately 1,600 (which gives a so-called internationalisation of studies indicator of 1.1%) which is highly unsatisfactory for Poznan as an academic centre; t young people who intend to tie their career and life to Poznan. Scholarships that have been previously granted and are planned: t scholarships from the City of Poznan for laureates and finalists of subject competitions – so far two editions of the scholarship programme have been carried out and covered 45 people. It is expected to continue the programme modifying the criteria in the context of desired study faculties; t scholarships for young foreigners – the current programme of scholarships for students from Georgia was launched mainly for political reasons. The programme should be continued and expanded following the proper identification of countries, groups of addressees, social and economic conditions in order to determine the criteria for granting the scholarships; t scholarships involving student internships at employers implementing innovative investments in Poznan.The scholarship project is addressed to students who take internships at innovative investors in the production sector or modern services who are obliged to employ their former interns for a minimum period of 12 months. The project was launched after a resolution was passed by the Poznan City Council in March 2009. It is planned to continue the implementation.

* * * *

Popularisation of the people and achievements of Poznan science. * For years various published rankings have rated Poznan universities highly in comparison to other universities in Poland. For potential students these rankings are, among other things, the criteria for selecting the university and study faculty. It is acknowledged that the role of the scientific position of scientists and the achievements of the Poznan scientific community is underestimated in the context of the creation of a university brand. There are foundations to strengthen the image of the ‘Academic and Scientific Poznan’ in this regard. Planned measures: t Academic and Scientific Poznan quarter – regular TV programme devoted to the popularisation of the people of science, their achievements, interesting research programmes conducted by the Poznan community; t preparation of the concept and the establishment of the academic environment TV. Such a project is planned by Adam Mickiewicz University. Its expansion to other Poznan universities should be considered; t artistic and scientific awards and scholarships from the City of Poznan. Awards and scholarships have been granted since 1991 for remarkable artistic and scientific achievements of artists and scientists of the Poznan environment. Laureates include people whose output forms an important contribution to the development of the region and the City of Poznan. The awards’ presentation during an official session on the City Patrons’ Day is an opportunity for media promotion of those awarded and their works. Permanent measures.

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3) Knowledge for city development The participation of representatives from the scientific community in solving the City of Poznan’s problems has a wide subject-matter scope, including that of a formal and legal character and the level of involvement. The most frequent form of cooperation is the occasional expert advice commissioned concerning specific problems that require urgent completion. There are also examples of constant cooperation. Its evaluation points to opportunities not being fully utilised and the need to improve the flow of information about the city’s problems that could be covered by the group of so-called home grown research or diploma theses. Planned measures include: ‘City of Poznan’s award for distinguished PhD thesis’ and ‘City of Poznan’s award for distinguished MA thesis’. A continuing project. Five annual competitions have already been completed. The awards are granted for diploma theses that deal with issues related to Poznan and have utilitarian value. About 40 theses are submitted to the competition. Measures are planned to popularise the competition among those who select the subjects of diploma theses. ‘Indicators of the quality of life of Poznan’s inhabitants’ research project. Five editions of this research have been completed by the ‘Centre for the Quality of Life Studies’ team affiliated with AMU. It is planned to continue research expanding it to other Polish cities for comparative reasons. ‘Functioning and direction of development of the Poznan Agglomeration’ research project. Initiated by the Poznan Agglomeration Council in order to determine the direction of development of the agglomeration and to prepare its development strategy to 2020, the research project is carried out by the Centre of Metropolitan Studies being a consortium of four Poznan universities: Adam Mickiewicz University, Poznan University of Economics, Poznan University of Life Sciences and Poznan University of Technology. The research project is planned to take place up until mid-2011. According to the planned measures under the ‘Knowledge for Business’ programme, it is suggested to retain the Centre for Metropolitan Studies in the form re-profiled as the Observatory of the Economy and Employment Market (strategic chart of the ‘Knowledge for Business’ programme – planned measures: 1. Creation and maintenance of the Observatory of the Economy and Employment Market as part of the Centre for Metropolitan Studies). A competition entitled ‘Co-financing of scientific research and development works’. The first edition was launched as a result of a cooperation agreement concluded between the City of Poznan and eight Poznan universities. By principle, the financial support refers to new projects that are particularly important for the development of science, including subjects concerning issues specifically related to Poznan. In 2009 grants were awarded to 32 research projects. ‘Conservatoire – Poznan of the past, the present and the future’ project. It is planned to create a regular discussion forum about Poznan with the participation of distinguished representatives of the scientific environment, local authorities, politicians and practitioners in various fields. The goal of the conservatoire is to subject various aspects and subjects concerning the functioning and development of the City to intellectual reflection, the effects of which will be used in works to determine the direction of measures concerning the development strategy for Poznan and the Poznan agglomeration.

* * *

* *

4) Strengthening of cooperation between city authorities and universities with regard to joint applications for European funds, including investment projects: Construction of the High Technology Incubator Complex of ‘materials and biomaterials’ and ‘IT and ICT technologies’ in the Poznan Science and Technology Park of the AMU Foundation. Creation of the Inter-university Nano-Bio-Medical Centre at Adam Mickiewicz University. Creation of the University Centre of Medical Biology at the Poznan University of Medical Sciences. Creation of the Centre of Mechatronics, Biomechanics and Nano-engineering at the Poznan University of Technology. Construction and furnishing of the Wielkopolska Centre of Advanced Technologies at Adam Mickiewicz University.

* * * * *

Compliance of programme assumptions with regional and national strategic documents Strategy for the Wielkopolska Region to 2020. * Development Regional Innovation Strategy. * Wielkopolska National Development Strategy 2007-2015. * Strategy for the Development Science in Poland to 2015. * Foresight ‘Poland 2010’ NationalofProgramme. * Poland 2030. Development Challenges. *

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Connections with other programmes of the strategy: Poznan. * Digital Poznan. * Cultural Metropolitan Poznan. * Space for Business. * City by the River. * Sporting Poznan. * Poznan for Tourists. * Knowledge for Business. * High Quality of Education and Upbringing. *

Connections with industrial policies, detailed strategies and programmes adopted by the Poznan City Council: Academic and Scientific Strategy. * Poznan Development Plan for the City of Poznan for the years 2005-2010. *

Results of the programme’s implementation: The most measurable results stem from the direct participation of Poznan academic and scientific communities in the solving of city related problems which can be seen as: Participation of scientists in advisory and consultation groups, and competition commissions. Provision of opinions about ventures planned by the City, preparation of expertise, completion of research upon commission. Co-organisation of scientific seminars and conferences. Training of city personnel. Cooperation with regard to many regional, national and international projects.

* * * * *

In addition, the results of the programme’s implementation will translate into: in the number of people who select Poznan as the best place to study and improve one’s qualifications. * Rise Achievement of global standards in science and teaching. * Increased interest * qualified personnel.of external investors in locating companies in Poznan and the Poznan metropolitan area due to highly of creative and knowledge-based sectors. * Development Greater openness of Poznan universities to the needs of the local environment. *

Potential sources of financing, including external financing: budget. * City Regional government budget. * Resources from EU funds. * University funds. * Budgets of communes involved in the Poznan Agglomeration Council *

Indexes of the programme execution: The sphere of academic education and science does not belong to direct competences of the local government. On the part of the City the programme includes only auxiliary measures. The specific nature of the ‘Academic and Scientific Poznan’ programme is difficult-to-measure cause-and-effect relation between the programme’s measures and projects and the set goals and expected results. What is more, the quality aspect of direct results of measures and projects seems more important than quantitative evaluations, so the monitoring of the programme’s implementation envisages the preparation of annual reports about the programme’s planned measures and projects and information describing Poznan’s position in the context of programme aims. The results of the programme will be measured with statistical indexes and indicators characterising Poznan as an academic and scientific centre and its impact on the city economy.

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of students at Poznan universities. * Number Number per 1,000 inhabitants comparable to other academic cities. * Number ofof students students. * % of foreignforeign students in the total number of students. of faculties in congress languages. * Number % of faculties in congress languages in the total number of faculties. of Poznan universities in published rankings. * Places Descriptive characterisation of the places of Poznan universities. of people employed in Research and Development. * Number % of people employed in the R&D activity in the total number of employees. on R&D oriented innovative activity. * Expenditure % of expenditure on R&D in the total sum of expenditure on innovation. of people employed in creative sectors. * Number % of people employed in creative sectors in the total number of employees. of companies in creative sectors. * Number % of creative companies in the total number of companies.

Risk of programme execution: The implementation of projects and measures under the programme depends on the current financial situation of the City (sum of resources planned for these projects and measures in the city budget) that indirectly result from the country’s financial situation, as well as the will of partners to cooperate in implementing projects and measures of the programme.

Beneficiaries: of Poznan’s universities. * Students scientists, university personnel and science-and-research establishments. * Poznan Young people attending post-gymnasium schools in Poznan and the region. * Companies and institutions from Poznan, the Poznan agglomeration and the region. * Local and regional government. *

Programme coordinator: City Development Department. Cooperation: Mayor’s Office. Economic Activity Department. Public Relations Office. City Promotion Office. Culture and Art Department. Physical Culture and Sports Department. Other departments and municipal organisational units.

* * * * * * *

External partners: universities. * Poznan Poznan science-and-research establishments. * The Wielkopolska Marshall’s Office. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 2

Activation of Areas Around the 3rd Transportation Framework

New programme

Strategic goals: Development of an innovative economy and improving the city’s investment appeal (Area: Competitive Economy) n Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n Creation of the Poznan Metropolis (Area: Metropolis) n

Objectives: of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consi* Improvement deration given to high tech industries, creative industries and the SME sector. cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the commu* Increase nes of the agglomeration. and improvement in the attractiveness of valuable elements of Poznan’s space. * Exposure * Increase in Poznan’s attractiveness as a place to live in.

Programme aims: of non-budgetary resources for the venture’s implementation. * Acquisition Creation of attractive investment sites around the 3 Transportation Framework. * Acquire partners to implement the investment. * Creation of an optimum transport system on a scale suitable for the Poznan agglomeration (Poznan Metropolis). * rd

Genesis and general description of the programme: The ‘Poznan Transport Policy’ passed by the City Council emphasises the necessity to consider the development of regional connections that are conducive to the preservation of Poznan’s function as a regional centre, and the development of national and international connections in order to ensure the proper economic, scientific and cultural growth of the Poznan agglomeration. Among other things, policy goals have economic implications that take into consideration the servicing of various forms of economic activity: making places available, stimulating economic activity in various branches of transport, endeavouring to raise the values of this space and providing equal opportunities on the labour market. What is of primary importance is the formulation of realistic plans and programmes (that can be financed), and the stimulation of construction traffic, business activity and activity on the part of capital entities via directing transport accessibility. To a large extent, the outline of the 3rd Transportation Framework reached consensus in 1994 (with the exception of the eastern section which has 3 variants) and was entered into the General Local Spatial Management Plan for the City of Poznan (preceded by multi-faceted transport studies). The final route was included in the Study of Conditions and Directions of Spatial Management adopted by the Poznan City Council on the 18th of January 2008. With regard to the south-west section (symbol: Łm, Ja, Xb) in the vicinity of the Logistics Centre (Tl) and the Antoninek junction, the local spatial management plans are in force. In 2006 a document entitled ‘City of Poznan budgetary supply from the effects of investments generated as a result of the implementation of the Activation of Areas Around the 3rd Transportation Framework programme – forecast for the years 2007–2050,’ was prepared to constitute the foundation of conceptual measures and the source of data for further considerations.

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Investment areas were analysed in view of future area assignation. The functional typology includes single-unit housing construction, multi-unit housing construction, trade and services, sports and recreation. The forecast of budgetary supply from the investments in question takes into account the types of proceeds to the budget in the form of monetary resources from the sale of land, property tax (land, structures, buildings – various forms of management), personal income tax and corporate income tax.

Planned measures/projects: 1) Acquire partners to manage selected city areas, particularly with regard to the law on public-private partnership or concession for construction works or services. 2) Coordination of measures with ventures executed within the framework of the City budget. 3) Connection of the car transport system with the city and railway transport and the system of car parks. 4) Preparation of new locations for investments.

Main tasks within the listed projects: Elaboration with regard to projects No. 3 and 4: 3) Connection of the car transport system with the city and railway transport and the system of car parks a) Identification of junction points, b) Greater accessibility of areas situated at the planned 3rd Transportation Framework for non-drivers, c) Facilitation of passage for public service vehicles. 4) Preparation of new locations for investments a) Preparation of local spatial management plans of the City of Poznan considering the potential investment sites along the 3rd Transportation Framework, b) Analysis of the currently valid local plans in view of selecting locations for the development of investments accompanying the 3rd Transportation Framework, c) Reinforcement of areas for specific investments, d) Creation of the base of planned projects and identification of common projects in the area of infrastructure and construction, e) Creation of the mechanism of coordination of infrastructure and construction projects, f ) Promotion of existing areas for investments accompanying the 3rd Transportation Framework.

Compliance of the programme’s assumptions with regional and national strategic documents: Development Strategy 2007–2015. * National National * 2009). Strategy for Regional Development 2010–2020: Regions, Cities, Rural Areas (draft version of the 9

September

Programme for Infrastructure and Environment of 5 December 2007. * Operational Strategic Reference Framework 2007–2013 (NSRO), adopted by the European Commission on 9 May 2007. * National Development Strategy for the Wielkopolska Region to 2020 (document adopted by the Wielkopolska Region Sejmik on * 19 December 2005). th

Connections with other programmes of the strategy: Poznan. * Digital Clean Poznan. * Metropolitan Poznan. * Let’s Live in Poznan. * Poznan Modernist Housing Estates. * Spaces for Business. * Poznan for Tourists. * Sustainable Transport Development. *

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Connections with industrial policies, detailed strategies and programmes adopted by the Poznan City Council: Transport Policy – resolution adopted by the Poznan City Council 18 of November 1999. * Poznan Sustainable Development Plan for Public Transport for the years 2007–2015 (Poznan Metropolitan Area) – resolution * adopted by the Poznan City Council on 24 October 2006. th

programme of the City of Poznan for the years 2007–2015 – resolution adopted by the Poznan City Council on * Bicycle 15 January 2008. th

Programme for the City of Poznan for the years 2008–2015 – resolution adopted by the Poznan City Council on 16 * Road September 2008.

Policy of the City of Poznan, resolution adopted by the Poznan City Council on 10 June 2008. * Parking Investment Programme for the City of Poznan – preparation has a rolling character. * Long-term Study of Conditions and Directions for Spatial Management of the City of Poznan – resolution adopted by the Poznan * City Council on 18 January 2008. th

Protection Programme for the City of Poznan for the years 2009–2012 – resolution adopted by the Poznan * Environmental City Council on 12 May 2009. th

* Waste Management Plan – resolution adopted by the Poznan City Council on 17

July 2007.

Results of the programme’s implementation: of the quality of life for both inhabitants and visitors. * Improvement Improvement of the natural and cultural environment. * Ordering of passenger goods carriage within the metropolis. * Mitigation of car traffic and city centre by the elimination of transit passages via the centre. * Limitation of nuisance inofthe goods deliveries in the downtown area and deployment of heavy traffic out of residential * areas. of exhaust emissions by limiting the number of vehicles that do not comply with EURO standards. * Limitation in income from local charges and taxes. * Rise Development of accompanying services and acquisition of investors for the execution of these investments. * Greater number of work places. * Increase in the quality of services. * Better image for the City. * Dynamic economic development. *

Potential sources of financing, including external financing: capital (public-private partnership, concession). * Private City budget. * EU funds. * Environmental protection funds. * Government grants. *

Indexes of the programme’s implementation: speed of moving between individual parts of the City in minutes. * Greater Kilometres of the constructed 3 Transportation Framework. * Surface of areas prepared for investments in hectares. * Accompanying investments. * Surface of invested areas at the 3 Transportation Framework in hectares. * Area covered by the adopted local spatial management plants in the vicinity of the 3 * hectares. rd

Transportation Framework in

of projects executed as public-private partnerships. * Number New car parks situated along the 3 Transportation Framework in the number of parking spaces. * Value of structures assigned for management as part of the City’s own contribution to the venture. * Value of structures after their period of usage, which are owned by the City. * rd

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Risks of facing the programme’s implementation: of interest in participation in city investments on the part of external * Lack partners. of financial resources. * Lack City’s personnel problems that prevent * infrastructural and land resources.

the proper management of

offers of implementation – no possibility of obtaining credit funds. * No Bankruptcy of parties implementing the programme. * Legislative problems * Macroeconomic risks.– frequent changes of legal acts. * Economic boom – rise in the prices of construction services. * Increased environmental pollution (caused by greater traffic and quantity * of waste). development of the road infrastructure and city transport. * Insufficient on the part of other agglomerations. * Competition No local spatial management plans. * Insufficient planning. * Unsuitable structure of the parties implementing the programme. * Increased load of public services, e.g. clearing of snow. * Inhabitants’ protests. * Limited supply of labour. * Excessive city development. *

Beneficiaries: of Poznan and the agglomeration. * Inhabitants * Investors. * Tourists. * People coming to the City for business and educational purposes.

Programme coordinator: Department of Municipal and Housing Administration. Cooperation: Municipal Urban Studio. City Road Transport Authority. Municipal Transport Authority Owner’s Supervision Office. Department of Real Estate Management. City Transportation Company. GEOPOZ Geodesy and Municipal Cadastre Board. Urban Planning and Architecture Department. Environmental Protection Department.

* * * * * * * * *

External partners: investors. * External Concessionaires. * Financial institutions. * Utility network providers. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Active Recreation in Poznan

No. of the programme: 3

Continuation of the Development Plan for the City of Poznan

Strategic goals: Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n

Objectives: in Poznan’s attractiveness as a place to live in. * Increase Exposure improvement in the attractiveness of valuable elements of Poznan’s space. * Enriching and sports and recreational facilities for the inhabitants and visitors. * Achievement of the rank of international centre of culture and tourism by Poznan. *

Programme aims: The goal of the programme is to preserve, reclaim and develop recreational areas that constitute a vital element of the city’s structure and the inhabitant’s quality of life by: Protection of areas of outstanding natural beauty by the creation and establishment of the Poznan Network of Areas of Outstanding Natural Beauty by the Poznan City Council. Usage of ecological education for the promotion of the Poznan Network of Areas of Outstanding Natural Beauty. Exposing natural and historical values of the Citadel area while simultaneously protecting naturally valuable places and memorial sites. Exposing natural and recreational values of the communal forests of the City of Poznan. Making the areas around Rusałka, Strzeszyńskie and Kierskie Lakes more attractive by the improvement of the water management of these places and the constant protection of the quality of reservoirs’ waters. Making the areas along the Bogdanka and Cybina Rivers more attractive. Improvement of tourist, sports and recreational attractiveness of the areas around Lake Malta by the creation of new structures and the modernisation of the existing infrastructure.

* * * * * * *

Genesis and general description of the programme: For years Poznan has been one of the most green cities in Poland. Green areas in the capital of Wielkopolska occupy the surface of over 70 km2 (7,000 ha) and constitute 27% of the entire area of the city. This fact is appreciated by both Poznan’s inhabitants and visitors. They can pause and rest from the city’s hustle and bustle in several dozen parks and squares, while people who look for peace and direct contact with nature willingly visit communal forests whose total surface area covers over 2,500 ha. In various parts of the City one may find true enclaves of greenery abounding with exquisite, often unique, specimens of trees and bushes. Regularly conducted renovation and conservation work preserves or restores the former glory of the most valuable fragments of the city’s greenery. The wedge-and-ring greenery system typical of Poznan results from the management of city’s internal circle of fortifications adopted at the beginning of the twentieth century and its connection with the greenery of the natural valleys of the Warta, Bogdanka and Cybina Rivers. This shaped the north-south wedge of greenery along the Warta River, the west-east wedge along the Bogdanka and Cybina River valleys, and the southern wedge in the valley of the Junikowski Stream and Głuszynka River.

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These areas of greenery are home to the largest recreational and leisure complexes of the City: Lake Malta and the adjacent area with considerable sports and recreation potential in the east, Łęgi Dębińskie in the south, Lakes Rusałka and Strzeszyńskie in the west, and the Citadel in the north. The advantages of these places include their location in the direct vicinity of the city centre (Citadel, Łęgi, Malta), their natural values and recreational and leisure potential. Further development of these areas requires measures determining the principles of management, including the possibility of investing in the areas of infrastructure, transportation and recreational facilities.

Planned measures/projects: 1) Development of areas around Lake Malta. 2) Creation of the Recreation Tract (Lake Kierskie – Lake Strzeszyńskie – Lake Rusałka – Sołacki Park – Wodziczki Park – Citadel Park – Warta – Ostrów Tumski – Lake Malta – Cybina – Lake Swarzędzkie), forming recreational areas in the City and its nearest vicinity. 3) Improvement of the quality of space of the Citadel Park. 4) Management and protection of the City’s forests and parks. 5) Management of the complex of ponds in the excavated areas in the vicinity of Fabianowo, Kotowo and ul. Mieleszyńska. 6) Development of infrastructure for active recreation in the City (coordination of measures resulting from other programmes of the strategy). 7) Creation of the ‘Old Zoo’ Recreation Park. 8) Ecological promotion and protection of the environment and areas of considerable recreational value.

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Main tasks included in the above-mentioned projects: 1) Development of areas around Lake Malta: a) Development of sports venues enabling the organisation of national and international events; b) Construction of the Malta Springs; c) Expansion of catering and hotel facilities; d) Investing the infrastructure at the New Zoo; e) Projects related to the modernisation of transportation facilities within the Malta area, such as the creation of new walkways and cycle paths, organised transport around Lake Malta; f ) Projects affecting the increase of the areaâ&#x20AC;&#x2122;s access to transportation, including the area in the cityâ&#x20AC;&#x2122;s individual transport network (system of car parks and access roads) and the public transportation network (stop infrastructure); g) Integrated system of spatial and visual information for areas around Lake Malta, and promotion of the area as one of the main tourist products of Poznan; h) Marking out of teaching paths that enable better learning about the richness of the natural environment in the area surrounding Lake Malta; i) Protection of the waters of the Malta reservoir and Cybina River by monitoring and constantly improving the quality of waters with the use of available technologies. 2) Creation of the Recreation Tract (Lake Kierskie â&#x20AC;&#x201C; Lake StrzeszyĹ&#x201E;skie â&#x20AC;&#x201C; Lake RusaĹ&#x201A;ka â&#x20AC;&#x201C; SoĹ&#x201A;acki Park â&#x20AC;&#x201C; Wodziczki Park â&#x20AC;&#x201C; Citadel Park â&#x20AC;&#x201C; Warta â&#x20AC;&#x201C; OstrĂłw Tumski â&#x20AC;&#x201C; Lake Malta â&#x20AC;&#x201C; Cybina â&#x20AC;&#x201C; Lake SwarzÄ&#x2122;dzkie): a) Construction of transportation routes: cycle paths, water course (where possible), pedestrian and horse-riding routes; b) Management of areas around the lakes for recreational purposes, including modernisation of recreational complexes and areas around the shores of Lakes RusaĹ&#x201A;ka, Kierskie, StrzeszyĹ&#x201E;skie and SwarzÄ&#x2122;dzkie (including the protection of said waters by the modernisation of the monitoring system and constant improvement of the quality of waters with the use of available technologies), management of forests and meadows for recreational purposes; c) cooperation in order to modernise and improve of the appeal of premises and infrastructure of the AMU Botanical Garden, Dendrological Gardens of the Poznan University of Life Sciences and the Olimpia Sports Association (GolÄ&#x2122;cin); d) Construction of social facilities: rental of bicycles and swimming equipment, stud farm, service and information points. 3) Improving the quality of the Citadel Park: a) Increase the tourist appeal by the development of cultural and educational functions, and the protection of natural and historical values (endeavours to enter the park to the list of protected landscape areas); b) Establishment of marked walking routes and expansion of teaching paths with boards informing about the historical and natural values of the park; c) Facilitation of access to cultural and tourist venues, e.g. by the expansion and modernisation of the infrastructure. 4) Management and protection of the Cityâ&#x20AC;&#x2122;s forests and parks: a) Establishment of the Educational and Natural Centre (â&#x20AC;&#x2DC;forest in a nutshellâ&#x20AC;&#x2122; â&#x20AC;&#x201C; concentration of knowledge about forests in one place) â&#x20AC;&#x201C;based on the existing forest estates which conduct educational activities for children and young people attending school; b) Development of forest educational and natural paths and pedestrian and cycle paths, including: t JNQSPWFNFOU PG UIF TVSGBDF o EFQBSUVSF GSPN EJSU TVSGBDF GPMMPXJOH UIF FYBNQMF PG UIF 8BSUB 3JWFS 3PVUF t SFHVMBUJPO PG PXOFSTIJQ JTTVFT PG UIF BSFBT BSPVOE -BLFT 3VTBÂ&#x2019;LB BOE ,JFLS[ t EFWFMPQNFOU PG QFEFTUSJBO BOE DZDMF QBUIT BMPOH UIF QVCMJD SPBET PG VM ,PT[BMJÇŠTLB BOE VM 4Â&#x2019;VQTLB t BEBQUBUJPO PG GPSFTU BOUJ ĂśSF CFMUT JO PSEFS UP JODMVEF UIFN JO UIF OFUXPSL PG QFEFTUSJBO BOE DZDMF QBUIT c) Inclusion of forest complexes (enclaves) administered by Polish State Forests and situated within the administrative limits of the City in the competences of the city forests â&#x20AC;&#x201C; close cooperation of authorities implementing projects serving recreational purposes; d) Creation of a network of vantage points; e) Management of the cityâ&#x20AC;&#x2122;s parks with special attention paid to exposing historical, recreational, natural and educational values; f ) Completing the leisure and recreational infrastructure at the Ĺ Ä&#x2122;gi DÄ&#x2122;biĹ&#x201E;skie area observing the restrictions arising from the existence of the flooded area zone. 5) Management of the complex of ponds at the excavated areas in the vicinity of Fabianowo, Kotowo and ul. MieleszyĹ&#x201E;ska: a) Adoption of the prepared draft of the local spatial management plans;

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b) Completion of the management of excavated areas as open greenery with the possibility to construct pedestrian walkways and cycle paths and impose strict limits on large-scale developments. 6) Development the infrastructure for active recreation in the City (coordination of measures resulting from other programmes of the strategy): a) Creation of active recreation zones for young people and elderly citizens; b) Construction of active recreation infrastructure in areas where there is a high concentration of inhabitants and potential leisure values with the involvement of residential communities by the preparation of ‘activation programme’ (e.g. system of help and benefits for people creating recreational areas); c) Construction and modernisation of cycle paths, paths for pedestrians and water ways with various levels of difficulty linking places with high tourist appeal (e.g. along the circle of fortifications of the Poznan Fortress, along the Bogdanka and Cybina Rivers); d) Development of the network of natural teaching paths, including: – reclamation of educational natural paths in communal areas (e.g. Dębina, Olszak I, Olszak II, Bogdanka, and Świerczewo), – support for the design, establishment and completion of educational paths by external bodies; e) Cooperation within the Poznan agglomeration in order to mark out the network of supralocal tourist and recreational routes in Poznan and neighbouring communes. 7) Creation of the ‘Old Zoo’ Recreation Park: a) Proper management of those parts of the natural environment and architecture of the former zoological garden; b) Introduction of new activities and functions (education, exhibition, entrepreneurship). 8) Ecological promotion and the protection of the environment and areas of considerable recreational value: a) Natural valorisation of green areas in the City of Poznan and marking out of areas that will be included in the Poznan Network of Areas of Outstanding Natural Beauty; b) Marking out special tourist routes in order to prevent adverse human impact and degradation of protected areas; c) Consistent environmentally-friendly policies – relevant provisions in the local spatial management plans and their implementation; d) Promotion of environmentally-friendly measures and projects; e) Education favouring active ways of spending ones free time.

Compliance of programme assumptions with regional and national strategic documents: Cohesion Strategy for the years 2007–2013. * National Development Strategy for the Wielkopolska Region to 2020. * Tourism Development Strategy for the Wielkopolska Region for the years 2007–2013. *

Connections with other programmes of the strategy: Poznan. * Cultural Metropolitan Poznan. * Sporting Poznan. * Poznan for Tourists. * Healthy Poznan. * Sustainable Transport Development. *

Connections with industrial policies, detailed strategies and programmes adopted by the Poznan City Council: Plan for the City of Poznan for the years 2005–2010. * Development Development for the Tourist Market in Poznan. * EnvironmentalStrategy Protection Programme for the City of Poznan for the years 2009–2012. * Study of Conditions and Directions for Spatial Management of the City of Poznan. * Poznan Transport Policy. *

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Results of the programme’s implementation: number of people benefitting from recreational areas. * Greater level of active recreation for the City inhabitants. * Higher Increased of the City to tourists * Increased attractiveness importance of Poznan as a tourist and recreational centre in the national and international arena. *

Potential sources of financing, including external financing: budget. * City State budget. * EU funds. * Private capital, including public-private partnership. *

Indexes of the programme’s implementation: of newly-established routes and places of managed recreation and leisure areas. * Number Number visiting and using the existing and newly-established recreational sites. * Number ofof people organised events, mainly international sporting competitions. * Number of companiesmass in areas covered by the programme. * Number of new places investing of work created as a result of the programme’s implementation. *

Risks facing the programme’s implementation: financial resources. * Insufficient Problems with external financing. * Non-regulated obtaining problems with land ownership. * Lack of uniform and coherent standpoint of investors operating in the recreational areas. *

Beneficiaries: of Poznan. * Inhabitants Inhabitants metropolis. * Inhabitants ofof the the Region. * Students. * Tourists. * Entrepreneurs. *

Programme coordinator: European Programmes and Funds Unit. Cooperation: Urban Planning and Architectural Department. Department of Real Estate Management. Department of Municipal and Housing Administration. Environmental Protection Department. Investor Relations Department. Poznan Sports and Recreation Centres. Zoological Garden in Poznan. City Road Board. Municipal Urban Studio. City Greenery Board. City Heritage Conservation Officer.

* * * * * * * * * * *

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External partners:

* Malta-Ski. PARK Hotel. * HP Novotel Poznan Hotel. * MPK Sp. Malta z o.o. * Wielkopolska Federation of Rowing Associations. * Wielkopolska Canoeing Federation. * Business partners. * Non-governmental organisations. * Wielkopolska Museum of the Fight for Independence. * Ecological associations. * Housing Estate councils. * State Forests. * Olimpia Sports Association. * Universities. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Safe Poznan

No. of the programme: 4

Continuation of the Development Plan for the City

Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life))

Objectives: in Poznan’s attractiveness as a place to live in. * Increase Development of social capital, creation of social cohesion and counteracting against social exclusion. *

Programme aims: of crime rate. * Reduction Increased feeling * Greater efficiencyofofsafety. measures ensuring the inhabitants’ safety. *

Genesis and general description of the programme: The implementation of the goal ‘Increase in Poznan’s attractiveness as a place to live in’ depends largely on the state of safety and public order in the City. In order to create the image of Poznan as a people-friendly city of opportunities with which the citizens associate their future and where they wish to live, study, locate businesses, work professionally and realise their ambitions, it is necessary to undertake measures improving safety and public order in the City. The results of social surveys and surveys of local public opinion indicate that Poznan’s inhabitants consider the reduction of crime rate and increased feeling of safety as one of the key problems to be solved in the City. As part of the measures included in the programme of particular importance for the execution of the aforementioned priority is attached to ventures related to the following phenomena: Juvenile demoralisation and crime – so far this phenomenon has not been so important on the general map of crime in Poznan and has not considerably affected the level of threat, but the systematically growing number of juvenile perpetrators and punishable acts committed by them points to the growing share of juvenile crime in the overall number of reported crimes. At present, juvenile crime largely affects the feeling of safety of Poznan’s inhabitants. In the subjective opinion of the inhabitants juvenile crime is one of the key factors causing a feeling of threat. Such views may be justified by the fact that in the course of the last few years police statistics have noted a systematic rise in juvenile crime combined with the change in the nature of crimes to more brutal and organised ones. Punishable acts committed by minors include most serious crimes, and the age of minor perpetrators acting in the recidivist conditions is lowering. More dynamic preventative measures undertaken by teachers, schools and psychologists, parents and localgovernments, and a greater level of the reporting and detecting of crimes on the part of the police constitute the opportunity to efficiently counteract juvenile demoralization and crime; Drug addiction – indisputably belongs to the most serious threats since it begets other crimes such as theft, burglaries, robberies and vandalism. According to specialists dealing with the problem of drug addiction in Poznan’s twin city of Nottingham, the network of drug distribution has already been organised in Poland and it is only a matter of time for hard drugs to be distributed and used more widely; Car and car-related crime (stealing of cars and their parts) is one of the crimes that most inhabitants have most suffered. Police statistics still indicate a high number of car thefts in Poznan (in comparison to other cities in Poland). More than half of the overall number of reported crimes in the City is accounted for by car and car-related crime (e.g. thefts and breaking into vehicles, car damage). The detection rate and the recovery rate of stolen cars is highly unsatisfactory;

* *

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assaults, extortion in public places – these phenomena raise the feeling of threat among Poznan’s * Robberies, inhabitants. Practice and experience indicates a drop in these crime categories and which can be attributed to the

increased number of police patrols visible on the city’s streets and the expansion of the Visual Monitoring System for the City of Poznan; Safety on the roads – the number of road incidents and their negative results depend on the quality of road infrastructure, the adaptation of transportation system to threats and efficient police measures aimed at combating and preventing all kinds of violations of traffic regulations. In this area the systematic monitoring of safety levels, the improvement of the road infrastructure and efficient reduction of crimes and offences committed by road users aim at improving the safety of Poznan’s roads; Local and extra-ordinary threats to the inhabitants life and health, their property and environment – these include fires, floods, terrorist acts, accidents and other sudden events. They may result in a large number of casualties and injured, as well as considerable material damage. Of vital importance is the improvement of the quality of rescue services and the shortening of the average arrival time of the rescue services in order to minimise the results of such events. A reduction of results of local and extraordinary events will be made possible thanks to the effective operation, as well as cooperation and coordination of operation of individual services responsible for safety and rescue; Safety at mass crowd events – systematic monitoring of the level of safety, improvement of the infrastructure of venues where mass events are held, modernisation of the road infrastructure of the city transport system in the vicinity of these venues, effective reduction of crimes and offences committed by participants at mass crowd events.

Planned measures/projects: 1. Repressive measures: a) Greater reporting and detection rate with regard to organised and common crime; b) Greater reporting and detection rate with regard to juvenile crime; c) Detection and detention of perpetrators of road crimes and offences. 2. Preventive measures: a) Execution of directional programmes in the area of safety and social rescue prevention; b) Counteracting crime; c) Identification, prevention and reduction of threats. 3. Order-related measures: a) Assurance of peace and public order in the City; b) Cooperation between local government authorities and inhabitants with regard to the assurance of safety and public order, and creation of threat maps. 4. Measures with regard to road traffic safety: a) Safety improvements for road users. 5. Measures with regard to rescue actions and extraordinary situations: a) City support for measures aimed at the optimisation of the network of rescue entities in the context of structures’ location and organisation; b) Inhabitants’ protection against local and extraordinary threats; c) Improvement of the rescue notification system, participation in the organisation of the rescue notification centre; d) Support for specialist rescue services, and rescue voluntary services in the area of combating extraordinary threats.

Main tasks included in the above-mentioned projects: 1. Main tasks included in repressive measures: a) Fight against organised crime (car thefts, drug trafficking); b) Pursuit of perpetrators of serious and brutal crimes (robberies, assaults, extortion); c) Fight against common crime that is most acutely felt by the inhabitants (property thefts, burglaries, damages, vandalism, hooligan behaviour);

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d) Intensification of measures with regard to the fight against common crime in the zones marked as particularly dangerous on the threat maps. 2. Main tasks included in preventive measures: a) Preventive measures with regard to prevention of alcohol addiction, limitation of drug addiction, counteracting against family violence, arsons, and the reduction of the youth subculture phenomena; b) Systematic monitoring of threats and ongoing exchange of information in cooperation with housing estate councils and local communities (creation of threat maps with consideration given to particularly dangerous zones); c) Implementation of directional programmes with regard to safety and social rescue prevention addressed to specific target groups (children, young people, the elderly, drivers); d) Propagation of first aid principles among young people; e) Cooperation with educational establishments with regard to safety education; f ) Expansion and maintenance of the Visual Monitoring System for the City of Poznan; g) Expansion of the fire monitoring system; h) Control and identification measures with regard to the safety of venues, the undertaking of measures in order to ensure that safety requirements are considered at the design stage. 3. Main tasks with regard to order-related measures: a) Performance of tasks related to the preservation of peace and public order by the City of Poznanâ&#x20AC;&#x2122;s Municipal Police, arising from regulations and local law, together with local government authorities and administrators of individual areas; b) Cooperation between the police, fire brigade, municipal police and the Wielkopolska Regional Office in order to eliminate cases of illegal residence of foreigners within the territory of the Republic of Poland; . c) Measures aimed at the creation of safe areas and the prevention of their dilapidation. 4. Main tasks with regard to road traffic safety: a) Increased surveillance of those streets characterised by a high accident rate (constant analysis of threats); b) Usage of technical resources improving road traffic safety; c) Implementation of directional programmes with regard to the improvement of road traffic safety. 5. Main tasks with regard to rescues and extraordinary threats: a) Expansion and maintenance of the Rescue Services and Public Safety Infrastructure System; b) Information and educational measures with regard to fire protection, flood protection and rescue services; c) Limitation of the scope of extraordinary threats by proper spatial planning of investments; d) Shortening of waiting time for the emergency number operator; e) Shortening of time necessary to conduct the notification reception procedure; f ) Shortening of the average arrival time of rescue services;

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g) Support for the development of voluntary fire brigades and voluntary rescue services; h) Improving the system of information exchange between the emergency services; i) City of Poznan’s participation in assuring the servicing of emergency notifications (particularly with the use of the 112 number) in foreign languages; j) Support for the development of specialist rescue services (particularly search and rescue groups and chemical rescue services) in the case of the occurrence of extraordinary threats (construction disasters, terrorism, bioterrorism); k) Analysis and optimisation of the deployment of rescue bodies.

Compliance of the programme’s assumptions with regional and national strategic documents: Development Strategy 2007–2015. * National National Cohesion Strategy/ National Strategic Reference Framework. * Development for the Wielkopolska Region to 2020. * ‘Safer Together’Strategy Programme. * GAMBIT NationalGovernment Road Safety Programme GAMBIT 2007–2013. * Development Strategy for Rescue Services and Fire Protection for the Wielkopolska Region for the years 2010–2020. * Wielkopolska Programme for the Prevention Fight against Fires – Fire Education and Prevention. * Regional Strategy of the Wielkopolska Police and Commander for the years 2010–2012. *

Connections with other programmes of the strategy: Poznan. * Digital Clean Poznan. * Let’s Live in Poznan. * Civic Poznan. * Poznan Modernist Housing Estates. * Sporting Poznan. * Poznan for Tourists. * High Quality of Education and Upbringing. * Healthy Poznan. * Sustainable Transport Development. *

Connections with industrial policies, detailed strategies and programmes adopted by the Poznan City Council: Programme for the Prevention of Crime and the Protection of Citizens’ Safety and Public Order. * Municipal Development Plan for the City of Poznan for the years 2005–2010. * Municipal Programme for the Prevention of Drug Addiction. * Programme for the Prevention and Solution of Alcohol-related Problems. * Long-term Investment Programme for the City of Poznan for the years 2010–2014. *

Results of the programme’s implementation: of the crime rate. * Reduction Improved feeling of safety among Poznan’s inhabitants. * Reduction of the number of road accidents and their results. * Smaller number of fire casualties and injured. * Smaller sum of material losses caused fires. * Shortening of call out and arrival time by of the rescue services. *

Potential sources of financing, including external financing: budget. * City * Government grants.

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from EU Funds (Wielkopolska Regional Operational Programme, Operational Programme for Infrastructure * Resources and Environment, Operational Programme for Human Capital).

* Resources of organisations, associations and clubs executing measures with regard to safety. Indexes of the programme execution: 1. Reduction of crime rate: Selected indicators concerning the crime rate as part of crime analysis conducted by the police. 2. Improved feeling of safety: Sources adopted for the purposes of the system of monitoring the quality of life of Poznan’s inhabitants. Centre for the Quality of Life Studies at Adam Mickiewicz University in Poznan. 3. Greater effectiveness of measures with regard to ensuring inhabitants’ safety: Selected sources concerning the quality and effectiveness of interventions undertaken by services responsible for safety in the City. 4. Reduction of the number of road accidents and their results: Comparative indicators concerning the number of accidents, collisions, casualties and injured – on the basis of police statistics. 5. Smaller number of fire casualties: National EWID STAT statistical system indicators. 6. Shortening of the arrival time of rescue units: National EWID STAT statistical system indicators.

Risk facing the programme’s implementation: financial resources for carrying out the venture. * Insufficient Unfavourable legislative changes. * No will to cooperate among entities operating in the sphere of safety and rescue. *

Beneficiaries: of Poznan and the region. * Inhabitants Economic entities, and institutions. * Services responsiblecompanies for safety. * Tourists. * People visiting Poznan for business and educational purposes. *

Programme coordinator: Crisis Management and Security Department. Cooperation: Health and Social Issues Department. Department of Education. Department for Assistance of Supporting Units. Municipal Police of the City of Poznan. City Road Transport Authority. City Greenery Board.

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External partners: Services, brigades and inspectorates responsible for safety. Local government authorities of the City of Poznan. Governmental institutions. Educational establishments.

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 5

Digital Poznan

New programme

Strategic goals: Development of an innovative economy and improving the city’s investment appeal (Area: Competitive Economy) n Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n Creation of the Poznan Metropolis (Area: Metropolis) n

Objectives: of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consi* Improvement deration given to high tech industries, creative industries and the SME sector. in the enterprises’ competitiveness and innovativeness, particularly via the development of cooperation with * Increase Poznan universities and science-and-research institutions. of conditions for the development of human capital. * Creation Increase cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the commu* nes of the agglomeration. in Poznan’s attractiveness as a place to live in. * Increase Improvement quality of education, care and upbringing. * Improvement ofof the inhabitants’ health awareness and accessibility to health services. *

Programme aim: The goal of the programme is to create an ICT environment and make it available so as to enable sustainable development of mission city measures covering the strategic goals listed in this section.

Genesis and general description of the programme: In recent years IT and ICT development has been the chief engine of changes and social, economic and institutional transformations. The possibilities of information storage in the form of digital files, processing, distribution and transactions have become the foundations of the development of knowledge-based economies and technological Progress covering virtually all areas. Today we are witnessing global social transformations arising from the creation of the information society in accordance with the ‘Lisbon Strategy’ that was declared in 2000. The processes are very intensive, and it is to be expected that they will have brought the anticipated results by 2015. It may be concluded that we live on the eve of a new digital revolution which will bring the universal integration of ICT technologies with other areas of scientific, business, service, entertainment and other activities. This revolution will trigger a period of intensive social and economic transformations leading to the dynamic development of an innovative economy based on knowledge and new quality services. The programme of the twenty-year development of the City of Poznan cannot omit the above-mentioned global tendencies. Supporting its measures with ICT technologies, the city will become the initiator of economic development in a new knowledge-based economy by implementing knowledge about the new electronic possibilities of business process implementation. The technological support will improve the efficiency of city management and its functioning as a complex organism. The creation of favourable conditions for the development of e-entrepreneurship by the city will support the development of e-economy (in relation to the utilisation of scientific and research potential).

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The ‘Digital Poznan’ programme suggests measures for the city based on information technologies that come across the challenges of modern times. The programme’s assumptions refer to four fields and areas. The foundations of the first one include the use of the currently available and future ICT solutions in order to raise the efficiency of city management and the scope and quality of services provided by the city (e-miasto [e-city], Infr@struktura [Infr@structure] and ITS projects). The second area focuses on the creation of conditions favourable to the construction of an information society and the preparation of human resources for an economy based on knowledge and new services (eduk@cja [educ@tion] and Bezprzewodowy Poznań [Wireless Poznan] projects) by the city. The third area refers to the development of a knowledgebased economy (Cyberpolis, Knowledge for Business). The fourth area involves measures assisting the implementation of innovative methods of healthcare supported by information and communication technologies.

Planned measures/projects: 1) Infr@struktura (Infr@structure) project The development of the city’s ICT infrastructure in accordance with the prepared strategy and law on the support for the development of broadband networks. Project results: a) Municipal broadband tele-transmission network enabling the exchange of digital information between city units and elements of decentralised ICT systems (technological support of the city management and infrastructure for the technology); b) Modern system of visual monitoring (increased safety); c) Passive infrastructure for the development of broadband networks (greater access to broadband services). 2) Bezprzewodowy Poznań (Wireless Poznan) project Creation of a wireless broadband communication network, including access to the Internet, for the use of the city units, inhabitants and visitors. Project results: a) Mobile, broadband electronic communication system; b) Access to information at all places and at all times; c) Support and synergy for decentralised ICT projects. 3) e-miasto (e-city) programme Implementation of new ICT solutions and tools in order to improve the operations of city units and raise the level of customer services, as well as to provide access to knowledge about the city. Project results: a) Higher efficiency of the city units’ operations and city management; b) Higher level of customer services; c) Easier and fuller access to information about the city. 4) ITS Poznan (Intelligent Transport Systems) project Creation of an integrated system covering the functions related to the control of vehicle traffic, car parks, public transport rolling stock and information for travellers. The system will be based on a digital platform integrating the existing and new technological solutions in the sphere of broadly understood city transport. Project results: a) Creation of a unique technological platform ensuring effective management of the city transport and improvement of its quality parameters with privileges granted to public transport; b) Increase of safety and multimedia information for passengers. 5) eduk@cja (educ@tion) project It is a package of tasks focused on the improvement of the quality of education and the preparation of the inhabitants to meet the challenges arising from the coming digital revolution. Project results: a) School access to the network infrastructure enabling the application of innovative teaching aid methods; b) Improvement of the quality of education at every level, preparation of resources for a knowledge-based economy.

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6) Nauka dla gospod@rki (Science for the Economy) project Measures to be undertaken by the city in order to support the ventures of the Poznan science-and-research ICT sector whose beneficiaries will be the City of Poznan and its inhabitants. Project results: a) Strengthening of the research sector in the information and communication technology sector; b) Closer cooperation of the research-and development sector with industry; c) Strengthening of Poznanâ&#x20AC;&#x2122;s image as a city of practical knowledge (Poznan know-how); d) Greater share of the technological sector in the economy. 7) Cyberpolis project Measures to be undertaken by the city in order to prepare areas for the location of complexes of knowledge, development and implementation in the field of information and communication technologies and their applications. Project results: a) Creation of an environment for the development of an innovative economy sector; b) Inflow of high-outlay investments; c) Transformation of the economy into a modern economy combined with economic growth. 8) e-medic@ project The cityâ&#x20AC;&#x2122;s initiative to implement innovative methods of medical care supported with information and communication technologies. Results: creation of an ICT environment and making it available in order to raise the level of medical care and education of doctorâ&#x20AC;&#x2122;s in the Poznan agglomeration.

Main tasks included in the above-mentioned projects: 1.

Infr@struktura: a) Creation of passive ICT infrastructure for broadband networks; b) Creation of the municipal transmission network; c) Expansion of the cityâ&#x20AC;&#x2122;s monitoring system: t 2VBOUJUBUJWF UFSSJUPSJBM TDPQF t 2VBMJUBUJWF OFX GVODUJPOBMJUJFT

Wireless Poznan: a) Selection of the network operator; b) Creation and launch of the network.

e-mi@sto: a) Development of the Integrated City Management System on the basis of information resources of the cityâ&#x20AC;&#x2122;s organisational units and external entities, with particular consideration given to the optimisation and automation of information processes; b) Completion of Electronic Document Flow based on open data exchange standards that enables transaction services of data exchange between city organisational units and external systems of public administration and business; c) Transformation of Miejski Informator Multimedialny (City Multimedia Directory) and Biuletyn Informacji Publicznej (Public Information Bulletin) in the information broker system that enables the download of contents and their implementation in external information and service portals based on open standards; d) Development of the Spatial Information System so that it would become the source of specialist information about the city and reference data useful in investment processes and spatial analyses; e) Consolidation and virtualisation of equipment and programme resources of the cityâ&#x20AC;&#x2122;s organisational units; f ) Outsourcing of IT infrastructure of the cityâ&#x20AC;&#x2122;s organisational units; g) Digitalisation of archives of the cityâ&#x20AC;&#x2122;s organisational units; h) Implementation of advanced analytical tools in order to enhance the monitoring and control processes of the cityâ&#x20AC;&#x2122;s organisational units; i) Outsourcing of IT services; j) Implementation of data exploration technology in order to improve the process of decision-making and city management;

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k) Implementation of a system of numerical maps updated by industry units; l) Optimisation of information flow between source databases, state and self-government administration and entrepreneurs (e.g. construction designers). 4.

ITS Poznan: a) Traffic Control Subsystem; b) City Transport Management Subsystem; c) Car Park Management Subsystem; d) Travel Information and Planning Subsystem; e) Integrated platform for information exchange; f ) Creation of a Traffic Control Centre.

eduk@cja: a) Completion of the Broadband School project which involves connecting all schools to the broadband Internet network; b) Improvement of the quality of education at all levels by the creation of a programme for Internet-aided teaching at schools and self-education of students combined in the form of active competition (games and fun); c) Establishment of the Internet Life-long Learning University to provide education and training for human resources teams, particularly for those threatened with digital exclusion; d) Creation of the â&#x20AC;&#x2DC;School of the Futureâ&#x20AC;&#x2122; in Poznan whose task would be to develop and test launch new processes and forms of education conducted by interdisciplinary teams; e) Programme of universal participation of all students in: t &YQFSJNFOUT JO WJSUVBM MBCPSBUPSJFT t 7JEFP DPOGFSFODFT t 7JSUVBM TDIPPM JOUFSFTU DMVCT JODMVEJOH UIPTF FOBCMJOH BDDFTT UP UIF MBUFTU LOPXMFEHF BOE JOGSBTUSVDUVSF

Nauka dla gospod@rki (Science for the Economy): a) Support for the creation of the Wielkopolska Centre of Advanced Information Technologies (Poznan University of Technology and Institute of Bioorganic Chemistry at the Polish Academy of Sciences), including the creation of a Research Centre for the Polish Optical Internet (Institute of Bioorganic Chemistry at the Polish Academy of Sciences â&#x20AC;&#x201C; Poznan Supercomputing and Networking Centre); b) Support for the development of the Wielkopolska Information Technology Cluster, particularly with regard to measures aimed at the transformation of Poznanâ&#x20AC;&#x2122;s economy into a modern one; c) Support for the creation of consortiums of scientific units and ICT companies in our region for the purposes of the implementation of innovative solutions for the Poznan Agglomeration; d) Utilisation of the achievements of Poznan science in the city promotion measures. Initiatives concerning conferences, â&#x20AC;&#x2DC;knowledge for the economyâ&#x20AC;&#x2122; themed symposia that build relations between science and economy.

Cyberpolis: a) Creation of entrepreneurship incubators for new (start-up) ventures in the ICT industry. Provision of full office infrastructure, administrative and legal services subsidised by the city; b) Creation of spatial and infrastructural conditions for the establishment of advanced technology complexes known conventionally as Cyberpolis that will enable development, implementation and production activity to be conducted at a given geographically coherent area. Such a complex will also include re-configurable buildings for new innovative companies and space for the investments of companies with a well-established market position in a given branch of industry. The surroundings of the complex should include modern residential and service infrastructure. The inclusion of such ecological enclaves of science and innovative industry in the spatial architecture of the Poznan Agglomeration will change the perception of the City of Poznan.

e-medic@: a) Creation of the programme under the working name of â&#x20AC;&#x2DC;net-medicaâ&#x20AC;&#x2122; as a result of which all hospitals and healthcare units in the Poznan agglomeration will be connected to the optic fibre network; b) Implementation of the system of access to patient information in healthcare units in the Poznan agglomeration;

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c) Creation of programmes for the constant monitoring and treatment of patients at home; d) Creation of programmes for the prevention and early detection of illnesses by the global integration of knowledge about patient’s; e) Creation of a programme for the cooperation and participation of doctors in medical procedures with the use of the tele-presence method; f ) Support for the project of creating in Poznan an innovative system of doctors’ education at the basic and specialisation level with the use of tele-education, tele-presence and tele-mentoring methods. Created and executed in Poznan in the form of a test, the programme could be a new Polish and international pattern of effective doctors’ education and an impulse for the development of companies designing tools necessary for this process; g) Support of the programme for the creation of virtual specialised (individualised) systems of all-day patient care; h) Support of the programme for the creation of ubiquitous diagnosis infrastructure which enables one to obtain preliminary advice about one’s health in any place in the city.

Compliance of the programme’s assumptions with regional and national strategic documents: Strategy. * Lisbon Development Strategy. * National National Strategic Reference Framework. * Wielkopolska Operational Programme. * DevelopmentRegional Strategy Wielkopolska Region to 2020. * Directional strategy forforthethedevelopment of Poland’s informatisation to 2013 and outlook forecast of the information * society’s transformation to 2020.

* e-Wielkopolska Strategy. Connections with other programmes of the strategy: and Scientific Poznan. * Academic Metropolitan * Civic Poznan. Poznan. * Poznan Modernist Housing Estates. * Socially Sensitive Poznan. *

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for Business. * Spaces Knowledge * High QualityforofBusiness. Education and Upbringing. * Poznan for Tourists. * Healthy Poznan. * Sustainable Transport Development. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: for the Informatisation of the City of Poznan. * Strategy Strategy for the Development of the city’s ICT Infrastructure. *

Results of the programme’s implementation: enabling the execution of ICT and broadband network projects. * Infrastructure Access of city organisational to centralised IT tools and resources. * Higher quality of services for units inhabitants and legal entities provided by city units. * Enhancement of city management processes. * Greater and easier access to information about the city. * Increased level of safety of the inhabitants and visitors. * Wireless access to the Internet at the considerable part of the city. * Greater mobility (ease of moving around). * Higher level of education and upbringing. * Stimulation of the transformation of the economy into a modern one. * Scientific and industrial environment of development and implementation of e-products and e-services. * Greater involvement of the scientific ICT sector potential in economic development. * Integrated regional e-Health system and high level of specialisation in products and services for tele-medicine. * Higher level of medical care. *

Potential sources of financing, including external financing: budget. * City EU funds (WROP). * National programmes. * Ministerial grants. * Community grants. * Private capital. *

Indexes of the programme’s implementation: of the evaluation of the effects of individual tasks. * Results of e-services launched. * Number Number users. * Number ofof e-services city units connected the municipal ‘corporate’ network. * Number of schools connected totobroadband Internet. * Number of wireless network users. * Percentage of the city area with access to the broadband network. * Percentage of the city area covered with city monitoring and number of new system functionalities. * Number of interventions and events supported with the monitoring system. * Number of new entities in the e-economy sector. * Number of people employed in e-enterprises. * Value of production (sales) of the e-business sector. * Number of medical establishments connected to the optic fibre network. * Number of people covered with test programmes of ‘electronic’ medical care. * Number of medical care establishments participating in the e-medic@ projects. * *STRATEGY FOR THE CITY OF POZNAN 2030

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Risk of the programmeâ&#x20AC;&#x2122;s implementation: Insufficient own financial resources. * Difficulties in obtaining external financing. * Legal conditions (law that does not keep pace with technological progress). * Insufficient resources of highly qualified personnel. * Cultural and mental conditions. *

Beneficiaries: of Poznan and visitors. * Inhabitants * Pupils. * Students. * Entrepreneurs. and research units. * Scientific starting their business activity in the technological sector. * People Construction * Employees ofdesigners. * Healthcare. city units. *

Programme coordinator: Department of Municipal and Housing Administration. Cooperation: IT Department. Crisis Management and Security Department. City Development Department. Department of Education. Health and Social Issues Department. Organisational Department. Business Activity Department. Urban Planning and Architecture Department. Department of Municipal and Housing Administration. City Road Board. City Transport Board. GEOPOZ Geodesy and Municipal Cadastre Board. City Transportation Company (MPK). Aquanet SA.

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Clean Poznan

No. of the programme: 6

Continuation of the Development Plan for the City of Poznan

Strategic goals: n Improving the quality of life and the appeal of the city and its architecture

(Area: Quality of Life) Objectives: and rational management of natural resources and waste. * Environmentally-friendly * Increase in Poznanâ&#x20AC;&#x2122;s attractiveness as a place to live in.

Programme aims: the challenges of the community environmental protection policy, including particularly the assurance of * Meeting operation of a sustainable waste management system. of energy sources. * Diversification the ecological awareness of the Poznan metropolisâ&#x20AC;&#x2122; population. * Increasing Creation of conditions for maintaining cleanliness and order in the city. *

Genesis and general description of the programme: The planned programme measures fit the European Union priorities with regard to environmental protection and objectives of the 6th Community Action Programme in the field of the natural environment. The key challenges in the area of community environmental protection policy include measures aimed at ensuring the execution of a sustainable development principle. According to this principle, the ecological and social values are treated in the EU equally to the economic values. The execution of a sustainable development principle shall observe the currently valid EU and Polish regulations, including: t %JSFDUJWF PG UIF &VSPQFBO 1BSMJBNFOU BOE PG UIF $PVODJM /P &$ .BZ PO BNCJFOU BJS RVBMJUZ BOE cleaner air for Europe (CAFE Directive), t %FDJTJPO PG UIF &VSPQFBO $PVODJM BEPQUFE JO PO UIF SFEVDUJPO PG $02 emissions in the European Union to 2020, and the rise of the share of renewable sources in energy production to the minimum level of 20%, t &VSPQFBO 6OJPO EJSFDUJWFT DPODFSOJOH BMM QSPCMFNT PG XBTUF NBOBHFNFOU BOE PCMJHBUJPOT BSJTJOH GSPN UIF "DDFTTJPO Treaty, t %JSFDUJWF &$ PG UIF &VSPQFBO 1BSMJBNFOU BOE PG UIF $PVODJM %FDFNCFS PO UIF QSPUFDUJPO PG groundwater against pollution and deterioration, t &OWJSPONFOUBM 1SPUFDUJPO "DU t 3FTPMVUJPO PG UIF 1BSMJBNFOU PG UIF 3FQVCMJD PG 1PMBOE DPODFSOJOH UIF BEPQUJPO PG B i/BUJPOBM &OWJSPONFOUBM 1PMJDZ GPS 2009â&#x20AC;&#x201C;2012 and its 2016 Outlook.â&#x20AC;? The above-mentioned legal acts impose the responsibility for their execution and observance of provided norms on the country, as well as territorial self-government units and thus the City of Poznan.

Planned measures/projects: 1. Sustainable waste management system The programmeâ&#x20AC;&#x2122;s implementation will enable comprehensive and organised waste management for the City of Poznan in compliance with the five principles determining the waste management strategy formulated in the EU directives, the

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Strategy and Plan of Waste Management for the Wielkopolska Province for 2008â&#x20AC;&#x201C;2011 and its 2019 Outlook, and the Strategy and Plan of Waste Management for the City of Poznan, which will improve the condition of the natural environment in the City of Poznan. The execution of ventures planned as part of the â&#x20AC;&#x153;Clean Poznanâ&#x20AC;? programme is particularly to enable: increasing the recovery of raw materials and their reutilisation, recycling of electric and thermal energy, reducing the quantity of waste subject to biodegradation deposited in landfill sites, increasing the quantity of selectively collected hazardous waste present in the communal waste mass, minimising the quantity of waste generated and deposited in the landfill sites, and raising the ecological awareness of the Poznanâ&#x20AC;&#x2122;s inhabitants with regard to the proper treatment of waste and possibilities of ecological energy acquisition. The key planned measures include: a) Intensification of ecological education promoting the minimisation of waste and its segregation in households; b) Encouragement of public and private investors to participate in the implementation of strategic investments in accordance with waste management plans; c) Control of the compliance of arrangements included in permits issued to entities operating in the area of communal waste collection from property owners and waste recovery and neutralisation by proper bodies; d) Limitation of biodegradable waste disposal by promoting household composting and creating technological lines for waste processing; e) Creation of waste management systems taking into account all the necessary elements of waste management compliant with the objectives of the National and Regional Waste Management Plan, including the development of the problem waste management system and rise in the quantity of selectively collected hazardous waste present in the communal waste mass; f ) Application of waste management technologies in the Waste Management Plant enabling the implementation of goals in the area of waste management adopted for the Wielkopolska Province; g) Cityâ&#x20AC;&#x2122;s cooperation with communal self-governments in the area of waste management on the basis of a supracommunal waste management plant. 2. Adequate potential of the technical infrastructure a) Environmentally-friendly management of resources: water, electric, thermal and gas energy, and sewage disposal, including: t $POTUSVDUJPO PG SBJOXBUFS DPMMFDUPST JO JOEJWJEVBM ESBJOBHF CBTJOT UP TVQQMFNFOU FYJTUJOH OFUXPSLT t .FBTVSFT BJNFE BU UIF MJRVJEBUJPO PG IPMEJOH UBOLT CZ DPOOFDUJOH UIF QSPQFSUZ UP UIF FYJTUJOH TBOJUBSZ sewage network; t *ODFOUJWFT GPS UIF JOIBCJUBOUT UP VTF BMUFSOBUJWF GVFM SFTPVSDFT VTJOH HBT GVFM BT XFMM BT FMFDUSJD BOE TPMBS energy; b) Rainwater management, including: t -JNJUBUJPO PG GBTU EJTDIBSHF PG SBJOXBUFS GSPN UIF BSFBT BOE JUT VTF JO UIF QMBDF PG PSJHJO t $POTUSVDUJPO PG SFUFOUJPO BOE QSF USFBUNFOU SFTFSWPJST EFQFOEJOH PO UIF BSFB QPTTJCJMJUJFT SF VTJOH PG rainwater flowing from clean surfaces. 3. Care for the natural environment and proper sanitary and order conditions in the city a) Intensification of education and information measures aimed at increasing the ecological awareness of the population of the city and the Poznan Agglomeration; b) Continuation of measures with regard to the elimination of low emission sources and the reduction of the emissions of dust from transportation means; c) Greater role of research establishments in the implementation of eco-innovations, and modernisation and greater functionality of the environment monitoring system; d) Endeavours to maximise savings of water resources for industrial and consumption purposes; e) Increase of water retention and effective protection of water reservoirs against pollution; f ) Preservation and restoration of the ecological continuity of water courses; g) Undertaking of technical and organisational ventures aimed at the reduction of noise levels where it exceeds the norms; h) Modernisation and development of a public toilet chain; i) Intensification of measures aimed at the maintenance of order and cleanliness at the area of city public spaces; j) Provision of care for homeless animals.

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Main tasks included in the above-mentioned projects/ measures: 1. Sustainable waste management system: a) Construction of a thermal waste processing plant, construction of reloading stations for the purposes of communal waste comprimation, and assurances of the proper number of waste recycling installations; b) Construction of a large-size waste disassembly installation in Suchy Las; c) Creation of an inter-community relation named “Poznan Agglomeration Waste Management”; d) Organisation of Problem Waste Collection Points; e) Expansion and modernisation of the Suchy Las city landfill site; f ) Introduction to the local law of a motivational system of charges for communal waste collection and other provisions affecting the improvement of cleanliness and order in the city. 2. Adequate potential of technical infrastructure: a) Liquidation of holding tanks; b) Successive connection of properties to the existing system of the sanitary sewage network; c) Co-financing of inhabitants’ initiatives with regard to the expansion of the water and sewage system; d) Obtaining of electric and thermal energy from renewable sources; e) Modernisation of heating installations involving the connection of environmentally-friendly sources of heat. 3. Care for the natural environment and proper sanitary and order conditions in the city: a) Improvement of methods of providing information about the environment and its protection; b) Development of school education in the area of environmental protection, formation of behaviour compliant with the sustainable development principle; c) Undertaking of control measures towards property owners in the context of the implementation of the proper treatment of communal waste, as well as the maintenance of cleanliness and order at the property and the adjacent pavements; d) Liquidation of illegal waste dumping sites on non-managed areas ( so-called wild dumping sites); e) Liquidation of the sources of noise by the creation of transport free zones, limitation of traffic speed, replacement of public transport rolling stock, and construction of acoustic sound screens; f ) Construction of public toilets; g) Construction of a new animal shelter meeting the requirements that arise from national regulations concerning animal protection, rules concerning keeping, treating and feeding animals, and quarantine; h) Promotion campaigns concerning changes in dog owners’ awareness; i) Implementation of the “Kejter też poznaniak” (“Kejter is also a Poznan inhabitant”) city programme; j) Organisation of a general deratisation action aimed at the reduction of the rodent population in the city and the limitation of infectious disease transfer to people and household animals.

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Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: management Plan for the City of Poznan 17 July 2007. * Waste Waste Management Strategy for the City of Poznan 22 June 2004. * Environment Protection Programme for the City of Poznan for 2009–2012 of 12 May 2009. * Study of Conditions and Directions for Spatial Management of the City of Poznan. * Programme of Environment Protection against Noise of 14 October 2008. * Bye-laws concerning the maintenance of cleanliness and order in the City of Poznan. *

Connections with other programmes of the strategy: Live in Poznan. * Let’s Poznan Tourists. * Healthy for Poznan. * Sustainable Transport Development. *

Compliance of the programme’s assumptions with regional and national strategic documents: Environmental Policy 2009–2012 and its 2016 Outlook. * National 2010 National Waste Management Plan adopted with Resolution No. 233 of the Council of Ministers of 29 December * 2006. Waste Management Plan for the Wielkopolska Province for 2008–2011 and its Outlook for 2012–2019 adopted with * Resolution No. XXII/284/08 of the Wielkopolska Province Parliament of 31 March 2008.

* Programme of air protection for the zone of the Poznan Agglomeration. Results of the programme’s implementation: proper waste management. * Ensuring Improvement of the natural environment condition of the City of Poznan. * Observance of the requirements of the Accession Treaty. * Observance of the requirements arising from national legal regulations. * Improvement of the quality of services provided with regard to the supply of heat, power, gas fuels and water to the City * of Poznan, and sewage disposal in the metropolis. of the micro-climate. * Improvement of the city’s cleanliness and inhabitants’ safety. * Improvement Creation of suitable conditions for homeless animals in the city. *

Potential sources of financing, including external financing: Fund. * Cohesion City budget. * Private capital, including public-private partnership. * Environment protection funds. *

Indexes of the programme’s implementation: 1. Achievement of indicators of monitoring of the performance of tasks in the field of waste management arising from the Waste Management Plan for the Wielkopolska Province for 2008–2011 and the Waste Management Plan for the City of Poznan of 17 July 2007, including the achievement of the indicators listed below: a) Inclusion of 100% of the inhabitants in the organised system of communal waste collection, including selective collection; b) Permission to dispose of the following quantity of biodegradable waste: t JO o OPU NPSF UIBO t JO o OPU NPSF UIBO t JO o OPU NPSF UIBO in relation to 1995;

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c) Decrease of the mass of disposed communal waste to the maximum level of 85% of generated waste quantity; d) Increase in the share of waste from 01–19 groups subject to recycling processes to 85% in 2014; e) Rise in the recycling of package waste to 55– 80% in 2019. 2. Achievement of indicators of monitoring of the performance of tasks in the area of the management of rainwater and energy resources in compliance with the guidelines included in the National Environmental Policy. 3. Achievement of indicators and indexes in the area of monitoring the maintenance of order and cleanliness in the city: a) Number of dogs registered in the city (neutral indicator); b) Number of tickets issued by the Municipal Police of the City of Poznan to dog owners for non-removal of dog excrements (decreasing indicator); c) Number of reports about homeless animals in the city (decreasing indicator); d) Air pollution indicators (decreasing indicators).

Risk of the programme’s implementation: risk – risk of the introduction of changes to legal regulations. * Legislative Risk related the lack of social approval. * Risk related to to the location of ventures concerning waste management. * Market risk related to the availability of funds for the execution of tasks included in the programme. *

Beneficiaries:

* City of Poznan. Programme coordinator Department of Municipal and Housing Administration. Cooperation: Environmental Protection Department. Department of Real Estate Management. Department for Assistance of Supporting Units. Public Relations Office. City Heritage Conservator. Waste Management Plant budgetary establishment. City Road Board. Communal Services budgetary entity. City Green areas Board budgetary entity. Municipal Police of the City of Poznan. Aquanet SA. ENEA SA. Dalkia SA. Animal shelter.

* * * * * * * * * * * * * *

External partners: providing services in the area of communal waste collection from property owners. * Companies investors, e.g. concessionaires. * External Communal companies. * Entities conducting activity in the area of waste recovery and neutralisation, and managing energy resources. * Public benefit organisations dealing with animal care. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Cultural Poznan

No. of the programme: 7

Continuation of the Development Plan for the City of Poznan

Strategic goals: Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n Creation of the Poznan Metropolis. (Area: Metropolis) n

Objectives:

* Achievement of the rank of international centre of culture and tourism by Poznan. * Increase in Poznan’s international importance within the network of European metropolises. Programme aims: access to the cultural life of Poznan and the creation of conditions for the participation of local inhabitants, * Universal including the academic environment. importance of cultural institutions. * Superregional Organisation of international cultural events, including new ones that promote an attractive image of the city and the * region. and a re-identification of the identity of Poznan and the Wielkopolska region in relation to tradition and * Developing cultural heritage, strengthening of the inhabitants’ bonds and identification with the city and the region.

* Expansion of the city’s social capital involved in the development of culture. Genesis and general description of the programme: Culture is one of the basic elements determining a city’s attractiveness and potential. It confirms its superregional standing. It is also one of the main factors that decides about the quality of life in a city and its selection as a place to live, work and study, and a vital element of a city’s promotion. The programme for Poznan continues the “Culture Without Barriers” programme adopted for 2005–2010 by the Poznan City Council. The essence of the measures undertaken as part of the programme consists of: Providing equal opportunities of access to cultural assets and services, raising the society’s cultural competences.

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children and young people to actively participate in culture by inspiring, supporting and co-financing * Preparing institutions and creative circles that undertake educational measures. the cultural life addressed to wide audiences. * Enriching Developing effective and innovative forms of support for cultural institutions, non-governmental organisations and * cultural events with public resources. a programme and organisational transformations of cultural institutions (expansion and modernisation of * Continuing the infrastructure, greater effectiveness, internationalisation and building up prestige). effective instruments motivating the representatives of the private sector to invest in culture. * Creating Creating legal frameworks for patronage and sponsorship in the field of culture. * Creating favourable conditions for increasing the culture-creative potential. * Creating of broad and varied platform of cooperation with non-governmental organisations. * Initiating effective forms of debate and public consultations with regard to the functioning and development of * culture.

Planned measures/projects: 1) Access, popularisation, education: a) Support and co-financing for institutions and creative circles that undertake educational and popularisation measures in the field of culture, including establishments offering varied curriculum aimed at preparing children and young people to actively participate in culture; b) Creation of the network of district centres of culture, education and information; c) Development and promotion of readership; d) Enrichment of cultural life addressed to wide audiences, including artistic measures executed in the cityâ&#x20AC;&#x2122;s public space; e) Creation of a Regional Unit for the Development of Culture. 2) Institutions: a) Improvement of solutions with regard to the financing, organisation and management of cultural institutions: t *ODSFBTFE BVUPOPNZ PG DVMUVSBM JOTUJUVUJPOT t $SFBUJPO PG FĂ˛FDUJWF NPUJWBUJPOBM JOTUSVNFOUT t *OUSPEVDUJPO PG FĂ˛FDUJWF GPSNT PG NBOBHFNFOU F H DPOUSBDUT t *OUSPEVDUJPO PG UIF TZTUFN PG FWBMVBUJPO PG UIF RVBMJUZ BOE GVODUJPOJOH PG DVMUVSBM JOTUJUVUJPOT t $SFBUJPO PG DPOEJUJPOT GPS FTUBCMJTIJOH OPO QVCMJD DVMUVSBM JOTUJUVUJPOT b) Construction of new venues for the purposes of culture, e.g.: t 1S[FNZTÂ&#x2019; $BTUMF t "SDIBFPMPHJDBM 3FTFSWF BU 0TUSĂ&#x2DC;X 5VNTLJ

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t 6OJWFSTJUZ .VTFVN PG /BUVSF t $POUFNQPSBSZ "SU (BMMFSZ .VTFVN t &OUFSUBJONFOU IBMM GPS o QFPQMF t *OEFQFOEFOU 5IFBUSF $FOUSF c) Reclamation, modernisation and adaptation for cultural purposes of historical and post-industrial venues with high historical value, such as the New/ Old Gasworks; d) Expansion, modernisation and utilisation of existing infrastructure, including city cultural units: t &YQBOTJPO PG UIF 3BD[ZÇŠTLJ -JCSBSZ t 3FDPOTUSVDUJPO BOE NPEFSOJTBUJPO PG UIF (SBOE )BMM BU UIF $BTUMF $VMUVSF $FOUSF t "EBQUBUJPO PG UIF GPSNFS 0MJNQJB DJOFNB GPS UIF QSFNJTFT PG UIF .VTJDBM 5IFBUSF t .PEFSOJTBUJPO PG UIF i"STFOBÂ&#x2019;w DJUZ HBMMFSZ CVJMEJOH BOE UIF 8JFMLPQPMTLB .JMJUBSZ .VTFVN o DSFBUJPO PG UIF Passage of Culture, t $JUBEFM 1BSL o QMBDF GPS BSU FOUFSUBJONFOU BOE SFDSFBUJPO t .BLJOH UIF 1*' QSFNJTFT BOE TQPSUT WFOVFT BWBJMBCMF GPS UIF PSHBOJTBUJPO PG BSUJTUJD FWFOUT t "EBQUBUJPO PS DPOTUSVDUJPO PG OFX QSFNJTFT GPS UIF QVSQPTFT PG UIF 1P[OBO 1IJMIBSNPOJD UIF (SBOE 5IFBUSF the Polish Dance Theatre â&#x20AC;&#x201C; Poznan Ballet, the National Museum and the Amadeus Chamber Orchestra of the Polish Radio, t )FOSZL 8JFOJBXTLJ 7JPMJO *OTUJUVUF

3) Artistic measures and events: a) Attempt to obtain the right to host the 2016 European Capital of Culture by Poznan; b) Organisation of national and international theoretical and programme conferences; c) Poznan as an important centre of culture in Poland and abroad, particularly in the following areas: t $IPSBM TJOHJOH t 0ME NVTJD t 7JPMJO QMBZJOH t 0SHBO NVTJD t "MUFSOBUJWF UIFBUSF t $POUFNQPSBSZ ESBNB t -JUFSBSZ PVUQVU t $JOFNBUPHSBQIJD BSU t 7JTVBM BSUT BOE EFTJHO t $POUFNQPSBSZ EBODF t *OUFSOBUJPOBM BOE JOUFSDVMUVSBM EJBMPHVF JODMVEJOH DVMUVSBM FYDIBOHF XJUI (FSNBOZ 4) Creative circles, artists: a) Organisation of artistic events forming the platform of mediation and confrontation; b) Intensification of measures aimed at the promotion of the works of laureates awarded by the City of Poznan and scholarship holders; c) Application of new information and communication techniques to gather, file and popularise the works of distinguished artists from our city. 5) Building and developing the identity of Poznan and Poznanâ&#x20AC;&#x2122;s inhabitants: a) Support for initiatives cultivating the memory of distinguished persons of merit for the city and the region, historical events and sites; b) Restoration of places of national remembrance, including particularly Fort VII, on the historical map of the city; c) Popularisation of historical and cultural traditions of the city for the inhabitants of the city and the region; d) Preservation of historical space heritage; e) Preservation of the tradition of folk cultural heritage, including the popularisation of the folk culture output; f ) Creation of the Centre for Scientific Information about the city; g) Creation of the â&#x20AC;&#x153;Twentieth-century Poznanâ&#x20AC;? Research Study. 6) Poznan on the UNESCO list: a) Measures related to obtaining an entry on the UNESCO World Cultural and Natural Heritage List of sites with unique historical and cultural values located in the City of Poznan; b) Promotion of sites and venues vital for cultural heritage in Poznan.

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Compliance of programme assumptions with regional and national documents: Strategy for the Development of Culture for 2004–2013. * National * Supplementation of the National Strategy for the Development of Culture for 2004–2020.

Connections with other programmes of the strategy: and Scientific Poznan. * Academic Metropolitan Poznan. * Poznan for Tourists. * Civic Poznan. * Spaces for Business. * Downtown Markets and Squares. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council:

* Development Plan for the City of Poznan for 2005–2010. Results of the programme’s implementation: level of the inhabitants’ cultural activity. * Increased Improvement infrastructure. * Increased role ofandcultural importance of cultural institutions. * Enhancement of instruments forms of support for social initiatives in the area of culture. * Increased standing of the cityand as an important national and international centre of culture, recognition of the city as a * centre of culture. of functioning conditions and increase in the role of non-governmental organisations in the execution of * Improvement city tasks.

Potential sources of financing, including external financing: budget. * City Region’s budget. * Central budget. * EU funds. * Private sponsors, patrons of culture, business partners. *

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Indexes of the programme’s implementation: increase in the city’s social capital in the field of culture (number of people “creating” culture and number * Considerable of people participating in it). budget expenditure on culture. * City Number institutions. * Number ofof cultural international events. * Cultural offer of entities dealing culture (collections, exhibitions, events). * Participation in culture (Regionalwith Unit for the Development of Culture – monitoring and surveys). * Quality criterion: importance of institutions, ratings of events and executed ventures, response in Poland and abroad. *

Risk of the programme’s implementation: funds. * No No * proper legislative solutions.

Beneficiaries: inhabitants. * Poznan’s of the Poznan agglomeration. * Inhabitants Inhabitants of the region. * Visitors to Poznan. *

Programme coordinator: Culture and Arts Department. Cooperation: City cultural institutions. Municipal Urban Studio. Urban Planning and Architecture Department. City Development Department. City Heritage Conservator.

* * * * *

External partners: institutions subordinated to the Marshall of the Wielkopolska Region. * Cultural National Museum. * Artistic higher education establishments. * Non-governmental organisations. * Social partners – patrons of culture. * Sponsors, business partners. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 8

Metropolitan Poznan New programme Strategic goals: n

Creation of the Poznan Metropolis. (Area: Metropolis)

Objectives: in Poznan’s international importance within the network of European metropolises. * Increase Increase of the metropolis via the spatial and functional integration of the City of Poznan with the commu* nes of thecohesion agglomeration.

Programme aim: Development of an internally integrated metropolis providing advanced services for the region and the country, and the achievement of an important position in the network of metropolitan cities allowing to successfully compete on the national and international arena.

Genesis: of the Poznan Regional Council. * Establishment included in the “Poland 2030 Development Challenges” government report. * Premises Global tendencies of creating growth in metropolises. * Necessity of cooperation at the supralocal level on the social and economic platform in the context of globalisation * changes.

Planned measures/projects: 1) Creation of the organisational, administrative and information structure of the metropolis. 2) Connection of the metropolis with the Polish/ European transportation network. 3) Development of the International Airport as a pillar supporting the development of the metropolis. 4) Enhancement of the functionality of transportation solutions and transport integration within the region. 5) Support for the metropolis’s economic development. 6) Increase in the role of the Poznan International Fair that constitutes the showcase of the metropolis’s potential as a European centre of trade, exhibitions and conferences. 7) Strengthening of the metropolis’s position as a centre of high quality services for the region and the country. 8) Creation of an integrated metropolitan system of water and sewage management, waste management, and environment and nature protection. 9) Creation of a network of cooperation for the development of the metropolis. 10) Preparation and execution of joint marketing promotion for the metropolis.

Main tasks included in the above-mentioned projects: 1) Creation of the organisational, administrative and information structure of the metropolis: a) Creation of the foundations for the metropolis’s co-management by the strengthening and development of informal and institutionalised forms of cooperation (forums, associations, communal unions in individual areas);

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b) Creation of the metropolitan information platform – comprehensive, common, electronic tool of public communication (Internet portals, forums); c) IT integration of offices and other public units in the metropolis, including the expansion of the SIP spatial information system for the purposes of proper management of the metropolis’s space, by the integration of data of the City of Poznan and the neighbouring built up areas which will increase the efficiency of information flow and decision-making processes within the metropolis; d) Implementation of the Internet System of Access to Services in the Metropolis, including Poznańska Elektroniczna Karta Aglomeracyjna (PEKA, the Poznan Electronic Agglomeration Card which is a tool providing access to many categories of services related to the functioning of the city and its areas. 2) Connection of the metropolis with Polish/ European transportation networks: a) Construction of the regional intermodal transportation node at the Warsaw-Poznan-Berlin fast rail route; b) Integration of the city with the network of express roads and motorways. 3) Development of the International Airport as a pillar supporting the development of the metropolis: a) Development of the strategy for air traffic services according to the needs of the metropolis; b) Increase in the role of self-government in deciding about the development of the airport; c) Support for the launch of new flight connections from Poznan. 4) Enhancement of the functionality of transportation solutions and transport integration within the Poznan agglomeration: a) Creation of a communal union of public transport with the districts in the metropolitan area in order to integrate, optimise and develop local collective transport, and conduct a consistent common transport policy; b) Increase in the metropolis’s transportation cohesion by using and optimising railway connections within the Poznan agglomeration; c) Development and integration of cycle paths as a supplementation to standard means of transport in the Poznan agglomeration. 5) Support for the metropolis’s economic development: a) Harmonisation of measures supporting the development of the economic potential of the City of Poznan and the districts of the metropolitan area; b) Joint business initiatives within the metropolis: clusters, science and technology parks, and economic forums. 6) Increase in the role of the Poznan International Fair that constitutes the showcase of the metropolis’s potential as a European centre of trade, exhibitions and conferences: a) Assurance of the city’s influence on the decision about the PIF development directions; b) Investments in the modernisation and expansion of the fair and conference infrastructure; c) Integration of promotional measures of the metropolis and PIF; d) Maintenance of the leading position of PIF among Polish fair centres; e) Promotion of the leading exhibition and conference events of European importance. 7) Strengthening of the metropolis’s position as a centre of high quality services for the region and the country: a) Creation of conditions for the location of business ventures based on knowledge and human capital and supralocal centres of social services in the city; b) Support for the development of creative sectors (applied graphics, media, art, craftsmanship, printing, design, architecture, engineering, IT) and creation of conditions for the formation of the “metropolitan creative class”; c) Intensification of measures for the transfer of knowledge, innovation and information from research centres to enterprises located in the metropolis. 8) Creation of an integrated metropolitan system of water and sewage management, waste management, and environment and nature protection: a) Development of water and sewage infrastructure in order to satisfy the needs of inhabitants, with consideration given to the ecological and economic aspects of solution design; b) Integration of waste management within the metropolis, including, in the first place, the establishment of inter-community union performing tasks in the area of waste management in accordance with statutory provisions;

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c) Protection of areas with valuable natural and recreational assets; d) Promotion of environmentally-friendly measures. 9) Creation of a network of cooperation for the development of the metropolis: a) Cooperation with supralocal institutions and organisations, creation of the metropolis’s expert and analytical background; b) Support for projects and initiatives building up the prestige of the city and its international position (cooperation with organisations and institutions, hosting of events and conferences); c) Application for the location of prestigious European institutions and organisations or other international organisations (utilisation of the period of the Polish presidency in the EU), and premises of transnational enterprises; d) Intensification of cooperation with Polish and European metropolises; e) Increase of the role in the European metropolis network by active participation in conferences and meetings, and organisations which are comprised of metropolises. 10) Preparation and execution of joint marketing promotion for the metropolis: a) Creation of the Poznan Metropolis brand and its effective promotion; b) Creation of a tourist and recreational tourism of the metropolis in the area of: t #VTJOFTT UPVSJTN t 3FDSFBUJPOBM UPVSJTN JODMVEJOH JOUFHSBUFE DZDMF QBUIT t $VMUVSBM UPVSJTN t 8FFLFOE UPVSJTN DJUZ CSFBLT and its effective promotion on a national and international scale.

Compliance of programme assumptions with regional and national strategic documents: prepared Development Strategy for the Poznan Agglomeration – planned completion of the work in 2010. * Currently Then it will be necessary to take its provision into account in the programme in question. 2030. Development Challenges” government report. * “Poland Development Strategy for the Wielkopolska Region to 2020. * National Development Strategy. *

Connections with other programmes of the strategy: Due to the complexity of its subject-matter, the programme in question will be directly and indirectly connected with many other programmes of the strategy, including the following programmes: Academic and Scientific Poznan. Activation of Areas Around the 3rd Transportation Framework. Digital Poznan. Cultural Poznan. Sporting Poznan. Spaces for Business. Healthy Poznan. Sustainable Transport Development.

* * * * * * * *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: of Conditions and Directions for Spatial Management of the City of Poznan. * Study Poznan Transport Policy. * Environmental Protection Programme. * Strategy and Programme for Communal Waste Management. * Strategy for the Poznan Brand. *

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Results of the programme’s implementation:

* Sustainable development, functional and spatial cohesion of the metropolis. Potential sources of financing, including external financing: budget. * State self-government budget. * Regional District budget. * City budget. * Budget funds of the Poznan agglomeration districts. * European Union aid funds. * National Environment Protection and Water Management Fund. * Regional Environment Protection and Water Management Fund. * Private capital, including public-private partnership. *

Indexes of the programme’s implementation: per inhabitant of Poznan/ Poznan agglomeration. * GDP of Poznan and the metropolis in the European rankings of metropolitan cities and areas. * Position Average times to other metropolitan centres in the country and Europe. * Average travel travel within the metropolis. * Share of publictime transport of carriage tasks. * Indicators of the quality ofinlifetheofdivision the inhabitants of Poznan and Poznan agglomeration. * Metropolis’s population. * Percentage of inhabitants with higher/ secondary education. * Employment in creative sectors. * Number of international conferences and events. * Unemployment rate. * Sum of the joint budget of the Poznan Metropolis. *

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Risk of the programme’s implementation: deglomeration processes. * Uncontrolled will of cooperation on the part of districts forming the metropolitan area. * No No solutions stimulating the sustainable development of the agglomeration. * No legal legal regulations concerning the status of metropolises in Poland. *

Beneficiaries: of the metropolis. * Inhabitants Tourists. * Entrepreneurs. * Students. *

Programme coordinator: Municipal Urban Studio. Cooperation: City Development Department. Business Activity Department. Department of Municipal and Housing Administration. Environmental Protection Department. GEOPOZ Geodesy and Municipal Cadastre Board. Urban Planning and Architecture Department. Mayor’s Office. City Promotion Office. Investor Relations Department. Other units related to investment execution and the provision of various kinds of services.

* * * * * * * * * *

External partners: in the metropolitan area. * Districts Self-government * County council. and industry unions and associations based in the metropolis area. * Marshall of the Wielkopolska Region. * Wielkopolska Provincial Government. * Centre for Metropolitan Studies. * Poznańska Lokalna Organizacja Turystyczna (PLOT, Poznan Local Tourist Organisation). * GDDKiA (General Directorate for National Roads and Motorways). * PKP PLK SA. * Przewozy Regionalne Sp. z o.o. * Wielkopolska Board of Provincial Roads in Poznan. * AQUANET. * Poznan-Ławica Airport. * Private capital (public-private partnership). *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Letâ&#x20AC;&#x2122;s Live in Poznan

No. of the programme: 9

Continuation of the Development Plan for the City of Poznan

Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life)

Objectives:

* Increase in Poznanâ&#x20AC;&#x2122;s attractiveness as a place to live in. Programme aims: of housing investments with the use of the public-private partnership model. * Development Greater availability of flats for the most talented university graduates. * Activation of townhouse owners with regard to the revitalisation of flats and making them available thanks to * innovative legal and financial instruments. approach to the housing sector. * Agglomeration Improvement of conditions in Poznan. * Supplementationhousing of residential functions with accompanying investments. *

Genesis and general description of the programme: The City of Poznan has a negative migration balance, which means that there is a tendency of the outflow of city inhabitants to neighbouring districts. Such a situation results in the systematic reduction of proceeds to the city budget with the simultaneous high burden imposed on the city in relation with the high level of expenses on the provision of services connected with migrating people and their use of the city amenities, such as city transport, work places, historical Poznan and the Old Market Square, sports areas, universities and secondary schools, and cultural activities that take place in the centre of the city. The situation is complicated by the lack of legal regulations concerning the functioning of the agglomeration and the execution of a common agglomeration policy. In order to stop the unfavourable tendency of inhabitantsâ&#x20AC;&#x2122; moving out of Poznan it is necessary to create and emphasise the advantages of living in Poznan. The programme is to implement measures that will instil in the inhabitants of Poznan and people from outside of Poznan the conviction that the capital of the Wielkopolska Region is a comfortable and friendly city to live in and that it creates favourable spatial and technical conditions for the satisfaction of housing needs of various social groups. The programme should be an attractive alternative to the residential attractiveness of neighbouring districts and will help to slow down the negative migration of inhabitants. It also needs to be emphasised that living in Poznan will be selected by people for practical reasons (closer to work, easier to commute), as well as due to cultural identity and style. The enlivening of the gentrification process, by making available residence-friendly areas in the centre (within the Old Town) thanks to revitalisation measures with the gradual reduction of parking restrictions in the historical streets and simultaneous construction of multi-level car park facilities located at the Old Town residential districts, is one of the key parts of self-government in the programme. A city that perceives development and revitalisation in a modern fashion must show a certain degree of flexibility in conducting investments in those areas that are subject to heritage conservation supervision and which are aimed at sustainable development enabling the existence and exposure of monuments, and modern construction solutions that will not disturb the Old Town areas character. The fashion for a suburban idyll is making many wealthy inhabitants of Poznan move outside of the city where they can live out their dreams about a single-family house with a garden come true. It is important for Poznan to generate areas within

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its administrative limits where it will be possible to construct single-unit developments limited by local plans guaranteeing homogeneous architectural tissue that will not be disturbed by high buildings sticking out of the roofs. The self-government policy should favour the development of the city centre ensuring the execution of various goals and offering diverse benefits. While including social and economic revitalisation, restoration of communities, retention of valuable university graduates, activation of private owners and assurance of respect towards valuable monuments, improvement of the quality of management of municipal resources and investments, and a greater pace of the execution of local management plans, such policies will accelerate and attract investments and – in combination with the sustainable development of the transport programme – consequently restoring the rising tendency of a number of inhabitants and so enabling the faster development of the city.

Planned measures/projects: Search for legal and financial instruments aimed at the increase in flat availability and retention of people of great worth to the city: 1) Credit warranties for graduates. 2) Cooperation with private owners in order to revitalise buildings and make flats available for rent, and influence on flat prices. 3) Facilitation of exchange and acquisition of communal flats depending on the family’s needs and material status. 4) Rationalisation of the rent prices of communal flats. 5) Preparation and implementation of the principles of policy aimed at the creation of the city’s active role on the local residential property market – common agglomeration housing policy. 6) Preparation of programmes allowing to increase the quantity of new housing stock with the use of external mechanisms of public-private partnership or special purpose vehicle. 7) Improvement of the quality of housing stock management. Creation of conditions for the development of housing corresponding to the diversified needs of the city’s inhabitants: 8) Preparation of new locations for residential development. 9) Construction of car parks in the centre supplementing residential development. 10) Construction of multi-functional buildings. 11) Preparation of methods and the implementation of systematic monitoring of the residential market in Poznan and the neighbouring districts, and forecasting the situation in this sector: with regard to properties assigned for residential construction, with regard to properties assigned for premises, and with regard to the rental cost of residential premises.

Main tasks included in the above-mentioned programmes: 1) Credit warranties for graduates: a) Preparation of solutions enabling the provision of city warranties for credits to university graduates; b) Determination of selection criteria for the most talented graduates; c) Preparation of a risk analysis with regard to project implementation. 2) Cooperation with private owners in order to revitalise buildings and make flats available for rent, and influence on flat prices: a) Legal analysis of the possibility of obtaining credit facilities for townhouse owners warranted by the city; b) Collection of data from the bank sector, determination of partners of project execution; c) Determination of the principles of supervision over the revitalisation completion; d) Preparation of the selection criteria with regard to buildings to be revitalised where flats will be made available for rent; e) Project connected with the improvement of the quality of housing stock management; f ) Project connected with the project of the rationalisation of rental charges of communal flats. 3) Facilitation of exchange and acquisition of communal flats depending on the family’s needs and material status: a) Evaluation of the functioning of the communal flat exchange office; b) Elaboration of the mechanisms motivating flat exchange;

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c) Organisation of the functioning of the flat exchange office; d) Preparation of the programme of making available flats that require one’s own capital expenditure on modernisation/ revitalisation; e) Development of social construction associations; f ) Project connected with the improvement of the quality of housing stock management; g) Project connected with the project of the rationalisation of rental charges of communal flats. 4) Rationalisation of rent prices of communal flats: a) Analysis of acceptable rental charges; b) Determination of new principles for the calculation of rents in communal flats; c) Project connected with the project of facilitation of exchange of communal flats depending on the family’s needs and material status. 5) Preparation and implementation of the principles of policy aimed at the creation of the city’s active role on the local residential property market – common agglomeration housing policy: a) Execution of housing investments in the city with the use of public-private partnership instruments; b) Determination of the possibility of the city’s cooperation with neighbouring districts in order to conduct a common housing policy; c) Initiation of inter-communal discussion concerning a common housing policy; d) Preparation of a multilateral agreement. 6) Preparation of programmes allowing the increase and quantity of new housing stock with the use of external mechanisms of public-private partnership or special purpose vehicle: a) Selection of city plots assigned for housing ventures; b) Multi-criterion analysis concerning projects selected for execution; c) Determination of an optimum legal form of cooperation with private investors; d) Finding private investors or other forms of financing; e) Investment execution. 7) Improvement of the quality of housing stock management: a) Creation of a full inventory of the housing stock and preparation of a diagnosis of the city’s demand for premises; b) Creation of a database combining owned stock, demand and directions for awarding housing stock; c) Improvement of the standard of housing stock and the quality of living via the renovation of townhouses and liquidation of sub-standard stock; d) Project connected with cooperation with private owners in order to revitalise buildings and make flats available for rent, and to influence their rental charges; e) Project connected with the facilitation of exchange of communal flats depending on the family’s needs and material status. 8) Preparation of new locations for residential development: a) Preparation of local spatial management plans for non-developed areas indicated in the study of conditions and directions for spatial management of the City of Poznan as areas assigned for residential functions, including both areas of multi-unit development and single-unit housing settlements; b) Analysis of the currently valid local plans in the context of selecting locations for residential construction development; c) Reinforcement of areas for construction purposes and development of the transportation system in the vicinity of residential areas; d) Creation of a base of planned projects and identification of common projects in the field of infrastructure and construction; e) Creation of the mechanism for infrastructure and construction project coordination; f ) Promotion of existing areas assigned for residential development; g) Consideration of the problem of water resources in the areas of potential new locations. 9) Construction of car parks in the city centre supplementing the residential development: a) Marking out plots for the construction of car parks; b) Multi-criterion analysis concerning selected projects;

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c) Determination of the legal form of investment execution; d) Promotion of the investment; e) Completion of the tender for partners; f ) Preparation of the design and building permits; g) Investment execution; h) Connection with the project of the construction of multi-functional buildings. 10) Construction of multi-functional buildings: a) Preparation and implementation of methods enabling the evaluation of alternative manners of management of communal properties assigned for residential development; b) Determination of demand for types of multi-functional buildings; c) Marking out plots for the construction of multi-functional buildings; d) Determination of the legal form of investment execution; e) Promotion of the investment; f ) Completion of the tender for partners or other forms of financing; g) Preparation of designs and building permits; h) Investment execution. 11) Preparation of methods and implementation of systematic monitoring of the residential market in Poznan and the neighbouring districts, and forecasting the situation in this sector: with regard to properties assigned for residential construction, with regard to properties assigned for premises, and with regard to renting these residential premises: a) Collection of available information about the residential market; b) Determination of the scope of information necessary to support decision-making and forecasting of the situation on the market; c) Determination of the sources of data collection; d) Detailed determination of the scope of operations of the designed IT system; e) Completion of the tender for system development; f ) Testing; g) System implementation.

Compliance of programme assumptions with regional and national strategic documents:

* National Development Strategy for the Residential Sector 2008â&#x20AC;&#x201C;2015. Connections with other programmes of the strategy: and Scientific Poznan. * Academic Poznan. * Clean Metropolitan Poznan. * Poznan Modernist Housing Estates. * Socially Sensitive Poznan. * Downtown Markets and Squares. * Sustainable Transport Development. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: concerning the principles of renting premises that belong to the housing stock of the City of Poznan. * Resolution Regulation the programme of housing stock management of the City of Poznan for 2009â&#x20AC;&#x201C;2013. * Regulation concerning City Council concerning the housing policy of the City of Poznan of the 17 October 2000. * Regulation ofof the the Poznan City Council of 10 June 2008 concerning the adoption of the Parking Policy of the City of * Poznan.

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Results of the programme’s implementation: in new housing stock. * Increase number of flats for rent in private buildings. * Increased More affordable prices of flats. * Rise of income from local charges and taxes. * Inhibition of the outflow of inhabitants. * Development of accompanying services and acquisition of investors to execute these investments. * Increase in the number of workplaces. * Rise in the quality of services. * Better city image. * Shorter waiting time for communal flats. * Lowering of the bottom limit for rental charges. * Regular forecasts and analyses of the situation on the local residential market. * Dynamic economic development. *

Potential sources of financing, including external financing: budget. * City Gospodarstwa Krajowego (BGK, Polish Economy Bank). * Bank European Investment Bank. * Subsidy Fund. * Private capital. * EU resources. *

Indexes of the programme’s implementation: of city inhabitants. * Number Number flats. * Number ofof rented flats commissioned for use every year. * Usable surface of flat per one person. * Number of social flats in relation to the number of households that need housing-related assistance. * Number of finished local spatial management plans. * Number of projects executed in the public-private partnership formula. * Number of new car parks in the city centre. * Average cost of flat maintenance. * Average rent rate. *

Risk of the programme’s implementation: financial resources. * No No partners for investment execution. * Macro-economic * Drop in flat pricesrisk. withdrawal of investors. * Economic boom ––rise of construction service charges. * Increased level of environment pollution (caused by greater motor traffic and increased quantity of waste). * Under-development of road infrastructure and city transport. * Competition on the part of other agglomerations. * No local spatial management plan. * Ageing society. * Insufficient planning. * Unadjusted structure of the entity executing the programme. * Greater load imposed on public services. * Legal conditions. *

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from inhabitants. * Protests Limited employment supply. * Excessive city development. * Load imposed on utilities. *

Beneficiaries: inhabitants. * Poznan’s Potential inhabitants. * Inhabitantsof ofPoznan’s the neighbouring districts. * Investors. * Students. * Service providers (recreation, free time, crafts). * Companies: MPK, Dalkia, Enea, Aquanet. * Tradesmen. * Poznan Communities. *

Programme coordinator: Department of Real Estate Management. Cooperation: Department of Municipal and Housing Administration. Board of Communal Premises Stock. City Development Department. Urban Planning and Architecture Department. City Road Board. Municipal Urban Studio. Owner’s Supervision Office. Poznańskie TBS Sp. z o.o. (Poznan Social Construction Association).

* * * * * * * *

External partners: investors. * Private Bank Gospodarstwa Krajowego (BGK, Polish Economy Bank). * Banks. * Network providers. * Social Construction Associations. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Civic Poznan

No. of the programme: 10

Continuation of the Development Plan for the City of Poznan

Objectives: of conditions for the development of human capital. * Creation Increase in Poznan’s attractiveness as a place to live in. * Improvement quality of education, care and upbringing. * Development ofof the social capital, creation of social cohesion and counteraction against social exclusion. *

Programme aim:

* Raising people’s activity and awareness, and inspiring and supporting civic initiatives. Genesis and general description of the programme: One of many definitions states that a civic society is a “space outside of family, state authority or area regulated with market mechanisms where people voluntarily gather in order to act for the common good.” Such a space is a place of broad and universal social debate, a place of opinion exchange and cooperation which will bear the fruit of gathering people for the purpose of the execution of common interests. These conscious measures result in the establishment of organizations (named as public interest and non-governmental organizations) whose functioning is based primarily on the private capital of its members. It is believed that civic society organisations are of key importance to the development of democracy. Operating in many fields (according to the data from the Ministry of Labour and Social Policy, the greatest number of such organisations is related to sports activities, tourism, recreation and leisure), they facilitate citizens’ self-realisation and strengthen bonds and collective responsibility. Poland belongs to a group of countries where the level of civic commitment is very low. Poznan and the Wielkopolska Region are the country’s exception in this matter, however, they do not represent a level considered as fully satisfactory or European to be acknowledged as a fully conscious and active society. It is a self-government’s role to build the feeling of a local community. The programme’s starting point is the assumption that the task of self-government authorities does not involve the replacement of citizens in this activity but the support for initiatives that help to increase the level of civic commitment. The programme includes: Development of efficient systems of public consultations whose goal will be to include the citizens of Poznan in decisionmaking processes (this refers particularly to local management plans) by enabling contact between authorities and inhabitants via the execution of comprehensive e-administration tools and mechanisms. Diagnosis and potential prevention of possible social conflicts in the city and the agglomeration. Establishment of closer cooperation with the so-called “third sector” organisations. Strengthening of city institutions’ relations with the leaders of local communities.

* * * *

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and consolidation of future forms of cooperation with settlement self-governments (depending on the * Establishment future structure of these self-governments). provision * On-going inhabitants.

of information about measures undertaken by self-government authorities to Poznan’s

of cooperation with Poznan’s agglomeration communities. * Expansion Systematic of opinions of the inhabitants of Poznan and the agglomeration with regard to vital issues. * Promotion ofsurveys practices (voluntary work, charity activities). * Organisation ofgood various forms of civic activity. *

Planned measures/projects: 1) Formulation of the diagnosis of the condition of social capital and the actual level of civic society in Poznan and the agglomeration (SWOT analysis). 2) Systematic surveys of Poznan’s social climate. 3) On-going cooperation with NGOs. 4) Creation of the platform for evaluation of operation of self-government institutions and city services. 5) Response to social problems and needs in order to build and strengthen social trust. 6) Systematic public consultations concerning problems important to Poznan (in collaboration with NGOs).

Compliance of programme assumptions with regional and national strategic documents: Development Strategy 2007–2015. * National * National Cohesion Strategy. In addition: of 24 April 2003 on public benefit activity and voluntary work. * Law Law * of 6 December 2006 on the principles of development policy.

Connections with other programmes of the strategy: Poznan. * Digital Poznan. * Cultural Metropolitan Poznan. * Socially Sensitive * Sporting Poznan. Poznan. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council:

* Municipal Social Policy Strategy (Regulation No. XXXIII/262/IV/2003 of the Poznan City Council of 18 November 2003). Results of the programme’s implementation: of the subjectivity of citizens and their communities, and creation of conditions for the development of * Strengthening civic society institutions.

* Active participation and involvement of inhabitants in activities aimed at the development of the city. Potential sources of financing, including external financing: budget (Operational Programme for the Civic Initiative Fund for 2009–2013). * State European Union funds, EEA. * Self-government budgets (City, Marshall and land district). *

Indexes of the programme’s implementation: The starting point to measure the programme’s execution is the so-called Civic Society Index that enables regular and comprehensive evaluation of the stage of building a civic society by systematic surveys of:

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and importance of a civic society. * Influence Level of fulfilment of basic values, such as democracy, * transparency of self-government authoritiesâ&#x20AC;&#x2122; actions.

tolerance,

and surroundings of civic measures, that is, for example, the * Context degree of social participation, level of involvement and civic relations. of a civic society, that is, for example, relation between self* Structure government authorities and society, and between local business and society. Sample indexes of the programmeâ&#x20AC;&#x2122;s implementation: Number of registered NGOs. Human and financial resources of organisations. Fields of activity and needs of non-governmental organisations. Percentage of voters. Percentage of people responding to social campaigns.

* * * * *

Risk of the programmeâ&#x20AC;&#x2122;s implementation: city budget funds assigned for NGO support. * No Low level of social activity of the inhabitants of the * agglomeration continuing for a longer period of time.

city and the

* Increased centralist tendencies in state policy. Beneficiaries: of Poznan and the agglomeration, business representatives. * Inhabitants of self-government units. * Representatives Representatives of NGOs. *

Programme coordinator: Public Relations Office. Cooperation: Poznan City Hall departments. City organisational units.

* *

External partners: authorities at the regional and district level. * Self-government Non-governmental organisations. * Chambers of commerce. * Social and occupational organisations. * Social foundations. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 11

Socially Sensitive Poznan New programme Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life)

Objective:

* Development of social capital, creation of social cohesion and counteracting against social exclusion. Programme aims: of Poznan as a city sensitive to the social problems of its inhabitants. * Functioning Stimulation of the development of the social services market. * Effective promotion the city as one that favours solving family problems. * Counteracting socialofexclusion. * Increase in the independence of the elderly. *

Genesis and general description of the programme: The work on this programme was guided by the reflection on the actual needs of Poznan’s inhabitants with regard to social services. In what areas do the elderly need support, and what are children and young people concerned with most? What needs do Poznan families have? While designing the assumptions, consideration was given to demographic tendencies and the changing situation with regard to the performance of social roles by women and men, and the problem of combining a career and family life. The axis gathering individual measures is a person’s life. There are measures to support people at every stage of life. The programme’s assumptions focus on those needs of city inhabitants that refer to their functioning in the area of social services. They include prophylaxis, support and assistance in the case of the occurrence of family problems. The programme concentrates on five key areas concerning child care, family support in the upbringing process, counteracting the social exclusion of families raising children, social and occupational reintegration of the unemployed and social activation of the elderly. It needs to be stressed that the success of the Development Strategy for the City of Poznan to 2030 shall depend on today’s generation of children and young people, hence, from the perspective of the strategy, it is imperative to ensure optimum development conditions for this generation. Due to demographic changes and the constantly growing number of people at post-productive age a vital part should involve the utilisation of the potential of the elderly and experience by way of inter-generation integration. Noticing elder city inhabitants and their active participation in social life affects the majority of programmes of the Development Strategy for the City of Poznan.

Planned measures/projects: 1. Family – child care Problems related to providing child care by working parents (particularly with regard to children up to the age of 3) require the introduction of solutions that would support combining a career with family life. Today’s system of child care does not take into account the actual needs of working parents. One of the goals of the programme is to create the system of child care considering its three basic aspects, that is availability, flexibility and quality. Availability is understood as the proper infrastructure and number of places, spatial availability and financial availability (the cost of care that does not discourage

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a person from entering into employment). Flexibility envisages the creation of various forms of care and adaptation of the establishments’ work time and care time to various working hours of the parents. The quality of care for children up to the age of three is related with the appropriate approach to small children, where the following elements are vital: individual and close relation of educator and child, curriculum adapted to the needs and development abilities of small children, safe and inspiring space, qualified personnel that keeps expanding their competences, open communication and cooperation with parents. High level of care should be ensured by set standards (including consideration given to the adaptation programme adjusted to the individual needs of the child and the family) and regular monitoring of work establishments. The European Employment Strategy assumes that by 2010 33% of children aged 0-3 and 90% of children from the age of 3 to school age should be subject to non-family institutional care. The provisions of the law on the forms of care for children up to the age of 3 at 5 August 2009 point to the need of system changes based on multi-aspect measures that lead to the reform of the creation and operation of diversified forms of care for children up to the age of 3 (including forms alternative to day care centres). At present institutional care covers about 2% of children in this age group. It is important for the city to support initiatives aimed at the creation of market services in this area (suitable to the needs of working parents) in order to develop the system of so-called good practices. The promoted test measures undertaken by non-governmental organisations should function as a positive stimulus for other entities. At the same time the City of Poznan will support the activity of such entities by preferential conditions of rent premises. The key element of the project is the creation of a system of vouchers financed by the City of Poznan that the parents will be able to use by purchasing a service at the unit or economic entity selected at their discretion. It is assumed that the market of services created in this manner may make young people with great potential stay and settle in the city, stimulate having children with a clear system of child care, and limit the grey market in this area. This will also enable the easier occupational activation of women. The flexible system of services will also allow parents to use the city’s cultural and sports resources more actively. One of the project’s elements will also include enabling people working in municipal institutions to take up tele-work (in case of posts where it is possible). 2. Family – upbringing The programme’s foundation is the system of family support with regard to upbringing functions. It is vital to create social awareness concerning the impact of the upbringing process on the further life of the child. Therefore, the necessity arises to support families in this area. The basis of this measure is to make parents aware of the role of the upbringing process. The measure is addressed to both young parents who start the upbringing process and parents who have been dealing with actual upbringing problems for years. With the use of an entrusted task system the City Hall would initiate the creation of a market for the support of parenting skills (development classes for parents and children, support for the rank-and-file initiatives of parents concerning mutual help in the upbringing process, etc.)., family therapy and the network of specialist day care and upbringing establishments (at present there is only one establishment of this kind which does not satisfy the demand in this area). A vital element of the project is the support network for families that cannot cope with upbringing by employing family helpers. The programme also supports the idea of solving conflicts with the use of mediation. Another task is social prophylaxis among teenagers. The key part will be played by street workers and animators of spending free time by young people. It is necessary to expand the cultural and sports infrastructure in this area, and create a system of benefits and discounts at institutions financed by the city. The holistic approach to children and young people’s upbringing should take into consideration the foster care system. Stipulated for years, the liquidation of the institutional children’s home in favour of other forms of foster care requires promotion campaigns aimed at attracting people who are ready to start foster families. At the same time it is necessary to organise a system of support for the biological parents of children subject to foster care. In the context of support it would also be essential to introduce a system of benefits for raising children with regard to local charges and use of municipal services and goods. The receding social and family bonds, vital for the correct upbringing process, also causes the introduction of task related projects for the promotion of the idea of inter-generation integration. 3. Counteracting the social exclusion of families raising children In view of the negative process of the decreasing population and ageing of the City of Poznan, which corresponds to the low number of children and high (and still growing) costs of supporting and raising young generation, proper conditions should be created for families who decide to take up the task of raising a large number of children. The development of the so-called “human capital” is of key importance in every social development strategy as its structure and quality determines the success of all social strategies. The success of the Development Strategy for the City of Poznan to 2030 depends on today’s generation of children and young people, so the assurance of optimum development conditions for this generation is of key importance from the perspective of the strategy and lies in the interest of all of Poznan’s inhabitants. For this reason it is important to create the climate and conditions that favour raising children, and appreciate the labour undertaken by families with children, particularly with a large number of children.

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The local measures counteracting social exclusion should include measures enabling large families with many children (2+3, 2+4, 2+5) and very many children (2+6 and more) to access culture, sports and recreation by reducing the financial barriers that prevent these families from participating in the city’s cultural and sports life. It is also essential to create real opportunities for the improvement of housing conditions (primarily the increase of living space) for families who decide to support and raise a large number of children. 4. The unemployed – social and occupational reintegration The goal of this measure is to identify measures preventing negative phenomena that cause social exclusion, and which endeavour to provide the support necessary for the social reintegration of people, families and social groups subject to social exclusion. The improvement of the quality of life adopted as the programme’s goal should refer to all inhabitants of Poznan. However, people with various deficits or dysfunctions can benefit from generally available social services to a small extent. Measures executed as part of the social security system are insufficient and rarely result in the recovery from social exclusion. Social and occupational reintegration is to counteract the process of social exclusion, liquidate or minimise its causes or reduce their impact on economic and social integration. Social exclusion prevents or considerably hinders people and families from the legal performance of social roles, benefiting from public goods and social infrastructure, gathering of resources and the earning of income in a decent manner. As a result, reintegration is one of the conditions for achieving social cohesion which means the manner of development that does not only deepen the environmental and territorial discrepancies in the quality of the life of a society but also reduces the differences accrued in the past. Measures undertaken as part of social and occupational reintegration will be addressed to adults who have limited possibilities of participating in social and occupational life due to their inborn or acquired deficits and dysfunctions. Overcoming these difficulties requires the creation of suitable conditions that will enable the individual diagnosis and planning of the path of integration for specific categories of people that are threatened with social exclusion. The goal is to eliminate barriers that prevent benefiting from the broadly understood social services (e.g. education at every level, access to labour market services, access to public institutions, including those dealing with culture, sports, entertainment, etc)., and to sustain or stimulate educational, social and occupational activity. 5. Support and social activation of the elderly Demographic forecasts and the health condition of society justify measures aimed at the improvement of the quality of life of the elderly. In view of the fact that there is and will be more elderly people in the population it is important to undertake measures which increase the opportunities of leading active, independent lives by the oldest generation. Therefore, it is necessary to create a system of mutually connected measures of institutions and organisations serving the elderly and their families for this important group of Poznan’s inhabitants. Such help should be provided on two platforms, depending on their health condition, e.g. by maintaining social and occupational activity, and development of independence. It is necessary to remember the needs of the elderly who are enjoying better health and who wish to continue their careers and actively participate in social life. For those who have limited abilities to function independently the system of care services should be developed, including services in specialist social help homes, a network of family help homes (as a more friendly form of social help ) should also be developed. Support should also cover the families of these people. It is necessary to make the day help home system more flexible by expanding their working hours and diversity of what is offered, and creating a system of homes for the elderly. This refers to situations with their possible short-term stay in response to the needs of the families who want to take care of the elderly person at home but have problems with care while going away, for example on vacation. Another vital element of this measure is the creation of a psychological support system for families with an elderly person and the promotion of the idea of inter-generation integration.

Main tasks included in the above-mentioned projects: 1) Family – child care: a) Stimulation of the number and diversity of forms of child care: t 1SPNPUJPO PG BMUFSOBUJWF GPSNT PG DIJME DBSF t 4UJNVMBUJPO PG UIF DSFBUJPO PG JOGSBTUSVDUVSF XJUI SFHBSE UP DIJME DBSF t &OUSVTUJOH PG øFYJCMF GPSNT PG DBSF UP FOUJUJFT CZ UIF $JUZ )BMM t 4UJNVMBUJPO PG UIF FTUBCMJTINFOU PG FDPOPNJD FOUJUJFT JO UIJT BSFB b) Creation of a system of value vouchers for parents to be used for the purposes of child care; c) Making tele-work possible for the employees of municipal institutions (at posts where it is possible). 2) Family – upbringing: a) Support of the parents’ upbringing skills:

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t 1SPNPUJPO PG UIF TZTUFN PG TVQQPSU GPS VQCSJOHJOH TLJMMT NBLJOH QBSFOUT BXBSF PG UIF SPMF PG UIF VQCSJOHJOH process and raising oneâ&#x20AC;&#x2122;s own upbringing competences, t $SFBUJPO PG B OFUXPSL PG TQFDJBMJTU EBZ TVQQPSU DBSF BOE VQCSJOHJOH FTUBCMJTINFOUT FTUBCMJTINFOUT GPS about 80 children), t *OJUJBUJPO PG UIF FTUBCMJTINFOU PG FOUJUJFT PQFSBUJOH JO UIF ĂśFME PG QFEBHPHJDBM DPVOTFMMJOH BOE GBNJMZ therapy, t &NQMPZNFOU PG GBNJMZ BTTJTUBOUT t 1SPNPUJPO PG NFEJBUJPO BT BO BMUFSOBUJWF GPSN PG TPMWJOH DPOĂ¸JDUT QSPWJTJPO PG GSFF TFSWJDFT JO GBNJMZ mediations; b) Social prophylaxis for children and young people: t 0SHBOJTBUJPO PG B OFUXPSL PG TUSFFU XPSLFST BOE BOJNBUPST PG TQFOEJOH GSFF UJNF t $SFBUJPO PG JOGSBTUSVDUVSF GPS UIF BDUJWF TQFOEJOH PG GSFF UJNF CZ ZPVOH QFPQMF c) Optimisation of measures related to holding foster care: t %FWFMPQNFOU BOE JNQSPWFNFOU PG UIF RVBMJUZ PG GPTUFS DBSF GPSNT XJUIJO DBSF FNFSHFODZ GPTUFS GBNJMZ BOE family childrenâ&#x20AC;&#x2122;s home, t $SFBUJPO PG BU MFBTU DBSF BOE VQCSJOHJOH FTUBCMJTINFOUT CSBODIFT PG FYJTUJOH TUBCMJTINFOUT GPS UIF maximum number of 14 wards in Poznan (in free-standing houses, large flats, buildings built from foundations); making premises available for the execution of tasks arising from the function of a professional foster family; acquisition of premises for the wards of foster families and care and upbringing establishments who become independent, necessity of assistance in starting employment and development of specialist support for this group of wards; creation of protected flats for adult wards of family and institutional forms of foster care and for mothers recovering from a crisis situation and taking care of children (as a result, counteracting the necessity to place children in foster care establishments), t 4VQQPSU UIF TZTUFN GPS GPTUFS GBNJMJFT TVQQPSU HSPVQT DPVOTFMMJOH USBJOJOH TFTTJPOT t i4VQQPSU GPS UIF 'BNJMJFT PG $IJMESFO 4UBZJOH JO UIF 'PTUFS $BSF &TUBCMJTINFOUTw QSPHSBNNF d) Promotion of the idea of inter-generation integration.

3) Counteracting social exclusion of families raising children: a) Continuation of projects supporting families executed by the City of Poznan: t 'BDVMUBUJWF BEEJUJPO UP GBNJMZ BMMPXBODF PO UIF BDDPVOU PG IBWJOH NBOZ DIJMESFO t 5SBOTQPSUBUJPO IFMQ GPS DIJMESFO GSPN GBNJMJFT XIP BSF SBJTJOH GPVS PS NPSF DIJMESFO b) Introduction of the Large Family Card: t 4VDI B DBSE XPVME BMMPX DPOTJEFSBCMF EJTDPVOUT XIJMF VTJOH DBSF FTUBCMJTINFOUT F H LJOEFSHBSUFOT DVMUVSBM sports and recreation venues run by the city (theatres, museums, swimming pools, the zoo, etc.)., and would enable free (or discounted) participation in various events organised by the city (for these purposes the Poznan Agglomeration Card programme could be used); c) Creation and introduction of the programme supporting the development of a residential base for families raising a large number of children: t 'PSNBM BOE NBUFSJBM IFMQ XJUI UIF FYUFOTJPO BOE QPUFOUJBM SFOPWBUJPO PG B Ă¸BU BDRVJTJUJPO PG MBSHF Ă¸BUT UP the cityâ&#x20AC;&#x2122;s communal stock, help in receiving flats at social construction associations, help in renting suitable premises on the market, etc.). 4) The unemployed â&#x20AC;&#x201C; social and occupational reintegration: a) Periodical diagnosis of the social and occupational potential of occupationally passive persons in order to select the proper work methods and techniques; b) Individual paths of active social and occupational integration; c) Group work forms as a part of Social Integration Clubs or other forms of activity in this area; d) Environmental measures activating people threatened with social exclusion and their closest surroundings; e) â&#x20AC;&#x153;Social entrepreneurshipâ&#x20AC;?: t 1SPNPUJPO PG TPDJBM FNQMPZNFOU BOE TPDJBM FOUSFQSFOFVSTIJQ t $SFBUJPO PG DPOEJUJPOT FOBCMJOH UIF FTUBCMJTINFOU PG TPDJBM FDPOPNZ FOUJUJFT t 0O HPJOH TVQQPSU GPS UIF PQFSBUJPO PG FYJTUJOH TPDJBM FDPOPNZ FOUJUJFT 5) Support and social activation of the elderly: a) Development and diversity of the care services system; b) Establishment of a network of family help homes;

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c) Making the system of day social help homes more flexible (working hours, diversity of what is offered); d) Creation of a system of hostels for the elderly; e) Creation of a system of psychological support for families with an elderly person; f) Creation of offers of work and forms of social activity for the elderly in order to utilise their potential and experience.

Compliance of programme assumptions with regional and national strategic documents: Strategy for the Wielkopolska Region to 2020. * Development National Development Strategy 2007–2015. * Poland 2030. Development Challenge. * Lisbon Strategy. * Operational Programme for Human Capital. * Wielkopolska Regional Operational Programme. * Law on Public Interest Activity and Voluntary Work. *

Connections with other programmes of the strategy: Poznan. * Cultural Live in Poznan. * Let’s Civic * SpacesPoznan. Business. * SportingforPoznan. * High Quality of Education and Upbringing. * Healthy Poznan. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: Social Policy Strategy of 2003. * City Health of the City of Poznan for 2007–2015. * CharterPlan Cooperation between the City of Poznan and Non-governmental Organisations of 2007. * Seniorzyof(Senior Citizens) programme of 2005. *

Results of the programme’s implementation: of city space and social services as family friendly. * Perception Better functionality of families. * Participation of families in city life. * Identification with Poznan as a place to live in. * Rise in the families’ upbringing competences and increased social awareness in this area. * Greater opportunities for combining a career and child care. * Retention of the potential of young families in the city. * Greater flexibility of the forms of care for dependents. * Expansion of the commercial market of social services, creation of work places in this area. * Enhancement of the potential of non-governmental organisations. *

Potential sources of financing, including external financing: budget. * City Special purpose funds from the state budget. * Resources from the European Social Fund. * Regional self-government budget. *

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Indexes of the programmeโ s implementation: 1) Family โ child care: Stimulation of the number and diversity of forms of child care: t /VNCFS PG GBNJMJFT JODMVEFE JO WBSJPVT GPSNT PG DBSF OVNCFS PG OFXMZ SFHJTUFSFE FOUJUJFT JO UIJT BSFB t /VNCFS PG QMBDFT GPS DIJMESFO DSFBUFE BT B SFTVMU PG FOUSVTUJOH UBTLT CZ UIF DJUZ t /VNCFS PG VTFE WBMVF WPVDIFST GPS UIF QVSDIBTF PG TFSWJDFT 2) Family โ upbringing: a) Pedagogical counselling for families: t /VNCFS PG GBNJMJFT DPNJOH GPS TVQQPSU BT B SFTVMU PG UIF QSPNPUJPO DBNQBJHO t /VNCFS PG GBNJMJFT CFOFรถUJOH GSPN TQFDJBMJTU EBZ TVQQPSU DBSF BOE VQCSJOHJOH FTUBCMJTINFOUT t /VNCFS PG GBNJMJFT CFOFรถUJOH GSPN DPVOTFMMJOH GBNJMZ UIFSBQZ BOE EFWFMPQNFOU BDUJWJUJFT GPS QBSFOUT BOE children, t /VNCFS PG GBNJMJFT VTJOH UIF IFMQ PG GBNJMZ BTTJTUBOUT t /VNCFS PG DPOEVDUFE NFEJBUJPOT OVNCFS PG NFEJBUJPOT SFTVMUJOH JO UIF DPODMVTJPO PG BO BHSFFNFOU b) Social prophylaxis for children and young people: t /VNCFS PG TUSFFU XPSLFST BOE BOJNBUPST PG TQFOEJOH GSFF UJNF OVNCFS PG DIJMESFO BOE ZPVOH QFPQMF VTJOH UIFJS assistance, comparison of school absences and results before and after being subject to street workersโ actions, and school opinions, t /VNCFS PG PรฒFST BOE GPSNT PG TQFOEJOH GSFF UJNF t /VNCFS PG DIJMESFO BOE ZPVOH QFPQMF CFOFรถUJOH GSPN EJTDPVOUT c) Optimisation of measures related to holding foster care: t /VNCFS PG QFPQMF JOUFSFTUFE JO GPSNJOH B GPTUFS GBNJMZ t /VNCFS PG TVQQPSU HSPVQT OVNCFS PG GBNJMJFT QBSUJDJQBUJOH JO TVDI HSPVQT BT B QBSU PG UIF TVQQPSU TZTUFN GPS foster families, t /VNCFS PG QSPHSBNNF QBSUJDJQBOUT OVNCFS PG GBNJMJFT UP XIPN DIJMESFO XFSF SFTUPSFE BT B QBSU PG UIF TVQQPSU system for biological families; d) System of relief for families raising children with regard to local charges and utilisation of city services and goods: t /VNCFS PG GBNJMJFT CFOFรถUJOH GSPN SFMJFG e) Promotion of the idea of inter-generation integration: t /VNCFS PG JOJUJBUJWFT JO UIJT BSFB 3) Counteracting social exclusion of families raising children: a) Continuation of projects supporting families executed by the City of Poznan: t *ODPNF QFS NVMUJ DIJME GBNJMZ NFNCFS JO DPNQBSJTPO UP UIF JODPNF PG B TUBUJTUJDBM GBNJMZ b) Introduction of a Large Family Card: t /VNCFS PG GBNJMJFT CFOFรถUJOH GSPN UIF -BSHF 'BNJMZ $BSE c) Creation and introduction of the programme supporting the development of a residential base for families raising a larger number of children: t -FWFM PG UIF GFFMJOH PG TPDJBM TFDVSJUZ BOE TBUJTGBDUJPO XJUI DPOEJUJPOT PG MJWJOH JO UIF $JUZ PG 1P[OBO 4) The unemployed โ social and occupational reintegration: a) Periodical diagnosis of the social and occupational potential of occupationally passive people in order to select proper work methods and techniques: t /VNCFS PG QFPQMF XJUI B EFUFSNJOFE BCJMJUZ UP XPSL t /VNCFS PG QFPQMF XIP IBWF FOUFSFE JOUP FNQMPZNFOU t /VNCFS PG QFPQMF XIP LFQU UIFJS FNQMPZNFOU F H GPS B QFSJPE PG BU MFBTU NPOUIT b) Individual paths of active social and occupational integration as a part of social contracts: t /VNCFS PG QFPQMF GPMMPXJOH JOEJWJEVBM JOUFHSBUJPO QBUIT t /VNCFS PG QFPQMF SBJTJOH UIFJS TPDJBM BOE PDDVQBUJPOBM RVBMJรถDBUJPOT BOE DPNQFUFODFT t -FWFM PG UIF GFFMJOH PG TFDVSJUZ TFMG FWBMVBUJPO TDBMF FUD c) Group forms of work in Social Integration Clubs: t /VNCFS PG QFPQMF VTJOH HSPVQ GPSNT PG XPSL d) Environmental measures activating people threatened with social exclusion and their closest surroundings: t /VNCFS PG QFPQMF BOE GBNJMJFT QBSUJDJQBUJOH JO FOWJSPONFOUBM NFBTVSFT

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e) â&#x20AC;&#x153;Social entrepreneurshipâ&#x20AC;?: t /VNCFS PG QFPQMF CFOFĂśUJOH GSPN TPDJBM FNQMPZNFOU t /VNCFS PG GVODUJPOJOH TPDJBM FDPOPNZ FOUJUJFT t /VNCFS PG OFXMZ FTUBCMJTIFE TPDJBM FDPOPNZ FOUJUJFT 5) Support and social activation of the elderly: t /VNCFS PG XPSL PĂ˛FST BOE GPSNT PG TPDJBM BDUJWJUZ GPS UIF FMEFSMZ t /VNCFS BOE TDPQF PG DBSF TFSWJDFT QSPWJEFE GPS UIF FMEFSMZ t /VNCFS PG QMBDFT BOE GPSNT PG GBNJMZ IFMQ IPNFT t /VNCFS BOE TDPQF PG PĂ˛FST PG EBZ DBSF IPNFT OVNCFS PG QMBDFT GPS TIPSU UFSN TUBZT t /VNCFS PG TVQQPSU HSPVQT OVNCFS PG QFPQMF CFOFĂśUJOH GSPN DPVOTFMMJOH t /VNCFS PG DIJMESFO ZPVOH QFPQMF BOE UIF FMEFSMZ QBSUJDJQBUJOH JO UIF JOUFS HFOFSBUJPO JOUFHSBUJPO programmes.

Risk of the programmeâ&#x20AC;&#x2122;s implementation: difficulties. * Budget Non-acquisition of co-financing from external funds or lack of such possibilities under operational programmes after * 2013. interest on the part of potential partners. * No Cooperation problems among partners. * Unexpected change in the demographic structure. * No suitable legal solutions. *

Beneficiaries: Poznanâ&#x20AC;&#x2122;s inhabitants, including: * t 1P[OBO GBNJMJFT

t $IJMESFO BOE ZPVOH QFPQMF t "EVMUT t 1FPQMF SFUVSOJOH UP UIF MBCPVS NBSLFU t 5IF EJTBCMFE t 5IF FMEFSMZ

Programme coordinator: Municipal Social Service for Families (Miejski OĹ&#x203A;rodek Pomocy Rodzinie, MOPR). Cooperation: Health and Social Issues Department. Organisational Department. Department of Municipal and Housing Administration. Physical Culture Department. Culture and Arts Department.

* * * * *

External partners: regional and government administration. * Local, Non-governmental * School and academicorganisations. * Work places, economiccentres. * Local community. entities. * Local, regional and national media. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 12

Poznan Modernist Housing Estates

New programme

Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life)

Objectives: and spatial transformation, and reevaluation and regeneration of degraded areas. * Functional Humanisation of housing estates. *

Programme aim: Preservation of model modernist spatial systems present in the solutions of Poznan residential estates from the 1960s to the 1980s. Promotion of the “Poznan urban planning thought.”

Genesis and general description of the programme: From the 1960s to the end of the 1980s a number of residential estates were built in Poznan. The vast majority of these estates exemplifies good, consistently completed, urban planning and architectural projects. They were designed according to the then valid modernist standards, ideas and concepts. Programme wise, modernist estates constitute an example of “homes in greenery” which were an alternative to the nineteenth-century dense development with annexes and “well” courtyards. The parameters of development density and distance between buildings in these estates are considerably better not only than the nineteenth-century development. The vast majority of contemporary built residential estates fall behind them, as parameters result from economic calculation and much more liberal construction regulations concerning these matters. Functional solutions in flats are usually well thought-through and optimised when one considers the restrictions imposed by the usage of prefabricated concrete structures and the norms for designing flats and buildings valid in previous years. The restrictions necessitated the accuracy of design that is not always found today. Today, many flats are much “less dense,” and may form an attractive alternative on the secondary property market. Due to the system of their completion, that is prefabricated concrete technology, the settlement designs do not have a good opinion. Used in the socialist era, this technology is currently “morally” and technically degraded. Living in blocks of flats is no longer ennoblement. For many years many basic services were not carried out in these estates (though they were in the designs.). The most essential services were located in the “pavilion” boxes, and kiosks and containers created without any plan. Though included in the designs, the multi-level estate car parks were never constructed. Shared zone access to buildings are filled with cars that park under the buildings’ windows. However, these are model and interesting ventures that constitute great examples of the creative contribution of the postwar generation of Poznan urban planners and architects in the history of Polish urban planning thought. They are worth preserving and protecting from degradation. It is also worth exposing the spatial and ideal values hiding in them. Special threat to the urban planning values of individual estates are not always well thought-through in designs for making them denser with buildings erected at plots that can be developed with the observance of currently valid regulations on these matters. These estates are home to more than half of Poznan’s inhabitants. Thanks to buildings’ revitalisation and space humanisation it is possible to create a new quality and ensure functional diversity instead of the monoculture of soulless blocks of prefabricated concrete.

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Planned measures/projects: 1) Spatial analyses of individual areas and housing estates designs concerning the historical and location issues, values and quality of urban planning and architectural concepts, execution systems, authors’ teams, design studios and construction completion. 2) Initial studies and expertise concerning the condition of structure, installation and other technical elements of the buildings, economic analyses of the costs of revitalisation, renovation and thermal modernisation, as well as prices and value of flats and land. Sociological studies. 3) Analyses and concepts of supplementary functional programmes for selected areas that take into consideration their historical, spatial, technical and social character. 4) Management designs and concepts for the marked-out areas that take into consideration access solutions, access roads and car parks, supplementary development, local centres gathering public functions, services, small architecture and greenery. Urban planning and architectural competitions. 5) Analyses of the costs of the execution of designs, sources of financing, and search for partners for their execution. Marketing measures. 6) Area management projects and architectural and construction designs for new structures, and revitalisation, renovation and thermal modernisation of the existing buildings. Designs for the adaptation and reconstruction of flats and entire buildings. 7) Coordinated execution of individual detailed projects. 8) Technical expertise, economic analyses and sociological studies after the projects’ completion.

Main tasks included in the above-mentioned projects: 1) Specification of areas of the programme’s execution within settlement complexes, determination of main directions and detailed objectives in the marked-out areas, determination of the order of work and measures undertaken. Consultations with interested environments. 2) Determination of the scope and scale of economic and social impact. Specification of expected and desired scenarios of the measures undertaken. Forecasts concerning the results of the measures undertaken. 3) Preparation (formulation) of function-and-usage and execution programmes that take into account the specific nature of individual areas. Determination of projects and tasks within the marked-out areas. Preparation of guidelines and conditions for urban planning and architectural competition. Public consultations. 4) Urban planning and architectural competitions in order to select the best concepts and projects of solutions for individual areas. Public discussions about the projects. Public consultations. 5) Preparation of area management projects for marked-out areas, and architectural and construction projects of new structures and revitalisation, renovation and thermal modernisation of the existing buildings. Detailed cost calculations. 6) Selection of investors and executors of individual projects. Determination of tasks. Detailed preparation of schedules for the project’s execution.

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Compliance of programme assumptions with municipal, regional and national strategic documents: of Conditions and Directions for Spatial Management of the City of Poznan. * Study Local spatial plans. * Parking Policymanagement of the city. *

Connections with other programmes of the strategy: Poznan. * Clean Cultural Poznan. * Socially Sensitive * Poznan for Tourists.Poznan. *

Results of the programme’s implementation: of the process of degradation and protection of spatial systems and architectural values of Poznan modernist * Inhibition estates. of spatial order, counteracting against uncontrolled changes in the development (making it denser) leading * Preservation to the loss of characteristic valuable features of estate space. attractiveness of estates as a place to live in for its inhabitants. Improvement of the quality and functionality * Greater standards at some estates. Improvement of the inhabitants’ quality of life. of the functional structure of estates with new, necessary and attractive elements. Creation of the new * Supplementation quality, and achievement of functional plurality and diversity (estates are not only the “bedroom” of the city). Rise in the

* * * * *

value of estate areas. Continuation of renovation and modernisation of old stock. A stop to the technical and “moral” degradation of flats and buildings. Energy consumption savings. Formation of the habits of cultural usage of common space. Increase in the inhabitants’ “aesthetic” awareness. Ordering of access roads and parking cars at estates. Elimination of housing-car conflicts. Assurance of public space and flat availability to the disabled. Counteracting against social degradation and exclusion of estate inhabitants. Social integration and activation of the inhabitants. Improvement of the water balance at the developed areas by the protection of water resources and rational rainwater management.

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Potential sources of financing, including external financing: of housing cooperatives (execution projects and completion). * Resources of the state budget (projects and completion of thermal modernisation of buildings). * Resources Resources of the City budget (Urban Planning and Architecture Department â&#x20AC;&#x201C; spatial analyses, studies, concepts, * competitions).

* Resources of private investors (public-private partnership) â&#x20AC;&#x201C; (new development, new functions, flats). Indexes of the programmeâ&#x20AC;&#x2122;s implementation: Quantitative parameters: * t /VNCFS BOE EJWFSTJUZ PG BOBMZUJDBM TUVEJFT

* *

t "SFB N2, ha) covered by the studies, t /VNCFS PG CVJMEJOHT Ă¸BUT N3), elevation surface (m2), t *ODVSSFE FYQFOEJUVSFT 1-/ â&#x20AC;&#x153;Socialâ&#x20AC;? parameters â&#x20AC;&#x201C; to be determined. Sociological parameters.

Risk of the programmeâ&#x20AC;&#x2122;s implementation: financial resources. * Insufficient Unwillingness to start cooperation on the part of the boards of housing cooperatives and other partners. *

Beneficiaries: of Poznan, including particularly the inhabitants of estates. * Inhabitants Housing cooperatives. * Investors. *

Programme coordinator: Urban Planning and Architecture Department. Cooperation: Municipal Urban Studio. Departments of the Poznan City Hall. Municipal Housing Management Company. Board of Communal Premises Stock.

* * * *

External partners: (Association of Polish Architects, Society of Polish Town Planners). * Associations Housing cooperatives. * Settlement self-governments. * Universities. * Polish Association of Architecture Students. * Non-governmental organisation. * Ownersâ&#x20AC;&#x2122; communities and building administrators. * Investor. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 13

Spaces for Business

New programme

Objectives: of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular * Improvement consideration given to high tech industries, creative industries and the SME sector. and improvement in the attractiveness of valuable elements of Poznan’s space. * Exposure * Functional and spatial transformation, and reevaluation and regeneration of degraded areas.

Programme aims: activation of investment areas (post-industrial and post-military areas) by: * Economic a) Management of city areas attractive in terms of investments;

* *

b) Reinforcement of areas with necessary infrastructure, and thus the creation of favourable conditions for investments; c) Inhibition of the process of degradation of valuable historical urban planning and architectural systems of industrial areas; d) Restoration of spatial and architectural order for post-industrial and post-military areas; e) Adaptation of the old stock to new needs, appointment of new social and cultural functions; f ) Increase in the attractiveness of local areas for inhabitants and investors. Support for the creation of new work places: a) Creation of new work places, and thus a reduction of unemployment; b) Increase in the value of the city’s GDP. Increase in the city’s investment attractiveness: a) Industry diversification of the city’s economy; b) Greater supply of services; c) Increase of the level of quality of services.

Genesis and general description of the programme: From the economic point of view space is a rare commodity which, at the same time, is indispensable to conduct and develop economic activity. Elements important for economic entities include not only the physical dimension of space where they operate but also its shape, geographic and transportation location, current and permitted form of management, price, furnishing, cost of usage, neighbourhood, accessibility of resources situated within and outside of that space, and its characteristic threats. The object of the programme is to create conditions for the support of investments in new technologies and to activate degraded post-industrial and post-military areas located in the city. This programme can be executed by the creation of new infrastructure necessary to locate enterprises of the so-called new technology industry, and the social and economic activation of degraded post-industrial and post-military areas. The creation of new infrastructure will involve the completion of the Poznan Technology and Industry Park that is to provide premises for several dozen enterprises operating in the broadly understood ICT industry and economic enterprises, and the Old Gasworks, that is the complex of neglected but architecturally attractive buildings whose activation is aimed at the creation of a business support centre.

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As a result of the programme involving the management of attractive investment areas it is also envisaged to create regions of creative knowledge oriented as high technologies, particularly ICT technologies and highly specialised business support services. The spatial dimension of the preservation and location of these areas are closely related to the processes of suburbanisation and revitalisation of city space. Enterprises from the creative knowledge sector willingly locate their premises in revitalised areas, while some of them choose attractive locations in the suburban zone forming Special Economic Zones. In the field of creating innovative economy areas one may draw on the experiences of such cities as Munich, Birmingham and Helsinki where formerly degraded areas were adapted to the requirements posed by enterprises related to the new technology sector. Transforming Poznan into a city favouring the development of companies from the innovative economy sector requires close connections with scientific and research units. That is why the programme will support the establishment of specialised institutions enabling a transfer of knowledge and technology and stimulating entrepreneurship. Primarily such establishments will perform the functions of incubators and counselling points, which will increase Poznan’s effectiveness as one of the main centres of higher education in Poland. Full utilisation of the city’s potential in this area will be fostered by the development of cooperation with Poznan universities, particularly with regard to endeavours to promote the entrepreneurial foundations among local graduates and scientific employees. It should also be emphasised that the development of a sector based on a high technology sector in the Poznan economy fits both key development challenges included in the “Poland 2030 Development Challenges” government report (concerning primarily the increase of competitiveness via a knowledge-based economy and the development of intellectual capital), and challenges formulated by the “Economy and Science” team as part of the prepared Development Strategy for the City of Poznan which stipulates that Poznan should become: t university centre of European importance, t city of modern enterprises capable of competing on the global market, t city attractive to creative, active and entrepreneurial people with high qualifications. The programme’s implementation is to contribute to the rise of Poznan’s international importance in the European network of metropolises anticipated in the above-mentioned “Poland 2030” report, and the creative sector may be one of the key impulses for such a rise. Exposure of Poznan’s historical industrial structures also contributes to the creation of culturally attractive public spaces addressed largely to the inhabitants of the agglomeration. To this end it is planned to manage buildings located in the city centre, such as the area of the old gasworks and former slaughterhouse and meat factory on Garbary Street, for cultural purposes.

Planned measures/projects: Investment measures: Preparation of reinforced investment areas: 1.

Special Economic Zone: a) Preparation of the Feasibility Study – increase in Poznan’s economic attractiveness by reinforcement of investment areas within the Franowo-Żegrze Poznan Logistics Centre; b) Preparation of an environmental impact report – increase in Poznan’s economic attractiveness by reinforcement of investment areas within the Franowo-Żegrze Poznan Logistics Centre; c) Preparation of a business plan for the reinforced investment areas within the Poznan subzone of the Kostrzyn-Słubice Special Economic Zone; d) Reinforcement and connection of areas in Franowo–Żegrze, including those belonging to the subzone of the Kostrzyn-Słubice Economic Zone.

Poznan Technology and Industry Park: a) Expansion of the Poznan Technology and Industry Park, including construction of new modules in the vicinity of 28 Czerwca 1956 street. b) Expansion of the Poznan Technology and Industry Park with new areas included in its development according to the vision of the park’s development (as part of a scattered park).

Old Gasworks cultural and business space: a) Revitalisation of the post-industrial area covering the premises of the old gas works with a view to using it for service, commercial and cultural functions (including mainly business environment institutions).

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Other: a) Renovation of buildings, spatial systems and architectural assumptions at the selected areas; b) Management of the downtown post-industrial space.

Non-investment measures: Post-industrial and post-military areas: a) Research and inventory works; b) Functional concepts and programmes. Other: a) Preparation of the diagnosis concerning the demand for investment areas in Poznan on the part of local and superregional investors; b) Preparation of the offered properties of the City of Poznan adapted to the needs of enterprises that would also take into consideration new prospective locations for companies which already operate in Poznan; c) Programme of relief from property tax for investors as part of the public aid programme for 2008–2013: – De minimis aid programme for entrepreneurs investing in the area of the Poznan Technology and Industry Park, – Regional aid programme for entrepreneurs investing at the area of the entire city; d) Measures aimed at the improvement of cooperation between entrepreneurs, universities and scientific-and-research institutions; e) Measures aimed at the improvement of the “city-universities” cooperation in the field of attracting innovative investments, f ) Conducting the analysis/ study of investors’ satisfaction; g) Support for the establishment of business and industry parks; h) Poznan’s investment marketing.

Main tasks included in the above-mentioned projects: 1) Special Economic Zone: a) Management and reinforcement of areas of the special economic zone for innovative companies established within the area of 55ha in the Franowo-Żegrze district; b) Creation of an Investor Services Centre (possibly within the structures of the entity managing the zone). 2) Poznan Technology and Industry Park: a) Construction of three segments of the new Poznan Technology and Industry Park at the present location on 28 Czerwca 1956 street. When the project is completed, about 16,000 square metres of high-class office space will be made available; b) Creation of the entrepreneurship incubator on an area of about 300–500 m2 separated from the office part of the Poznan Technology and Industry Park. The park’s expansion with a complex of 3 buildings will enable the creation of the incubator in one of the currently existing buildings (with lower parameters but considerably lower costs of rent for the newly-established enterprises that will be the incubator’s clients); c) Gradual process of the inclusion of new areas (including post-industrial areas) to the park’s structure, their revitalisation and commercialization – similarly to the test structure (building No.398) on 28 Czerwca 1956 street; d) Creation of the Technology Transfer Centre (e.g. with the use of the park’s resources, in collaboration with universities, invitation for cooperation addressed to the existing and new lessees of the Poznan Technology and Industry Park). 3) Old Gasworks cultural and business space: a) Preparation and adoption of the local spatial management plan; b) Measures aimed at the promotion of the place, such as periodical mass events, happenings, promotional competitions; c) Construction, renovation, adaptation and modernisation of post-industrial structures situated at the premises of the old gas works for the purposes of service and commercial functions, heating facilities, culture, businessrelated and tourist services; d) Comprehensive management of public spaces at the old gas works for the purposes of cultural, sports and recreational events;

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e) Construction and renovation of internal transportation systems and construction of car parks, including underground car parks; f ) Area reclamation; demolition of structures for the purpose of the location of new functions; g) Construction of access roads to the old gas works; construction and renovation of the remaining network infrastructure. 4) Research and inventory work: Preparation of studies leading to: a) Selection of areas for the programmeâ&#x20AC;&#x2122;s execution; b) Indication of connections with other projects. 5) Functional concepts and programmes: Preparation of studies leading to: a) Determination of projects and tasks within the specified areas; b) Preparation of functional and usage programmes; c) Determination of economic and social impact. 6) Renovation of structures, spatial systems and architectural assumptions at the selected areas: a) Renovation and modernisation, and functional and spatial modernisation with the surroundings; b) Adaptation of spaces and buildings to new functions; c) Conservation and restoration work. 7) Management of the downtown post-industrial space: Measures stimulating the transformation of post-industrial areas: a) Former slaughterhouse and meat factory on Garbary Street: t 1SFQBSBUJPO BOE BEPQUJPO PG B MPDBM TQBUJBM NBOBHFNFOU QMBO t 1SFQBSBUJPO PG OFDFTTBSZ JOGSBTUSVDUVSF FMFNFOUT JODMVEJOH UIF USBOTQPSUBUJPO TZTUFN t .FBTVSFT BJNFE BU UIF QSPNPUJPO PG UIF QMBDF TVDI BT QFSJPEJDBM NBTT FWFOUT IBQQFOJOHT QSPNPUJPOBM competitions; b) Garbary heat and power plant: t 1SFQBSBUJPO BOE BEPQUJPO PG B MPDBM TQBUJBM NBOBHFNFOU QMBO t 1SFQBSBUJPO PG OFDFTTBSZ JOGSBTUSVDUVSF FMFNFOUT JODMVEJOH UIF USBOTQPSUBUJPO TZTUFN t .FBTVSFT BJNFE BU UIF QSPNPUJPO PG UIF QMBDF TVDI BT QFSJPEJDBM NBTT FWFOUT IBQQFOJOHT QSPNPUJPOBM competitions;

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c) Wolne Tory and ZNTK: t 1SFQBSBUJPO PG B DPIFSFOU DPODFQU GPS BSFB NBOBHFNFOU BOE QSFQBSBUJPO BOE BEPQUJPO PG B MPDBM TQBUJBM management plan for the ZNTK area, t 1SFQBSBUJPO PG OFDFTTBSZ JOGSBTUSVDUVSF FMFNFOUT JODMVEJOH UIF USBOTQPSUBUJPO TZTUFN t .FBTVSFT BJNFE BU UIF QSPNPUJPO PG UIF QMBDF TVDI BT QFSJPEJDBM NBTT FWFOUT IBQQFOJOHT QSPNPUJPOBM competitions.

Compliance of the programme’s assumptions with regional and national strategic documents: Development Strategy 2007–2015. * National National Cohesion Strategy 2007–2013. * Development for the Wielkopolska Region to 2020. * Strategic Plan ofStrategy the Ministry of Economy. * Directions for the increase of the economy’s innovativeness for 2007–2013. *

Connections with other programmes of the strategy: and Scientific Poznan. * Academic Digital Poznan. * Clean Poznan. * Cultural Poznan. * Metropolitan Poznan. * Downtown Markets and Squares. * Knowledge for Business. *

Connections with industry policies, detailed strategic and programmes adopted by the Poznan City Council: Revitalisation Programme for the City of Poznan – second edition, Regulation of the Poznan City Council 24 * Municipal October 2006.

Results of the programme’s implementation: and economic activation of post-industrial and post-military areas. * Social Rise in the number of new enterprises (particularly in the highly developed services sector). * Ordering of the city space included in the programme. *

Potential sources of financing, including external financing: As a part of EU funds: Operational Programme for Infrastructure and Environment. Operational Programme for an Innovative Economy. Operational Programme for Human Capital. Wielkopolska Regional Operational Programme. Jessica Community Initiative. Other: Public-private partnership. Ministry of Culture. City budget. Private capital.

* * * * * * * * *

Indexes of the programme’s implementation: of companies investing in the areas included in the programme. * Number New work in the areas included in the programme. * Surface areaplaces of activated post-industrial and post-military areas. * Number of newly-established business environment institutions. * *STRATEGY FOR THE CITY OF POZNAN 2030

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Risk of the programme’s implementation: expenditure – only detailed cost calculations with regard to * Investment the projects’ execution will enable the estimation of risk. execution requires broad cooperation with various entities * Programme and city units which will follow their own interests and execution of their

* * *

own goals. Identification of competences may cause that the execution of the set goals will be burdened with some level of risk. The execution of some projects depends on the current financial situation of the city. Execution of the “Old Gasworks” project is burdened with very high risk related to legal and ownership problems. Organisational and technical problems – arising from potential restrictions in management, for example due to post-industrial contamination.

Beneficiaries: inhabitants. * Poznan’s Entrepreneurs – micro-enterprises. * Small and medium-size * Large enterprises. enterprises. * Enterprises operating in the Special Economic Zone. * Business-environment institutions. * Cultural institutions. * Scientific units. * Universities. * Non-governmental organisations. * Social and economic partners. *

Programme coordinators: Programmes and funds Unit. * European Municipal Urban Studio. * Cooperation: Urban Planning and Architecture Department. City Heritage Conservator. Business Activity Department. Department of Real Estate Management. Department of Municipal and Housing Administration. Environmental Protection Department. Culture and Arts Department. Investor Relations Department. Owner’s Supervision Office. Board of Communal Housing Stock. Wielkopolska Centre for Initiative Support. City Road Board.

* * * * * * * * * * * *

External partners: of Economy. * Ministry of Culture and National Heritage. * Ministry Marshall’s Office of the Wielkopolska Region. * Entrepreneurs. * Associations and chambers of commerce. * Owners and administrators of properties. * Universities. * Cultural organisations and institutions. * *STRATEGY FOR THE CITY OF POZNAN 2030

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 14

City by the River New programme Strategic goals: Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n

Objectives: and improvement in the attractiveness of valuable elements of Poznan’s space. * Exposure Functional and spatial transformation, and reevaluation and regeneration of degraded areas. * Increase in Poznan’s attractiveness as a place to live in. * Enriching sports and recreational facilities for the inhabitants and visitors. *

Programme aims: of dense architecture with boulevards and townhouses. * Creation Making it to practise various water sports (rowing, sailing, mountain canoeing). * Exposure ofpossible historical spaces – creation of a new square at the watercourse at the Royal-Imperial Route. * Creation of accessible, attractive places for pedestrians to meet, cyclists and people travelling with the use of public * transport in the form of small architectural designs of pedestrian precincts, cycle paths, benches and fountains. of watercourse public spaces with the possibility of generating new commercial functions along the River * Creation Warta (eating facilities, services, artistic craftsmanship, etc). of a dynamic system of city park routes and a network of pedestrian connections along the Stare Miasto– * Creation Chwaliszewo–Ostrów Tumski–Śródka line. of areas for cultural measures (creation of spaces for artistic events with a river view with a broad prospect of * Creation the city – the Malta Festival also located next to the River Warta ). attractive locations for the execution of residential buildings at the watercourse: the Warta Park and the Chwaliszewo * Very Port.

* Inclusion of the river to the systems of agglomeration and city transportation (water trams, bridge crossings). Genesis and general description of the programme: In the 1960s the filling of the old Warta riverbed disturbed the urban system of the city, and Chwaliszewo became a part of the left-bank of Poznan. The old riverbed area has not been managed till the present day, and is an unattractive and dangerous place for inhabitants, similarly to other places located along the river. The lack of management of riverbank areas and the insufficient number of crossings formed a barrier in the integration of the Old and New Town. Considerable pollution with communal and industrial sewage meant that recreation and sports activities were undertaken at the lake Malta complex. The poor results of revitalisation, particularly those related to the Royal-Imperial Route, stem from the lack of commitment to the execution of programmes associated with the River Warta. The forgotten northern part of Ostrów Tumski, the right-bank at Zawady and the left-bank at Szeląg constitute areas with the potential for creating recreational, sports and cultural activities. One can imagine the areas next to the River Warta as a tissue with Old Town architecture and dense development (townhouses) at Chwaliszewo and the river boulevard, a beautiful park in the old Warta riverbed and an open square instead of the old Chwaliszewski bridge. The introduction of innovative architecture in Zagórze and Zawady will attract well-known

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national and international companies and institutions, increasing the prestige of this place which will become an element of the city’s promotion in the region. The marina on the Ulgi Canal in the northern part of Ostrów Tumski and open spaces at the site of Prefabet constitute an alternative place for staging performances and events and organising family relaxation in relation to the areas at Lake Malta. New crossings at (Berdychowski Bridge and Winogrady–Zawady Bridge) linking the Old and New Town shall facilitate the city’s inhabitants and visitors to access the areas by the River Warta.

Planned measures/projects: 1) Launch of new, touristically attractive, seasonal transportation connections on the River Warta (water trams, pleasure boats). 2) Construction of new bridge crossings (including: Berdychowski Bridge, Winogrady–Zawady Bridge, footpaths). 3) Construction of boulevards. 4) Construction of cycle paths, sports pitches, parks, playgrounds. 5) Connection of water reservoirs within the city limits (sluices and channels). 6) Construction of water sports and recreation infrastructure (marinas, jetties, water sports equipment rental). 7) Popularisation of new sports disciplines (water skiing, rapid river with mountain canoeing as a supplement to the existing means of organising water sports events at the Malta Lake). 8) Adaptation of riverbank areas and creation of infrastructure enabling the organisation of cultural events and artistic exhibitions. 9) Creation of a climate for the establishment of riverbank investments, also with the participation of the city as a partner.

Main tasks included in the above-mentioned projects: 1) Launch of new, touristically attractive, seasonal transportation connections on the River Warta (water trams, pleasure boats): a) Analysis of the possibility of introducing new means of public transportation; b) Study of technical possibilities and analysis of offers for such boats; c) Economic analysis of the introduction of new transport; d) Potential enforcement of the project by announcing a tender for the equipment and construction of water stops or finding an economic entity that will enforce the project. 2) Construction of new bridge crossings (including: Berdychowski Bridge, Winogrady–Zawady Bridge, footpaths): a) Analysis of social conditions (greater accessibility of individual districts) and economic conditions (construction costs); b) Indication of the crossings’ location; c) Commencement of construction work. 3) Construction of boulevards: a) Enabling the projects’ execution as a part of the public-private partnership or special purpose vehicle – finding investors and selecting the proper legal form; b) Considering the possibilities of placing generally available pedestrian precincts along the banks of the River Warta . 4) Construction of cycle paths, sports pitches, parks, playgrounds: a) Management of floodplains in the River Warta valley with pedestrian and cycle paths, sports pitches; b) Competition for the arrangement of a public space in the Old Warta Riverbed; c) Execution according to the winning concept. 5) Connection of water reservoirs within the city’s limits (sluices and channels): a) Analysis of the possibility of executing the concept for construction of technical infrastructure linking the Malta lake and the River Warta in the context of independent functioning or as part of the rapid river project; b) Appointment of external consultants; c) Invitation of partner cities for cooperation.

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6) Construction of water sports and recreation infrastructure (marinas, jetties, water sports equipment rentals): a) Analysis of demand for the construction of new structures related to the river; b) Preparation of the economic analysis; c) Search for private partners and enabling independent investments to economic entities; d) Determination of the model of cooperation of partner cities. 7) Popularisation of new sports disciplines (water skiing, rapid river with mountain canoeing as a supplement to the existing organising of water sports events at the Malta Lake): a) Analysis of technical and financial possibility of constructing “rapid river” from the Malta lake to the River Warta as a course for hosting mountain canoeing competitions; b) Analysis of the technical possibility of practising water skiing with a lift (like in Augustów); c) Commencement of execution in order to achieve benefits stemming from the possibility to host competitions in nearly all water disciplines. 8) Adaptation of riverbank areas and creation of infrastructure enabling the organisation of cultural events and artistic exhibitions: a) Ordering of the system of ownership of areas in the northern part of Ostrów Tumski (Prefabet and Garbary Heat and Power Plant) in order to adapt these areas for public events; b) Analysis of demand for areas to host large open-air events; c) Commission for the construction of a permanent amphitheatre, areas assigned for sport and recreation. 9) Creation of a climate for the establishment of riverbank investments, also with the participation of the city as a partner: a) Preparation of projects as part of the public-private partnership or special purpose vehicle – finding investors and selecting the proper legal form; b) Acquisition of EU grants for infrastructural ventures; c) Promotional measures aimed at the change of image from a fair city to a city of active recreation and infrastructure for active ways of spending time.

Compliance of the programme’s assumptions with regional and national strategic documents:

* “Odra 2006” programme, River Warta basin, the Great Loop of Wielkopolska, Wisła–Odra watercourse. Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: No. LXXXIX/1006/IV/2006 concerning the adoption of the “Municipal Revitalisation Programme for the City * Regulation of Poznan – Śródka test stage.” No. CVI/1256/IV/06 concerning the adoption of the “Municipal Revitalisation Programme for the City of Poznan * Regulation – second edition.” No. LXXXVII/988/IV/2006 of the Poznan City Council 7 February 2006 concerning the adoption of the * Regulation Development Strategy for the “Royal-Imperial Route in Poznan” National Tourist Product. No. XL/430/V/13/2008 of the Poznan City Council 8 July 2008 concerning the purposefulness of the execution * Position of the “Interactive Centre of Ostrów Tumski History – Cradle of Statehood and Christianity in Poland” project. No. LVIII/785/V/2009 of the Poznan City Council 7 July 2009 concerning the establishment and appointment * Regulation of the statute of the TRAKT Cultural Tourism Centre.

Connections with other programmes of the strategy: and Scientific Poznan. * Academic Recreation in Poznan. * Active Cultural Poznan. * Poznan Modernist Housing Estates. * Spaces for Business. * Sporting Poznan. * Downtown Markets and Squares. * *STRATEGY FOR THE CITY OF POZNAN 2030

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for Tourists. * Poznan Healthy Poznan. * Sustainable Transport Development. *

Results of the programme’s implementation: – internationally known centre of water sports. * Poznan River Warta as an integral part of the city. * Attractive riverbank areas. * New tourist, sports and recreation. * Additional, supplementary recreation for the Malta Lake and other Poznan lakes. * Higher income for the city budget and the inhabitants from tourism and organisation of international competitions. * Higher income related to the economic development of Chwaliszewo, Ostrów Tumski, Śródka, and a greater number of * work places. of neglected areas by the river. * Revitalisation Increase in the number of tourists and enthusiasts of water sports in the city. * Inhabitants’ satisfaction. * Improvement of safety at areas by the river. *

Potential sources of financing, including external financing: budget. * City funds. * European Private capital. *

Indexes of the programme’s implementation: indexes of the programme’s execution involve mainly the indicators of satisfaction of the inhabitants and visitors * The to Poznan. Additionally, one should take into consideration the number of people using water trams, pleasure boats,

* *

water sports equipment rentals, numbers and surface areas of recreation and sports areas, length of cycle paths and pedestrian areas in parks, number of hotel guests, number of eating places, waiting time in traffic jams, and the time it takes to pass through the city. Increased prestige of a place can be measured with the rise of property prices, number and quality of attracted national and foreign companies, number of newly-opened galleries and exhibitions, number and rank of organised open-air shows and sports events. In the economic sphere the indexes shall include proceeds to the city budget, inhabitants’ wealth, number of new work places, the unemployment rate, number of vacant residential buildings and service premises.

Risk of the programme’s implementation: financial resources. * No No partners for the execution of investments. * Legal status of properties. * Valid legal regulations. * No interest in the execution on the part of beneficiaries. * Increase in environmental pollution. * Hydrological conditions. * No cooperation on the part of neighbouring districts and institutions. * Infrastructural conditions. * No local spatial management plan. * No experience. * Political conditions. * Inhabitants’ protests. * Insufficient planning. * Unadjusted structure of the entity executing the programme. *

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Beneficiaries: of Poznan and neighbouring * Inhabitants districts.

* Students. * Artists. * Tourists. * Investors. * Athletes. Programme coordinator: Department of Real Estate Management. Cooperation: Urban Planning and Architecture Department. Municipal Urban Studio. City Heritage Conservator. Physical Culture Department. Poznan Sports and Recreation Centres. City Greenery Board. City Development Department. Department of Municipal and Housing Administration. City Promotion Office. Investor Relations Department. European Programmes and Funds Unit. City Road Board.

* * * * * * * * * * * *

External partners: Water Management Board. * Regional City Cyclistsâ&#x20AC;&#x2122; Section. * Settlement councils. * Sports and tourism organisations. * Universities. * Metropolitan Curia. * Non-governmental organisations. * Owners and administrators of properties. * Organisations of merchants and * tradesmen.

* Investors.

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Sporting Poznan

No. of the programme: 15

Continuation of the Development Plan for the City of Poznan

Strategic goals: Increase in the City’s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n

Objectives: of the rank of international centre of culture and tourism by Poznan. * Achievement Increase in Poznan’s as a place to live in. * Enriching sports andattractiveness recreational facilities for the inhabitants and visitors. * Improvement of inhabitants’ health awareness and accessibility to health services. *

Programme aims: in the City of Poznan’s importance as a centre of sports recognised abroad. * Increase Propagation of an active, healthy lifestyle among the inhabitants and improvement of the quality of life in Poznan with * regard to the available forms of spending free time (recreation).

Genesis and general description of the programme: The “Sporting Poznan” programme aims primarily at the increase in Poznan’s importance as a centre of sports in Europe, and the improvement of the quality of life with regard to the available forms of spending free time. In recent years Poznan has gained a relatively strong position as a city “betting on sports,” and is seen in Poland as a centre of sports. However, other Polish cities, like Bydgoszcz, Wrocław and Łódź, have also put themselves forward for the role of a “city, centre of sports.” These cities receive considerable support for the organization of international sports events in the form of new infrastructure that attracts Polish sports federations, international federations and private investors. Obtaining the rights to host international sports events by Poznan requires the preparation of an adequate sports infrastructure. The existence next to host cities of sports events, like Munich, Prague and Goteborg, also involves the proper determination of sports as an element of identity of the City of Poznan and the Poznan sports initiatives. The “Sporting Poznan” programme has been designed in order to ensure better conditions for Poznan’s inhabitants to take part in physical activity. It is one of the elements of prophylaxis against civilisation diseases, and, in the long run, prophylaxis is cheaper and more effective than treatment. Apart from the preparation of the proper sports and recreation infrastructures, the key factor affecting the popularity of recreation among Poznan inhabitants is the promotion of the idea of a healthy, active lifestyle. These measures must be undertaken even in relation to the youngest inhabitants of Poznan and refer to all age groups. In addition, Poznan as a centre of sports must have an effective university centre training coaches, sports managers with high qualifications and skills, an extensive system of voluntary work, network of animators and organisers of accompanying events. All of the above-mentioned elements will contribute to the promotion of recreation and healthy lifestyle among the inhabitants, particularly children and young teenagers that will bring not only new generations of athletes but also healthy adults interested in physical activity.

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Planned measures/projects: 1) Promotion and organisation of sports activities for children and teenagers. 2) Expansion of the sports infrastructure. 3) Active endeavours to obtain the rights to host international sports events – maintenance of the role of Poznan as an important sports centre in Poland and making the city known as an international sports centre. 4) Mass sports – support for the inhabitants’ physical activity. 5) Improvement of the level and professionalism of the functioning of Poznan clubs whose operations are to bear the fruit of future participation in supranational competitions and organisation of sports events with much higher status and level of attractiveness for the inhabitants. 6) Sports as an element of identity of the City of Poznan and an instrument for the creation of its image.

Main tasks included in the above-mentioned projects: 1) Promotion and organisation of sports activities for children and teenagers: a) Formation of sports habits among children and teenagers, pursuant to the law on local self-government, with the active participation of educational establishments; b) Organisation of “little leagues,” competitions for pre-school children, inter-school tournaments, competitions among Polish cities and partner cities; c) Patronage of the Mayor over sports events for children and teenagers; d) Invitation of stars and icons of Polish sport to events for children and teenagers; e) Utilisation of distinguished sports figures used in the participation of the events for their participation in meetings with teenagers in order to promote sports disciplines and events. 2) Expansion of the sports infrastructure: a) Construction of multi-functional sports and entertainment venues that could seat thousands of spectators (10,000–15,000) in order to host sports events of the highest rank, that is World and European Championships; b) Taking over of the premises of the Golęcin sports and recreation complex from the police and its expansion; c) Increase in the importance of the Malta Regatta Course as a centre of water sports; d) Construction of a multi-functional arena on Pułaskiego Street, seating a minimum of 3,500 people; e) Expansion and improvement of attractiveness of the sports and recreation complex around the City Stadium on Bułgarska Street; f ) Expansion of the sports and recreation complex around the Arena (modernisation of the building, construction of sports pitches and modern playgrounds, modernisation of archery range and summer swimming pool); g) Construction of the “Na cyplu” complex on the River Warta bay at the Chrobrego Bridge: creation of the recreation, leisure and service complex encompassing eating facilities, all-year swimming pool, beach, walking routes, courts (tennis, basketball), marina, viewing terrace and ship hotel; h) Improvement of the “Poznan Race Track’s” importance as a centre of motor sports; i) Expansion of the hockey pitches on Promienista Street; j) Increase in the attractiveness of the “Chwiałka” sports and recreation complex – construction of a summer water park, modernisation of the sports facilities available at the venue; k) Increase in the attractiveness of the “Rataje” Water Centre – construction of all-year tennis courts with sanitary infrastructure, skate park roof, construction of a river jetty with a camping site, expansion of playgrounds and construction of courts for team beach sports. 3) Active endeavours to obtain the rights to host international sports events – maintenance of the role of Poznan as an important sports centre in Poland and making the city known as an international sports centre: a) Cooperation with Polish sports federations, Polish Olympic Committee (PKOl), Ministry of Sports and Tourism and other organisers of sports events from Poland and abroad; b) Calendar of international sports events as a determinant of endeavours for the rights to host these events in Poznan; c) Promotion of Poznan as a candidate city for hosting sports events. 4) Mass sports – support for the inhabitants’ physical activity (permanent measure): a) Creation of a network of sports animators and organisers of free time; b) Promotion of voluntary work related to sports among the elderly who have relevant experience and time;

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c) Promotion of an active lifestyle among all inhabitants (organisation of district, corporate and settlement leagues); d) Organisation of mass events; e) Cooperation with universities with regard to the preparation and organisation of professional training as skills improvement at the organisation of such events. 5) Improvement of the level and professionalism of the functioning of Poznan clubs whose activities are to bear the fruit of future participation in supranational competitions and organisation of sports events with much higher status and level of attractiveness for the inhabitants: a) Training sessions in the economics of sports, organisation of events and sports marketing (sports event as a marketing event); b) Improvement of the familiarity with sports law; c) Training sessions in the acquisition of resources from the European Union for financing various sports-related programmes; d) Systematic market surveys of the inhabitants (participants in sports events); e) Organisation of the forum of sports experience exchange, for example, between Poznan clubs and clubs based in partner cities. 6) Sports as an element of identity of the City of Poznan and an instrument for the creation of its image: a) Sports venues as elements of the city’s “architectural identity” and its sports character; b) Sports venues as places providing the opportunity to satisfy the inhabitants’ recreation and sports needs; c) International sports events as tools for creating the city’s internal image (formation of the city’s image in the eyes of its inhabitants) and its external image (events form a specific image of the city in the eyes of visitors, tourists and the media); d) Communication of Poznan sports initiatives and achievements of Poznan athletes.

Compliance of the programme’s assumptions with regional and national strategic documents: Strategy for Sports in Poland to 2015. * Development Wielkopolska Regional Operational Programme for 2007–2013. *

Connections with other programmes of the strategy: recreation in Poznan. * Active Poznan. * Metropolitan Civic Poznan. * Socially Sensitive Poznan. * Spaces for Business. * City by the River. * Poznan for Tourists. * Healthy Poznan. *

Connections with industry assumptions, detailed strategies and programmes adopted by the Poznan City Council:

* Development Strategy for the Malta recreation and sports centre in Poznan. Results of the programme’s implementation: – organiser of international sports events of the highest rank perceived in Europe and in the world as a City of * Poznan Sports. health awareness among Poznan’s inhabitants. * Greater Good psycho-physical condition of Poznan’s inhabitants affecting the improvement of their general health condition. * Poznan richer in civic sports initiatives. * Poznan being able to offer a wide selection of sports and recreation activities for the city’s inhabitants, guests and * visitors.

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and sports needs of the inhabitants are satisfied thanks to the functioning of a sufficient number of venues * Recreation offering a wide selection of recreation and sports activities. athletes are competitors and winners at international sports events and present the City of Poznan as a centre * Poznan of sports offering excellent development opportunities.

Potential sources of financing, including external financing: investors. * Private European funds. * City budget. * Regional budget. * Ministry of Sports and Tourism. *

Indexes of the programme’s implementation: and frequency of events. * Number Number of participants in events, sports classes, training sessions. * Number of sports venues. * Systematic surveys of the inhabitants and participants in sports events that will help, for example, to monitor the inhabitants’ satisfaction with the undertaken investments and measures for the development of recreation and sports in Poznan will point to the sports and recreation fields of interest of inhabitants and visitors. The surveys will provide a full profile of participants in sports events in subsequent years.

Risk of the programme’s implementation: related to legal procedures – the obtaining and time of obtaining permits necessary for investment execution. * Risk risk related to the unpredictability of the duration of tender proceedings. * Timeline Risk of non-observance of conditions by investment contractor. * Financial risk related mainly with the city’s financial situation in a far-off time perspective. *

Beneficiaries: of Poznan, Wielkopolska Region and Poland. * Inhabitants Poznan athletes. * Athletes from outside of Poznan participating in sports events. * Tourists, visitors, guests. * Children, teenagers, students. *

Programme coordinator: Physical Culture Department. Cooperation: Poznan Sports and Recreation Centres. Department of Education. Educational establishments.

* * *

External partners: and district sports federation. * Polish clubs and sports associations. * Poznan Universities. * School sports associations. * Polish Olympic Committee. * Private investors. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 16

Downtown Markets and Squares New programme Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life)

Objective:

* Exposure and improvement in the attractiveness of valuable elements of Poznanâ&#x20AC;&#x2122;s space. Programme aims: and exposure of vital urban planning elements that determine Poznanâ&#x20AC;&#x2122;s identity and history. * Preservation Protection of valuable spatial systems and increase in the attractiveness of public space by the restoration of spatial and * architectural order. in Poznanâ&#x20AC;&#x2122;s importance as a tourist centre. * Increase Creation * quality. of attractive public spaces which are accessible and safe for inhabitants and visitors, and the creation of new of new social and cultural functions to markets and squares. * Assignation Inhibition of process of degradation of areas surrounding markets and squares by improving their functional * structures withtheattractive, new necessary elements.

Genesis and general description of the programme: The downtown urban planning system of every city forms the heritage of hundreds of years of its development. Various historical circumstances of a political, economic and social nature leave their imprint on the shape of its public spaces where the key facts of city life always take place. The present history of the City of Poznan are not special in this matter with the exception that both positive and negative changes in the cityâ&#x20AC;&#x2122;s public space that take place in front of our eyes and are caused by our actions. Apart from streets, squares and markets constitute the most important part of public space in every city. It is difficult to image a cityâ&#x20AC;&#x2122;s public life without a market or a square. The city still has many neglected spatial systems that, with appropriate measures and investment, could gain on functionality and aesthetics, which would contribute to the improvement of the attractiveness of many fragments of city space. Poznanâ&#x20AC;&#x2122;s markets and squares are places where the pace of life and spatial transformations can be seen most clearly. They are places to see the everyday and holiday life of the cityâ&#x20AC;&#x2122;s public life (manifestations, happenings, staging and other forms of assembly). In the urban planning system of Poznanâ&#x20AC;&#x2122;s downtown one can basically distinguish two types of spatial systems of markets and squares, one formed on the basis of the medieval grid of streets of the Old Town complex and the other based on the street grid in other areas characteristic of the turn of the nineteenth and twentieth century. The figure below presents the list of squares and markets against the background of Poznanâ&#x20AC;&#x2122;s downtown areas whose location forms the following functional and spatial structure:

t &BTU XFTU BYJT 3PZBM *NQFSJBM 3PVUF Ć´SĂ&#x2DC;EFDLJ .BSLFU ,BUFESBMOZ 4RVBSF 4UBSZ 3ZOFL 0ME .BSLFU 8PMOPÇ´DJ Square (Freedom Square)(4), square in front of the Polish Theatre (5), JeĹźycki Market (6); t /PSUI TPVUI BYJT 8JMEFDLJ .BSLFU "OEFSTB 4RVBSF 8JPTOZ -VEĂ&#x2DC;X 4RVBSF ,PMFHJBDLJ 4RVBSF 4UBSZ 3ZOFL [Old Market] (3), Wielkopolski Square (10), WzgĂłrze Ĺ&#x203A;w. Wojciecha [St. Adalbertâ&#x20AC;&#x2122;s Hill] (11); t 0UIFS QMBDFT JO UIF 1P[OBO T EPXOUPXO BSFB #FSOBSEZÇŠTLJ 4RVBSF $ZSZMB 3BUBKTLJFHP 4RVBSF .JDLJFXJD[B Square (15), space at the crossroad of Taczaka, Taylora and KoĹ&#x203A;ciuszki Streets (16), square at the crossroad of 23 Lutego

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and Nowowiejskiego Streets (18), space between Stawna and MaĹ&#x201A;e Garbary Streets and the former synagogue building (19), place at the intersection of Wodna Street and exit from Kolegiacki Square (13), square in front of the Church of the Most Sacred Heart of Jesus in DominikaĹ&#x201E;ska Street (21), intersection of 23 Lutego and Masztalarska Streets (22), castle hill space in front of the Church of St. Anthony (23), space in front of the entrance to the Old Brewery from Ratajczaka Street (17). Additionally, attention should be paid to places of another nature that co-create the individual spatial system of Poznan:

t 4UĂ CCFO 3JOH EFĂśOFE CZ UIF FYJTUJOH BOE EFTJHOFE SPVUF PG UIF EPXOUPXO QFSJNFUFS USBOTQPSUBUJPO BMPOH UIF beautiful line of trees (NiepodlegĹ&#x201A;oĹ&#x203A;ci Avenue), greens and parks (Mickiewicza Park, green behind the Grand Theatre, Ĺ ukaszewicza Green, Karola Marcinkowskiego Park, green at the Poznan Army monument), along open areas upon the River Warta (following the completion of the north-east closure of its course), t Â&#x152;B[BSTLJ .BSLFU TRVBSF BU UIF JOUFSTFDUJPO PG .BUFKLJ BOE 8ZTQJBÇŠTLJFHP 4USFFUT BOE TRVBSFT JO UIF WJDJOJUZ PG UIF SoĹ&#x201A;acz villa development, t 7BSJPVT QMBDFT BMMFZT DPVSUZBSET FUD XIFSF WJFXJOH BYFT BOE TQBUJBM EPNJOBOUT SFOEFS OFX NFBOJOH VOEJTDPWFSFE or, one could even say, nameless places that we pass every day building the history of this city.

The above list makes one aware that the most important markets and squares in the Poznanâ&#x20AC;&#x2122;s downtown space form a characteristic cross with two axes: north-south and east-west, and the Old Market (3) is the spatial keystone of greatest importance of them all. Other places fill the downtown tissue in an apparently loose manner in order to finally close the downtown space with very decorative greens and parks of the StĂźbben Ring. The figure (Structure of downtown markets and squares) presents this hierarchy and the urban planning and architectural cohesion of connections, certain structure vested with huge emotional potential that has not been largely used for building the cityâ&#x20AC;&#x2122;s image. It is important that the entire system of markets and squares fits a specific transportation reality of the city. Therefore, one cannot consider measures in the context of goals set in this strategy without a critical analysis of such spatial phenomena as the present transportation accessibility of markets and squares, segregation of pedestrian and motor traffic, delivery traffic to commercial and eating facilities, accessibility of these places for privileged vehicles, and the manner of access and parking of inhabitants in the zones at and around squares and markets. Poznanâ&#x20AC;&#x2122;s downtown is an area of constant conflicts concerning the above-mentioned problems. Without solving this situation it will not be possible to achieve any of the goals of this strategy. Structure of downtown markets and squares

Source: Authorâ&#x20AC;&#x2122;s study, T. Jurga on the basis of GEOPOZ Geodesy and Municipal Cadastre Board

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The biggest problem of squares and markets themselves is their expressionless and nondescript nature, which results from the utility functions executed there. Today, the charm and beauty of the public space of Poznan markets and squares are determined by the bazaar trade stalls and pavilions. Trade in such places should be eventually and absolutely limited, and the non-developed squares should be assigned for diverse social creation. Examples of places most typical of the “Downtown Markets and Squares” programme are described below. 1. Today places like Jeżycki Market (6), Wildecki Market (7), Wielkopolski Square (10), Bernardyński Square (12) and Łazarski Market (26) are mon-functional squares serving primarily as ordinary vegetable and flower markets with other trade elements (meat, cold meats, etc). This condition cannot maintain the spatial attractiveness of these squares in the city’s future at the supralocal level. The examples of various European cities indicate that every day the public space of a square in the centre of a large city performs much more important functions than market trade which is organised only on a selected day of the week (Thursday or Saturday). When the trade is over, all stalls are liquidated by the tradesmen (or their number is considerably reduced) and the square’s life is marked by its everyday diverse urban character. In the case of Wielkopolski Square (10) this diversity is determined by the immediate neighbourhood of the Old Market (3), Przemysł Hill (23) with Przemysł Castle that is planned to be reconstructed, direct exit towards St. Adalbert’s Hill and location of the Academy of Fine Arts building at the square. Unique features can be found in Łazarski Market (26). It is an autonomous square that does not belong to any important tourist and commercial routes. In this case measures should be taken to use the individual character of the place to create strong feelings attracting tourists and inhabitants of other Poznan districts. It may be worthwhile to attempt the development of well-established tradition of various antiquities trade in this square, and create Poznan’s only place of this kind on a broader scale. In the context of the place’s rank, a real challenge will be posed by the transformation of the western frontage of the square which, even today, is dominated by the PSS Społem commercial pavilion. With the use of appropriate measures each of these elements may be used to create a programme frameworkfor the square’s everyday life enriched with trade only at selected times of the week. Apart from aesthetic considerations this will greatly improve the level of parking in this part of the city, as various delivery vehicles will arrive here only several days or one day a week. Basically, parking in this area should take place in multi-level car parks located under the surfaces of these squares. 2. A similar functional aspect refers also to other squares, particularly the Old Market (3). At present the level of saturation with various functions of everyday and occasional trade has considerably reduced the rank of this place and its surroundings. The Old Market belongs to the group of smaller squares, so the level of its space’s saturation with commercial function requires stricter regulation so that one’s stay there would not be accompanied by the impression of confined space and considerable discomfort. 3. The top of St. Adalbert’s Hill (11) is a space with a totally unique character which predisposes this place as a square with remarkable aesthetic and cultural features. The classic system of space confined between two important buildings and related to the city tissue with transportation and viewing axes are premises that allow one to think about this place in the categories of squares with the rank of the Capitoline Hill in Rome. The uniqueness of this place stems from the multi-layered historical conditions, strong and direct relations with vital areas of the city’s spatial structure (downtown area, downtown, the Citadel), functions performed in its vicinity and awareness of what this place could become. The sine qua non condition that determines the future of this place is the necessity to organise a (closed and international) urban planning and architectural competition of high rank. 4. At the crossroad of Taczaka, Taylora and Kościuszki Streets (16) there is no actual square in the sense attached to other places in this strategy. Today it is an ordinary crossroad of several streets built up with impressive townhouses and a petrol station in the corner. However, this place has the potential to become an important square. This potential lies primarily in the location of the Poznan University of Economics (main building at al. Niepodległości 10, other buildings at al. Niepodległości 12, Towarowej 53, Taczaka 9 and Collegium Altum at ul. Powstańców Wielkopolskich 16). The space at the crossroad of the above-mentioned street can become a square with a clearly academic character, which will definitely affect the emergence of new service functions in the buildings’ ground floors or a new square space fragment. This task is not easy, as the execution of the square will require the liquidation of the petrol station and changes in the motor traffic in this part of the city. In this case the shape and form of the new square should also be the result of an architectural and urban planning competition. The place could be named as “Taczaka-Taylora Square.”

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5. A very specific place is the courtyard of the Poznan City Hall. Today this place serves as a closed car park for the Hall’s employees and guests, sporadically visited by guided tours. From time to time cultural events (concerts, meetings) are held here. Few people realise that the courtyard is situated at the charming pedestrian crossing (at the back of the parish church) linking Kolegiacki Square with Chopin Park and Wrocławska Street that can be executed, and additionally this courtyard does not have to be a car park. The example of the official courtyard in Koblenz (Germany) shows one of the beautiful possibilities. The importance of all of the above-mentioned places for building the city’s image is clearly visible in the functioning of the best known markets and squares in Europe. It is enough to remember such places as: 1. In Poland – Main Market Square in Kraków, Old Market and Zamkowy Square in Warsaw, Long Market in Gdańsk; 2. In Europe – St. Peter’s Square, the Capitoline Hill and Piazza del Popolo in Rome, the Acropolis in Athens, Vendôme and Place des Vosges in Paris. These are characteristic places through which one identifies these cities (and countries) even when one is far away from them. Two vital facts need to be considered. Firstly, the shape and form of these squares result from conscious design activity of old architects who absolutely consciously (intentionally) gave these places the features of order and harmony thanks to their dimensions and proportions. Secondly, the history of development of European cities shows that the traditionally shaped downtown areas with values of various characters accrued over the years became the city’s image and a magnet attracting contemporary inhabitants and tourists. Time has shown that this phenomenon always occur in historical spaces, that is the ones shaped in the past. In Western Europe the process of building the city’s future on the basis of the past’s cultural health started long ago. It is enough to say that already in the 1950s the literature on this subject pointed to the absolute necessity of contact of contemporary society (subject to fast changes causing also various negative phenomena of a pathological nature) with the past (that is things that are constant and somehow unchangeable) in the creation of the city of future. Thus the form and shape of Poznan squares and markets is of vital importance to the future of our city. Paradoxically, this importance also stems from the fact of the establishment of the so-called modernist residential settlements in Poznan in the course of the past several decades. Although the genesis of spatial shape of these settlements stems from the recognised direction permanently embedded in the history of architecture and urban planning (imposed by the Bauhaus school), these areas still clearly lack humanistically marked spaces like the traditionally shaped squares and markets of the downtown area of the city. People choose these places for meetings, leisure and shopping because they simply feel better there. Tourists interested in staying in our city come here, because only here they may fully experience direct contact with the city’s history and feel the pulse of its contemporary life by meeting with people and participating in multi-dimensional public events.

Planned measures/projects: Project 1 – Reconstruction of existing markets and squares. Project 2 – Improvement of the aesthetics of the public space of Poznan’s markets and squares. Project 3 – Increase in the spatial attractiveness of markets and squares. Project 4 – Exposure of vital elements of urban planning tissue that determine the identity and history of Poznan’s markets and squares. Project 5 – Introduction of facilitations with regard to people’s movement between different and diverse markets and squares. Project 6 – Undertaking of measures aimed at the revitalisation of the degraded surroundings of markets and squares. Project 7 – Analysis of transportation conditions for the efficient functioning of Poznan’s markets and squares against the background of the city’s transportation system.

Main tasks included in the above-mentioned projects: Project 1: 1. Urban planning inventory of markets and squares: a) Preparation of map and photographic documentation, description. 2. Problem analyses: a) Historical analyses with the scope adapter to areas – conclusions;

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b) Identification of identity features of individual places; c) Analysis of markets and squares in the context of their importance in the city’s spatial structure and social perception; d) Examination of historical conditions for their creation; e) Analysis of the spatial shape and composition of markets and squares; f) Analysis of the functions of markets and squares in the context of determination of the change in their everyday and holiday usage. Project 2: 1. Examination of the present technical and aesthetical condition of markets and squares. 2. Preparation of architectural and urban planning concept designs determining the scope of changes in the shape of markets and squares and the manner of their usage. 3. Urban planning and architectural competitions for selected squares (e.g. Jeżycki Market (6), Wildecki Market (7), Wzgórze św. Wojciecha [St. Adalbert’s Hill] (11), “Taczaka-Taylora Square” (16), Przemysł Hill (23) and Łazarski Market (26). 4. Preparation of execution plans for individual places (architectural and construction solutions). 5. Furnishing these places with greenery, new elements of small architecture (such as monuments, sculptures, fountains) and proper underground reinforcement (for the purposes of new occasional trade events). Project 3: 1. Ordering of elements of city space furnishing that require change or optimisation of usage (elements of visual advertising, SIPs, road signs, signboards, etc.) and exposure of (historically, aesthetically or otherwise) valuable elements within the space of markets and squares. 2. Creation of spatial frameworks for various cultural events organised within the attractive space of markets and squares, and making the city centre become the actual “heart of the city” and, at the same time, a unique tourist attraction. Project 4: Historical analyses adequately to areas – conclusions and recommendations. Project 5: 1. Creation of a clear system of functional connections between all markets and squares in the city’s downtown area in relation to other key elements of the spatial structure of this area. 2. Creation of clear signage of the Royal-Imperial Route through the downtown area of the City of Poznan. 3. Urban planning and architectural concept of the functional and spatial character of the downtown area: a) Urban planning and architectural concept of the functional and spatial character concerning the downtown area against the background of the whole city; b) Spatial structure of public spaces in the city’s downtown area; c) Functional connections and relations between markets and squares and the remaining elements of the city’s public space, including the Royal-Imperial Route; d) Guidelines with regard to the general relations between individual city areas;

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e) Propositions of solutions grouped in four problem categories: transportation, functionality (including infrastructure), aesthetics and symbolism: t 5SBOTQPSUBUJPO o TPMVUJPO UP UIF QSPCMFN PG TFHSFHBUJPO PG motor and pedestrian traffic (safety of inhabitants and tourists travelling on foot), parking principles (development of the idea of strategic car parks within the Poznan downtown), liquidation of all architectural barriers, life organization principles, and improvement of the technical infrastructure condition, t 'VODUJPOBMJUZ o DSFBUJPO PG B DMFBS TZTUFN PG QFEFTUSJBO QSFDJODUT within Poznan’s downtown area integrating all markets and squares, determination of principles of permanent and temporary trade in the squares, t "FTUIFUJDT o FMJNJOBUJPO PG WJTVBM BEWFSUJTJOH GSPN NBSLFUT BOE squares and pedestrian precincts forming a unique walking and tourist system, creation of the proposition of the shape and form of venues for permanent and temporary trade, t 4ZNCPMJTN o BTTJHOBUJPO PG TZNCPMJD GFBUVSFT UP UIF NBSLFUT and squares’ spaces referring to the city’s history, cultural events, legends and myths.

Project 6: 1. Determination of main revitalisation problems and social and spatial threats to areas surrounding markets and squares. 2. Preparation of functional and usage programmes for development quarters surrounding markets and squares. 3. Creation of an investment offer – areas free from development at the joint of public spaces of markets and squares, and surrounding areas. Project 7: 1. Update of transportation assumptions related to servicing Poznan’s downtown zones specified in the Study of conditions and directions for city management. 2. Determination of transportation guidelines (pedestrian traffic and motor traffic) for the functioning of individual squares and markets.

Staging of measures and projects: Basically, staging should envisage the observance of the top-to-bottom principle with the simultaneous parallelism of measures included in various projects. Measures should begin with the execution of Project 7. Social quality of public spaces of Poznan’s markets and squares requires long-term, consistent and radical measures. Changes should be introduced in many planes of public space functioning, but everyday life indicates that the rank of a given place depends on the easy and quick access, and the pedestrians’ freedom to move within its area. Regardless of analyses specified in Projects 1 to 6, a solution is urgently required to the problem of fluent parking in close vicinity of all markets and squares. From the perspective of tourists the most favourable solution is to find themselves in the heart of the city and at the square by leaving their car and walking into the square straight from a car park situated nearby. At the same time, it is important that, while moving around a selected part of the city (around the square or between squares), pedestrians could forget about the existence of cars, which is difficult as we are also dealing with motor traffic of deliveries and local inhabitants living in the areas adjacent to squares and markets and their immediate surroundings. As part of Project 7 one should re-analyse the previous transportation arrangements included

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in the Study of conditions and directions for management of the City of Poznan, and the conclusions should be included in detailed guidelines concerning measures undertaken as part of Projects 1â&#x20AC;&#x201C;6. As part of Projects 1â&#x20AC;&#x201C;6 measures can basically be conducted independently and parallel to each other. This means that the total time of execution of the strategic programme does not have to be a sum of years envisaged separately for every project. Proposed staging: Stage 1 â&#x20AC;&#x201C; Completion of measures related to Project 7. Stage 2 â&#x20AC;&#x201C; Completion of measures related to Projects 1â&#x20AC;&#x201C;6, and referring to markets and squares that form a characteristic cross in the downtownâ&#x20AC;&#x2122;s spatial structure. Stage 3 â&#x20AC;&#x201C; Completion of measures related to Projects 1â&#x20AC;&#x201C;6, and referring to markets and squares in the vicinity of Garbary Street and Kolegiacki Square. Stage 4 â&#x20AC;&#x201C; Completion of measures related to Projects 1â&#x20AC;&#x201C;6, and referring to markets and squares at Ratajczaka, KoĹ&#x203A;ciuszki and Taczaka Streets. Stage 5 â&#x20AC;&#x201C; Completion of measures related to Projects 1â&#x20AC;&#x201C;6, and referring to markets and squares in the vicinity of 23 Lutego Street and C. Ratajskiego Square. Stage 6 â&#x20AC;&#x201C; Completion of measures related to Projects 1â&#x20AC;&#x201C;6, and referring to JeĹźycki, Wildecki, Ĺ azarski and Ĺ&#x161;rĂłdecki Markets. Regardless of the envisaged project measures, the execution work will have to be organised. They may be partially implemented parallel to the conducted projects. The main problem with the public space of markets and squares is the ubiquity of motor vehicles in their areas and in their immediate proximity. Constant improvement of the attractiveness of these places may, in the first place, happen by the consistent removal of such vehicles beyond the marketsâ&#x20AC;&#x2122; and squaresâ&#x20AC;&#x2122; limits, and then beyond the pedestrian traffic zones. These execution measures should be undertaken after the completion of Project 7 (Stage 1 of project measures).

Connections with other programmes of the strategy: Recreation in Poznan. * Active Clean Poznan. * Cultural Poznan. * Civic Poznan. * Socially Sensitive Poznan. * City by the River. * Poznan for Tourists. * Sustainable Transport Development. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: Revitalisation Programme for the City of Poznan. * Municipal Study of Conditions and Directions for Spatial Management of the City of Poznan. *

Results of the programmeâ&#x20AC;&#x2122;s implementation: 1. Social benefits: a) Space of markets and squares within the historical urban planning system of Poznanâ&#x20AC;&#x2122;s downtown that is friendly and clear (attractive) to inhabitants and tourists: t (SFBUFS MFWFM PG JOIBCJUBOUT JEFOUJĂśDBUJPO XJUI UIFJS PXO DJUZ t #FUUFS TFMG GFFMJOH PG JOIBCJUBOUT BOE UPVSJTUT t *NQSPWFNFOU PG UIF JNBHF PG DJUZ BVUIPSJUJFT JO UIF FZFT PG UIF DJUZ T JOIBCJUBOUT JODMVEJOH UIF involvement of private service and commercial companies operating within the impact area of the cityâ&#x20AC;&#x2122;s public space in the development of public-private partnership with the city with regard to measures aimed at the achievement of strategic goals in this programme; b) Architectural and functional showcase of the City of Poznan: t &TUBCMJTINFOU PG UIF SFQSFTFOUBUJWF DIBSBDUFS PG UIF QVCMJD TQBDF FNQIBTJTJOH BOE IJHI MJHIUJOH UIF most important architectural elements of the City,

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t *ODSFBTF JO UIF MFWFM PG BFTUIFUJD TPMVUJPOT XJUI SFHBSE UP UIF TVSGBDFT PG TRVBSFT BOE TUSFFUT CVJMEJOH facades, elements of small architecture, new greenery solutions, street lighting and facades of historical buildings (modernisation); c) Increase in the attractiveness of the City of Poznan in comparison to other Polish and European cities – more intensive tourist and business traffic; broader profile of visitors to the City of Poznan.

2. Economic benefits: a) Extended tourist season, b) The scope of offered services will be extended, which will result in the broader profile of visitors to the city, c) Higher proceeds to the city budget from various charges and taxes.

Potential sources of financing, including external financing: budget. * City contracts with the city concluded with all beneficiaries that have economic benefits from operating within * Participation the public space of markets and squares.

* EU funds. Indexes of the programme’s implementation: of tourists visiting the City of Poznan. * Number Number of service functions related to servicing tourist traffic (hotels, restaurants, etc). * Spatial activity markets and squares with regard to inspiring and stimulating various artistic events (happenings, * open-air shows,ofetc).

* Research concerning the level of provided services in relation to social needs. Risk of the programme’s implementation:

* The primary risk is of economic nature. Beneficiaries: inhabitants. * City Tourists. * Entrepreneurs. * Investors. *

Programme coordinator: Urban Planning and Architecture Department. Cooperation: City Heritage Conservator. City Development Department. Department of Municipal and Housing Administration. Department of Real Estate Management. City Road Board. Municipal Urban Studio.

* * * * * *

External partners: association. * Merchant Settlement councils. * Institute of Architecture and Physical Planning at the Poznan University of Technology. * Association of Polish Architects, * Architects and urban planners. Society of Polish Town Planners. * The Mass Media. * *STRATEGY FOR THE CITY OF POZNAN 2030

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 17

Poznan for Tourists Subprogrammes:

I. Poznan – TRAKT Cultural Tourism Centre II. Poznan – City of Congresses, Conferences and Meetings III. Poznan – Centre of Active and Recreational Tourism

Continuation of the Development Plan for the City of Poznan

Objectives: of the rank of international centre of culture and tourism by Poznan. * Achievement Enriching sports and recreational facilities for the inhabitants and visitors. * Increase in Poznan’s international importance within the network of European metropolises. *

Programme’s / sub-programme’s aims: Poznan into one of the leading centres of cultural tourism in Europe, and promoting the integrated brand * Turning product of cultural tourism, that is the Royal-Imperial Route. of institutions and structures that enable the creation of the city’s metropolitan functions. * Development Increase in Poznan’s importance as a centre of business tourism at an international level. * Increase in the share of local tourist economy in GDP. * Better usage of space, technical infrastructure, human and social capital of the city for the development of conferences, * meetings and organisation of cultural events. usage of natural resources and development of infrastructure for practising city and recreational tourism. * Better Effective promotion of the city as a historically and culturally attractive place of meetings, conferences and congresses * with adequate infrastructure which guarantees comprehensive and professional services. of marketing measures undertaken by entities operating directly or indirectly in the field of tourism. * Integration Greater synergy between the development of tourism and recreation in the area of the Poznan Metropolis. *

Genesis: Poznan has a large potential for the development of cultural and business tourism (which was indicated in 2000 in the study on the “Development Strategy for the Tourist Market in Poznan” edited by Prof. Stefan Bosiacki). The National Strategy for the Development of Culture lists Poznan as one of five Polish cities with the highest potential for the development of brand products of cultural tourism. In order to achieve a considerable position on the cultural tourism market it is necessary to integrate the offers of various institutions and entities into a single attractive and unique product. To this end the Development Programme for the National Tourist Product of the “Royal-Imperial Route” has been devised and this will become an important imagerelated product of the city in this field stimulating the development of a tourist economy. This will result in the formation of Poznan’s image as a touristically attractive city that offers a clearly recognisable tourist product. Poznan is one of those large and historical Polish cities that meets many conditions to become the host of conferences, congresses, meetings and cultural and sports events of national and international importance. A particular role is played here by the institutional infrastructure of the Poznan International Fairs. No other Polish city has such a vast exhibition and congress space as the PIF. The advantage of this space is its central location in the vicinity of the city’s railway station

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and relatively close proximity to the airport. This infrastructure is supplemented by many other venues where meetings and conferences can be held. They are largely venues belonging to Poznan universities, scientific-and-research institutes and hotels. Undoubtedly, Poznan is characterised by the tradition of organising international meetings of various character. Important experiences have been gained while organising, for example, the General Domestic Exhibition (PWK), exhibition events of the Poznan International Fair, CEMR General Assembly and the 2008 UN Climate Conference, as well as the Taizé European Young Adult Meeting in December 2009. Poznan has also hosted international sports and cultural events, both one-time and periodical (the Malta Festival, the Henryk Wieniawski Violin Competition, football matches of the Polish national team, cup competitions, high-ranking international sports competitions, particularly in water sports). Further development of the Fair complex and expansion of the subject-matter scope of meetings constitute one of the paths for strengthening Poznan as a centre of culture and science and thus forming sustainable metropolitan functions. Business and cultural tourism are complementary to each other. The cultural offer is an element enriching the business offer, and it is more and more common that the organisation of a given conference, etc., depends not only on well-developed business tourism infrastructure, but also on the possibility to ensure a broad supplementary offer by a given centre. The brand product of cultural tourism will give Poznan the edge supporting its competition on the business tourism market. What is essential for the enrichment and diversification of the city’s tourist possibilities is the possibility to develop various forms of active and recreational tourism in Poznan utilising natural and landscape resources. Poznan “greenery cross,” lakes, large areas of forest and park greenery surrounding them, modern zoo, Poland’s largest Palm House, AMU Botanical Garden, unique sports and recreation complex at the Malta Lake and the currently built Malta Springs, horse riding areas in Wola, ring of former fortifications, natural reserves and protected areas form a natural basis for the development of various forms of active tourism.

Planned measures/projects: 1) Promotion of Poznan’s cultural, conference and congress potential with consideration given to the city’s recreational advantages – permanent measure. 2) Increase in Poznan’s competitiveness and importance as a conference and congress centre and a meeting place at an international level – permanent measure. 3) Support for the development and promotion of attractive tourist products. 4) Construction and launch of the Interactive Centre of Ostrów Tumski History. 5) Tourist development of Ostrów Tumski and Śródka – establishment of a cultural park. 6) Development and implementation of a system of visual identification and spatial information for tourists. 7) Preparation and implementation of the verified Development Strategy for the Tourist Market in Poznan. 8) Creation of a system of monitoring the tourist market in Poznan. 9) Implementation of the assumptions of the Royal-Imperial Route Programme in individual product categories at subsequent areas of the city. 10) Tourist and cultural revitalisation and adaptation of the elements of the nineteenth-century fortification ring in Poznan – preparation of the programme of measures with regard to forts.

Main tasks included in the above-mentioned projects: 1) Promotion of Poznan’s cultural, conference and congress potential with consideration given to the city’s recreational advantages: a) Preparation of information and promotion materials presenting what the city offers concerning cultural tourism, and organisation and servicing of conferences, congresses and meetings, with consideration given to proposals with regard to the opportunities of active recreation and spending free time; b) Modernisation of the Poznan International Fair infrastructure in order to better adapt it to performing the functions of congresses, meeting places and organisation of mass cultural and sports events. Strengthening of the Poznan Congress Centre’s structure and position as an entity coordinating measures, scope of the organisation of conferences and congresses, and promotion of the city’s congress potential; c) Execution of programmes supporting the activity of people and institutions involved in obtaining and hosting conferences, congresses and meetings in Poznan, and developing tourist and para-tourist infrastructure; d) Establishment and maintenance of cooperation with the media, and organisation of study visits for journalists in order to promote Poznan’s touristic values; e) Participation in the meetings of international associations and networks of cities (e.g. ICCA, Culture Forum Eurocities, etc), participation in tourist industry fairs as an exhibitor (TourSalon, ITB, EIBTM, EXPONATEC, etc).

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2) Increase in Poznan’s competitiveness and importance as a conference and congress centre and a meeting place at an international level will be achieved with the following measures: a) Support for the modernisation and development of the conference and congress infrastructure used for the organisation of meetings, and the accompanying zone infrastructure, with special consideration given to the Poznan International Fair infrastructure; b) Creation of new multi-functional public spaces, including the function of conference and congress services, in order to improve the attractiveness of city space and strengthen the city’s congress offer; c) Expansion and improvement of the attractiveness of the offer to tourists dedicated to (cultural and recreational) tourists and participants of congresses, conferences and meetings, with consideration given to multi-functional organisational solutions facilitating the use of what the city offers; d) Initiation of measures and establishment of cooperation with scientific, business, political and cultural environments in order to attract conferences, congresses and meetings important in the context of rank, character and the number of participants; e) Establishment of ongoing cooperation with organisers of conferences, congresses and meetings, provision of organisational support and information materials; f ) Cooperation with entities operating in the conference and congress industry and the accompanying zone in order to identify the needs and expectations of conference, congress and meeting organisers and participants and ensure a high standard of service. 3) Support for the development and promotion of attractive tourist products: a) Enhancement and development of previously proven and recognised tourist products (e.g. “Half-price Poznan,” city games, “Shopping Night,” St. John’s Fair); b) Preparation and promotion of new products of cultural tourism (e.g. the Poznan fortifications route, Poznan section of St. James’ Way), active tourism (e.g. support for bicycle tourism in the Poznan Metropolis) and recreational tourism;

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c) Development of tourist products on the basis of Poznan’s existing attractions, particularly the Zoological Garden and the Palm House; d) Support for bicycle tourism in the Poznan Metropolis. 4) Construction and launch of the Interactive Centre of Ostrów Tumski History: a) Construction of the building of the Centre of History and creation of the exhibition, b) Construction of the coach car park at Śródka, c) Reconstruction of Gdansk street, d) Construction of a promenade along the River Cybina, e) Construction of the system of tourist information about the Centre. 5) Tourist activation of Ostrów Tumski and Śródka – establishment of a cultural park: a) Installation of new elements for an information exhibition in the Cathedral’s cellars, b) Launch of a viewpoint at the northern Cathedral tower (execution depends on the Metropolitan Curia), c) Granting the status of a cultural park to Ostrów Tumski, d) Ordering of Ostrów Tumski’s and Śródka’s public space, e) Creation of a tourist information system with regard to the cultural park. 6) Development and implementation of the system of visual identification and spatial information for tourists. 7) Preparation and implementation of the verified Development Strategy for the Tourist Market in Poznan. Since the “Development Strategy for the Tourist Market” was prepared in 2000, it is necessary to verify its assumptions and update its provisions. A new study will be a methodical and subject-matter basis for undertaking further measures as part of the “Poznan for Tourists” programme. 8) Creation of a system of monitoring the tourist market in Poznan. Ongoing monitoring of tourist traffic will help to measure the results of the programme’s execution and to adapt the offer of cultural and business tourism according to the tourists’ requirements. This will also enable the evaluation of impact of this field on the development of economic entities operating in the tourist and para-tourist sector. It is envisaged to integrate these measures with the Poznan Tourist Barometer project executed by PLOT (Poznan Local Tourist Organisation) and the Department of Tourism at the Poznan University of Economics. 9) Execution of the assumptions of the Royal-Imperial Route Programme in individual product categories at subsequent areas of the city. Measures implementing the Royal-Imperial Route Programme will be successively planned for individual product categories of the Tract and executed in subsequent areas of the city, with consideration given to their specific character. The basic product categories of the integrated tourist product of the Royal-Imperial Route will include: a) “Material” tourist product – maps, guides, souvenirs, etc., b) “Service” tourist product – guide services, tourist information, etc, c) “Event” tourist product – “Weekend with History,” “In the footsteps…,” etc, d) “Venue” tourist product – e.g. Interactive Centre of Ostrów Tumski History, e) “Area” tourist product – e.g. Ostrów Tumski Historical Park, f ) “Route” tourist product – e.g. Jeżyce secession route. At present, the priority area covers Ostrów Tumski and Śródka due to their unique cultural heritage. The solutions applied in this area will be a “model” to the programme’s execution at other areas of the Tract. In the subsequent stages the programme’s measures will include Komandoria, Zagórze, Chwaliszewo, Grobla, Piaski; Wzgórze Św. Wojciecha [St. Adalbert’s Hill], Stare Miasto [Old Town] (within the old city walls), Wolności Square, Dzielnica Zamkowa [Castle District], and Jeżyce. 10) Tourist and cultural revitalisation and adaptation of the elements of the nineteenth-century fortification ring in Poznan – preparation of the programme of measures with regard to forts.

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Compliance of the programme’s assumptions with regional and national strategic documents: for tourism development to 2015” (document prepared by the Ministry of Sports and Tourism and adopted * “Directions by the Council of Ministers on 26 September 2008). Strategy of Poland in the tourist sector for 2008–2015” (document adopted by the Council of the Polish * “Marketing Tourist Organisation on 16 October 2008). Strategy for the Development of Culture for 2004–2013” (document prepared by the Ministry of Culture and * “National adopted by the Council of Ministers on 21 September 2004). Strategy for the Wielkopolska Region to 2020” (document adopted by the Regional Council of the Wielkopolska * “Development Region on 19 December 2005). of the Regional Council of the Wielkopolska Region about the Wielkopolska Region’s participation in the * Regulation execution of the “Royal-Imperial route in Poznan” Programme of 27 March 2006.

Connections with other programmes of the strategy: Recreation in Poznan. * Active Academic and Scientific Poznan. * Cultural Poznan. * Metropolitan Poznan. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: Strategy for the Tourist Market in Poznan” edited by Prof. Stefan Bosiacki, 2000. * “Development “Development * November 2004).Plan for the City of Poznan for 2005–2010” (document adopted by the Poznan City Council on 23 Strategy for the “Royal-Imperial route in Poznan” National Tourist Product” (document adopted by the * “Development Poznan City Council on 7 February 2006).

Results of the programme’s implementation: acknowledgement as one of the most important centres of cultural tourism in Europe, recognisability of the cultural * Poznan’s tourism brand product of the Royal-Imperial Route among other brand tourist products of Poland. in the stereotype of Poznan’s perception exclusively as a “fair city.” * Change Increase * began.” in the historical and patriotic awareness of Poles and Poznan’s inhabitants that “... it was here that Poland in Poznan’s importance as a centre of business tourism, a place for hosting regional and sub-continental conferences * Rise and congresses, and a historically and culturally attractive meeting place with adequate infrastructure which guarantees

* * * * * *

comprehensive and professional services. Increase in the number of tourists visiting Poznan. Economic development in the sector of tourist enterprises and greater share of tourism in the GDP. Improvement of the quality of the tourist infrastructure and tourist information. Fuller and more effective utilisation of conference infrastructure, human and social capital of the city, and the potential of Poznan’s scientific and cultural establishments in the area of the organisation of congresses, conferences and meetings. Formation of Poznan’s metropolitan functions. Consolidation of Poznan’s image as a city that is attractive to visitors (participants of congresses, businessmen, cultural tourists, as well as people who look for the possibilities of active recreation), providing attractive and diversified ways of spending free time.

Potential sources of financing, including external financing: budget. * City Resources from EU funds (including particularly the Operational Programme for an Innovative Economy and the * Wielkopolska Regional Operational Programme). of organisations, associations and clubs acting in favour of city development. * Resources resources of enterprises operating in the tourist and para-tourist industry. * Own Membership fees of the Poznan Local Tourist Organisation (PLOT). * *STRATEGY FOR THE CITY OF POZNAN 2030

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Indexes of the programme’s implementation: With regard to the city one should examine the development of tourism in a broader scope, including: Number of visiting tourists: Share of tourists visiting the city for the first time in the overall number of tourists; Number of tourist entities/number of inhabitants or number of tourists; Average tourist expenditure; Average duration of stay; Survey of satisfaction with stay and quality of the city’s tourist product; Demographic and purchase profile of visitors; Seasonality of tourist traffic; Amount of accommodation/ hotel beds per 10,000 inhabitants (modified Baretje-Defert index); Value of new tourist investments (hotels/ eating facilities/ tourist attractions); Average daily rate per room (ADR) average revenue per available room (RevPAR) in all hotels; Employment in the tourism sector/ overall employment; Number of paid for accommodation × ADR or RevPAR/ value of expenses on the promotion of tourism; Number of congresses, conferences and fairs; Number of participants in events (congresses, conferences and fairs)/ number hotel beds or number of inhabitants or value of the CVB or DMO budget; Location indicator (density of tourist management); Number of reservations made via the municipal system of tourist reservation; Value of tourist multiplier as a synthetic indicator of tourist’s impact.

* * * * * * * * * * * * * * * * * *

Risk of the programme’s implementation: 1 (Interactive Centre of Ostrów Tumski History) – timeline and financial risk (timeline risk is related to the necessity * Project to complete the investment by May 2012; financial risk is associated with the potential changes in the Euro exchange

* * *

rate). Other projects concerning the Royal-Imperial Route – financial problems of the city (size of received grants). No cooperation with social, economic and cultural life entities in the city, and other units (particularly operating in the tourist industry) that execute measures as part of their own tasks. In this context it will be necessary to create the proper cooperation climate and clearly determine goals that are common to everyone. No adequate financial resources and broadly understood personnel shortages.

Beneficiaries: and foreign tourists. * Polish Inhabitants of Poznan and the region. * School youth. * Participants of congresses, conferences and meetings. * Cultural institutions. * Enterprises operating in the tourist and para-tourist industry. * Companies operating in the meeting industry. * Administrators of congress infrastructure. * Economic entities operating in the so-called accompanying zone that take part in servicing congress guests and tourist * traffic.

Programme coordinators: Cultural Tourism Centre – within the scope of sub-programme I. * TRAKT Public Relations – Congress and Meeting Office, City Promotion Office, Poznan Local Tourist Organisation (PLOT) * – within the scopeOffice of sub-programmes II and III. Cooperation: Culture and Arts Department. City Development Department. Business Activity Department. City Information Centre.

* * * *

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Publishing House. * Municipal Cultural institutions subordinated to the Cityâ&#x20AC;&#x2122;s self-government. * Poznan Sports and Recreation Centres. * City Greenery Board. * Poznan Zoological Garden. * Poznan Palm House. *

External partners: institutions subordinated to regional self-government and the * Cultural Minister of Culture. enterprises. * Tourist Managers of tourist attractions. * Non-governmental organisations. * Government institutions. * International institutions. * Local and regional authorities. * Administrators of the conference base. * Administrator of the accommodation base. * Universities, including particularly tourist departments at the University * School of Physical Education and the Poznan University of Economics. Regional Tourist Organisation. * Wielkopolska International Fair. * Poznan Economic self-government organisations. * Industry associations * The Mass Media. and organisations. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Knowledge for Business

No. of the programme: 18

Continuation of the Development Plan for the City of Poznan

Strategic goals: Development of an innovative economy and improving the cityâ&#x20AC;&#x2122;s investment appeal (Area: Competitive Economy) n Increase in the Cityâ&#x20AC;&#x2122;s importance as a city of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism and Sports) n

Objectives: of the spatial, infrastructural, legal and administrative conditions for enterprises, with particular consid* Improvement eration given to high tech industries, creative industries and the SME sector. in the enterprisesâ&#x20AC;&#x2122; competitiveness and innovativeness, particularly via the development of cooperation with * Increase Poznan universities and science-and-research institutions. * Creation of conditions for the development of human capital.

Programme aims: of the climate for entrepreneurship and improvement of the entrepreneurâ&#x20AC;&#x2122;s social image. * Improvement Betterment of the employer-employee relationship â&#x20AC;&#x201C; ethics in business. * Reduction of costs and risks, and increase of safety of starting economic activity. * Increase in the business and managerial competences of entrepreneurs in the SME sector. * Development of science-business cooperation by a greater number of joint research-and-development projects. * Greater number of innovative solutions in specific companies. * Higher level of entrepreneurship education at schools. *

Genesis and general description of the programme: In a modern economy the tools used in entrepreneurship support policy refer to four areas of impact. They are: t 3FEVDUJPO PG DPTUT PG TUBSUJOH FDPOPNJD BDUJWJUZ t 5FDIOPMPHZ USBOTGFS BOE BTTJTUBODF JO UIF FYFDVUJPO PG JOOPWBUJWF WFOUVSFT t .PUJWBUJPO BOE CFUUFSNFOU PG FOUSFQSFOFVST CVTJOFTT DPNQFUFODFT t %JSFDU BTTJTUBODF BOE DPPSEJOBUJPO PG TVQQPSU QSPHSBNNFT Self-government can support the development of entrepreneurship by direct investments and the creation of a friendly climate in various fields. Due to the already high level of entrepreneurship in Poznan the â&#x20AC;&#x153;softâ&#x20AC;? forms of impact should be considered as more advisable. As far as the establishment of new enterprises is concerned, should be applied which are related to the reduction of the costs of starting economic activity, motivation and betterment of entrepreneursâ&#x20AC;&#x2122; business competences, and direct assistance and coordination of support programmes. When it comes to the support for existing companies, tools need to be applied which are related to technology transfer and assistance in the execution of innovative ventures, creation and support for the development of the network of business connections in the form of clusters, and motivation and betterment of business competences. Poznanâ&#x20AC;&#x2122;s inhabitants are characterized by entrepreneurship which, calculated as the number of companies per 1,000 inhabitants, is second in terms of intensity in the country. While appreciating this element of human capital, an essential role of self-government is to promote entrepreneurial ideas and attitudes as positive and valuable features of a society. Self-government measures should be focused on raising both the entrepreneursâ&#x20AC;&#x2122; prestige by creating a positive image among inhabitants, and the entrepreneurship level by the high level of education in this area in schools.

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In response to the needs of the local SME sector and on the basis of the above-mentioned premises the city authorities have undertaken many measures aimed at helping the owners of small and medium-size enterprises. They started with the Programme of Support for Employment and Entrepreneurship Development in 2002–2006, and then were continued in the Development Plan for the City of Poznan for 2005–2010 (Priority: New work Places, Programmes: Innovative Economy; Competitive SMEs; Work for the Active), and the Programme for the Promotion and Support of Entrepreneurship. The most successful and effective ventures of the above-mentioned programme include: establishment of the Poznan Fund for Credit Guarantees (Poznański Fundusz Poręczeń Kredytowych), organisation of professional counselling training sessions for present and future businessmen, promotion of the best Poznan companies in the SME sector as part of the annual competition for the “Poznan Leader of Entrepreneurship” title, implementation of the system of information for entrepreneurs in the Business Activity Department of the Poznan City Hall (whose part is the Internet information service for entrepreneurs named FIRMA [COMPANY] with a set of online electronic forms), launch of the Wielkopolska Innovation Platform Internet portal that is to support the process of knowledge and innovation transfer from the Poznan science sector to the economy. While executing the above-mentioned measures, the city authorities cooperated and still cooperate with the local economic self-government, non-governmental organisations and other SME support institutions within the framework of the Network for Entrepreneurship and Employment Support. The joint support programmes involve, for example, assistance in the preparation of business plans by companies, establishment of domestic and foreign contacts, business training sessions and counselling services, as well as the creation of platforms for experience exchanges and promotion of the idea of entrepreneurship.

Planned measures/projects: 1) Creation and launch of the Observatory of Economy and Labour Market (Obserwatorium Gospodarki i Rynku Pracy; acronym: OGRP): a) Description: the programme’s objective is to design and implement an efficient: t TZTUFN PG SFHVMBS NPOJUPSJOH BOE GPSFDBTUJOH XJUI SFHBSE UP UIF MBCPVS NBSLFU MPDBM FDPOPNZ BOE FEVDBUJPO system, and t TZTUFN PG JOGPSNBUJPO øPX CFUXFFO UIF FEVDBUJPOBM USBJOJOH BOE BENJOJTUSBUJWF TFDUPS BOE FOUFSQSJTFT JO PSEFS to improve the utilisation of human and economic capital potential of the Poznan agglomeration; b) Results/ outputs: preparation of methods of periodical forecasts with regard to the labour market, regular forecasts concerning the labour market and the economy. 2) Support of the cooperation of Poznan universities and science-and-research institutions with the enterprise sector in order to utilise their potential for the purposes of modernisation and improvement of competitiveness of the Poznan agglomeration’s economy (acronym: S+R NETWORK): a) Description: the programme is to provide the subject-matter support for the cooperation of scientific and business environments for the purposes of knowledge and technology transfer to the economy via, for example, the maintenance of the “Wielkopolska Innovation Platform” portal for the support of sciencebusiness contacts (www.wpi.poznan.pl), support for the process of industry cluster establishment, and implementation of the system of promotion and support for academic entrepreneurship; b) Results/ outputs: development of the science-business cooperation by joint research-and-development projects, implementation of innovative solutions in specific companies, and the establishment of industry clusters with the participation of science-and-research units. 3) Support for the process of establishing new companies, and support for the development of existing companies by the improvement of their business competences and facilitating access to capital (acronym: SME KNOWHOW): a) Description: the programme envisages the creation of conditions for the development of local entrepreneurship, support for business activity, creation of a business-friendly climate, and promotion of the principles of business ethics related to employees’ subjectivity; b) Results/ outputs: friendly climate for entrepreneurship and improvement of the social image of entrepreneurs; lower costs and risks, and higher safety of starting economic activity; higher business and managerial competences of the SME sector entrepreneurs. 4) Entrepreneurship education and promotion (acronym – PROMOTION): a) Description: the programme is aimed at the broadly understood promotion of entrepreneurship in society by the organisation of competition distinguishing the best companies in various industries, promotion and

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education in the field of entrepreneurship at the level of secondary schools and universities, and the formation of a positive image of entrepreneurs as valuable and desirable models of social attitude; b) Results/ outputs: friendly climate for entrepreneurship and improvement of the social image of entrepreneurs, promotion of good companies from various industries, popularisation of an entrepreneurial attitude among school and young academic people, higher level of entrepreneurship education in schools.

Main tasks included in the above-mentioned measures/projects: 1) Creation and launch of the Observatory of the Economy and Labour Market (Obserwatorium Gospodarki i Rynku Pracy; acronym: OGRP): a) Preparation of methods and organisational model, and implementation of the systematic monitoring and forecasting of the situation in the economy industries and sectors of Poznan, the agglomeration and the region (information about the current and forecasted economic condition of individual industries and sectors), and the monitoring of executed projects concerning the support for economic development and labour market; b) Preparation of methods and organisational model, and implementation of the systematic monitoring and forecasting of demand for employment and supply of qualified employees in individual economy sectors and industries of the city and the agglomeration in order to integrate the educational and training faculties with the employers’ needs – on the basis of the execution of the “HR needs of entrepreneurs in the Poznan agglomeration against the background of directions for social and economic development of the region – diagnosis, forecast, monitoring”; c) Programming and implementation of economic and occupational activation programmes addressed to selected social groups (graduates, women after maternity leaves, people aged 50+ and threatened with exclusion, etc). in collaboration with the District Labour Office and the Regional Labour Office.

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2) Support of the cooperation of Poznan universities and science-and-research institutions with the enterprise sector in order to utilise their potential for the purposes of modernisation and improvement of competitiveness of the Poznan agglomerationâ&#x20AC;&#x2122;s economy (acronym: S+R NETWORK): a) Execution of the Programme for Innovative Project Support: t 4VQQPSU GPS UIF QSPDFTT PG FTUBCMJTINFOU PG UIF 3FHJPOBM *OTUJUVUF PG 5FDIOPMPHZ 5SBOTGFS BOE VOJWFSTJUZ Centres for Technology Transfer, t .BJOUFOBODF PG UIF i8JFMLPQPMTLB *OOPWBUJPO 1MBUGPSNw QPSUBM BJNFE BU UIF TVQQPSU PG TDJFODF CVTJOFTT contacts, www.wpi.poznan.pl, t 4VQQPSU BOE QSPNPUJPO PG BDBEFNJD FOUSFQSFOFVSTIJQ BU 1P[OBO VOJWFSTJUJFT o DPPQFSBUJPO XJUI BDBEFNJD entrepreneurship centres, support for the process of establishing start-up companies, participation in the organisation of forums promoting the innovative business projects of young academic entrepreneurs in collaboration with Academic Entrepreneurship Incubators, Poznan Academic Entrepreneurship Incubator, Poznan Science and Technology Park of the AMU Foundation, etc., t 1SPNPUJPO PG MPOH UFSN TQFDJBM QVSQPTF SFTFBSDI BOE JNQMFNFOUBUJPO QSPKFDUT GPSNVMBUFE BOE DPNNJTTJPOFE by the City Hall with regard to communal management and administrative services (e.g. as part of publicprivate partnership of the city, science-and-research institutions and innovative enterprises); b) Support for cluster initiatives and a network of science-business cooperation: t 4VQQPSU GPS UIF EFWFMPQNFOU PG UIF 8JFMLPQPMTLB *$5 $MVTUFS JO PSEFS UP FYFDVUF KPJOU SFTFBSDI BOE CVTJOFTT projects aimed at the development and practical implementation of new ICT technologies, t 4VQQPSU GPS UIF EFWFMPQNFOU PG DMVTUFST JO PUIFS UFDIOPMPHJDBM JOEVTUSJFT JNQPSUBOU GPS UIF EFWFMPQNFOU PG the city and the agglomeration (biotechnology, alternative sources of energy, waste management, public transport), t 4VQQPSU GPS UIF EFWFMPQNFOU PG DPPQFSBUJPO OFUXPSLT JO UIF DSFBUJWF TFSWJDFT TFDUPS EFTJHO BSDIJUFDUVSF artistic craftsmanship), t 4VQQPSU GPS UIF JOUFSOBUJPOBMJTBUJPO PG FOUFSQSJTFT CZ TVQQPSUJOH DPPQFSBUJPO CFUXFFO EPNFTUJD BOE GPSFJHO clusters and networks. 3) Support for the process of establishing new companies, and support for the development of existing companies by the improvement of their business competences and facilitating access to capital (acronym: SME KNOWHOW). a) Creation of an organisational unit specialised in design and provision of support services for entrepreneurs from the Poznan agglomeration under the working name of PoznaĹ&#x201E;skie Centrum PrzedsiÄ&#x2122;biorczoĹ&#x203A;ci i Innowacji (PCPI, Poznan Entrepreneurship and Innovation Centre); b) Improvement of administrative and legal services for entrepreneurs: t .BJOUFOBODF PG UIF JOGPSNBUJPO BOE DPVOTFMMJOH QPJOU GPS FOUSFQSFOFVST BOE QFPQMF XIP QMBO UP TUBSU UIFJS own company at the Business Activity Department â&#x20AC;&#x201C; provision of information about: â&#x20AC;&#x201C; Procedures related to company registration depending on its legal form, â&#x20AC;&#x201C; Entrepreneurâ&#x20AC;&#x2122;s obligations towards fiscal offices, ZUS (Social Insurance Institution), and GUS (Central Statistical Office), â&#x20AC;&#x201C; Principles of employment arising from the Labour Code, â&#x20AC;&#x201C; Possibilities of renting premises owned by the city, â&#x20AC;&#x201C; Business training sessions, â&#x20AC;&#x201C; Proposals of business cooperation, â&#x20AC;&#x201C; Activities of all entrepreneursâ&#x20AC;&#x2122; support institutions, â&#x20AC;&#x201C; Services and assistance forms offered to SMEs, â&#x20AC;&#x201C; Available sources of financing of economic activity (bank offers, loan and guarantee funds, EU programmes of assistance for entrepreneurs), t .BJOUFOBODF PG UIF i'*3."w i$0.1"/:w *OUFSOFU JOGPSNBUJPO TFSWJDF GPS FOUSFQSFOFVST XXX QP[OBO QM MĹ&#x161;P), t .BJOUFOBODF PG UIF i.Ć´1 F LPOUBLUw i4.& F DPOUBDUw *OUFSOFU 4NBMM #VTJOFTT &YDIBOHF o FMFDUSPOJD QMBUGPSN facilitating the online establishment and expansion of business contacts between local entrepreneurs and potential partners and clients; c) Organisation of free training and counselling workshops for future entrepreneurs and actively developing companies of the SME sector: t i#J[OFT .FOUPSw i#VTJOFTT .FOUPSw QSPHSBNNF o CVTJOFTT USBJOJOH BOE DPVOTFMMJOH GPS EFWFMPQNFOU 4.&T conducted by professional business counsellors, in the field of company management, financial settlements,

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planning of the companyâ&#x20AC;&#x2122;s development, searching for sources of financing for the companyâ&#x20AC;&#x2122;s development, obtaining EU grants, risk management, etc.; t i1JFSXT[Z LSPL X CJ[OFTJFw i'JSTU 4UFQ JO #VTJOFTTw o QSPHSBNNF PG XPSLTIPQT PG UIF 1P[OBO $FOUSF for Entrepreneurship Support for the unemployed and graduates that prepare themselves to start and run their first company with the help of a grant from the District Labour Office and the European Social Fund programmes; the programme provides the knowledge and skills necessary to translate a business idea into a working company (search for an idea for an enterprise, evaluation of the possibilities for a companyâ&#x20AC;&#x2122;s existence in the context of the identification of existing and potential competition and the recipientsâ&#x20AC;&#x2122; needs, financing planning of the venture and estimation of the return on investment, company management); t $PPQFSBUJPO XJUI /PO HPWFSONFOUBM 0SHBOJTBUJPOT QSPHSBNNF o QSFMJNJOBSZ BOE BEWBODFE USBJOJOH sessions for people who plan to start their companies and beginner micro-entrepreneurs organised by economic organisations selected by way of competitions (subjects â&#x20AC;&#x201C; as above); t %FEJDBUFE USBJOJOH QSPHSBNNFT IFMQJOH QFPQMF UP TUBSU UIFJS PXO DPNQBOJFT BEESFTTFE UP UIF GPMMPXJOH target groups: occupationally passive people (women after maternity leaves, people aged 50+) and people with higher education (e.g. in the area of e-business); d) Support for the development of a service package of PoznaĹ&#x201E;ski Fundusz PorÄ&#x2122;czeĹ&#x201E; Kredytowych Sp. z o.o. (Poznan Fund for Credit Guarantees); e) Enterprise support with regard to obtaining business partners in the form of venture capital funds or business angels by initiating and organising meetings of the above-mentioned financial institutions and enterprises interested in cooperation; f ) Support for the development of economic ventures in the creative services sector (design, architecture, craftsmanship) and ventures in the free time services sector (tourism, culture, recreation); g) â&#x20AC;&#x153;Forum MĹ&#x161;Pâ&#x20AC;? (â&#x20AC;&#x153;SME Forumâ&#x20AC;?) â&#x20AC;&#x201C; regular consultations of the city authorities with the representation of the Poznan SME sector; h) â&#x20AC;&#x153;EURO 2012â&#x20AC;? â&#x20AC;&#x201C; preparation of Poznan entrepreneurs from the eating facilities, hotel, small trade and tourist services industries in serving fans during the EURO 2012 Football Championship and other mass events organised in Poznan.

4) Entrepreneurship education and promotion (acronym â&#x20AC;&#x201C; PROMOTION): a) Promotion of the idea of entrepreneurship among the cityâ&#x20AC;&#x2122;s inhabitants in order to raise the prestige of entrepreneurs in society (â&#x20AC;&#x153;Moja dobra firma â&#x20AC;&#x201C; naszym wspĂłlnym sukcesemâ&#x20AC;? [â&#x20AC;&#x153;My good company â&#x20AC;&#x201C; our common successâ&#x20AC;?] promotion campaign); b) Organisation of promotional competition for the title of the Poznan Entrepreneurship Leader â&#x20AC;&#x201C; promotion of the best micro-enterprises, small and medium-size enterprises and academic companies of the Poznan agglomeration (www.liderMĹ&#x161;P.poznan.pl); c) Increase and equalisation of the level of education in the field of â&#x20AC;&#x153;Entrepreneurshipâ&#x20AC;? in secondary schools (further education of subject teachers, organisation of business plan competitions); d) Support for the initiatives undertaken by higher education establishments with regard to the expansion and enhancement of curricula with classes on entrepreneurship; e) Support for measures and initiatives aimed at the development of â&#x20AC;&#x153;Wielkopolska character featuresâ&#x20AC;? (determining the competitive advantage of local human capital): entrepreneurship, ability to cooperate and reach compromises in solving key issues.

Compliance of the programmeâ&#x20AC;&#x2122;s assumptions with regional and national strategic documents: Development Strategy 2007â&#x20AC;&#x201C;2015. * National Operational for Human Capital. * Operational Programme Programme for an Innovative Economy. * Lisbon Strategy. * Wielkopolska Regional Operational Programme. * Development Strategy for the Wielkopolska Region. * Regional Innovation Strategy for Wielkopolska. *

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Connections with other programmes of the strategy: and Scientific Poznan. * Academic Poznan. * Digital Spaces for Business. * Poznan for Tourists. * High Quality of Education and Upbringing. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: Plan for the City of Poznan 2005โ 2010. * Development Poznan Academic and Scientific Strategy. *

Results of the programmeโ s implementation: climate for entrepreneurship and improvement of the social image of entrepreneurs. * Friendly Lower costs and risks, and greater safety of starting economic activity. * Higher business and managerial competences of the SME sector entrepreneurs. * Development of science-business cooperation via joint research-and-development projects. * Implementation of innovative solutions in specific companies. * Higher level of entrepreneurship education at schools. *

Potential sources of financing, including external financing: budget. * City Wielkopolska Regional Operational Programme. * Operational Programme for Human Capital. * Framework programmes of the European Commission. *

Indexes of the programmeโ s implementation: Sample indexes of the programmeโ s results: t 1SPQPSUJPO PG QPTJUJWF UP OFHBUJWF FWBMVBUJPOT DPODFSOJOH UIF JNBHF PG FOUSFQSFOFVST JO UIF FZFT PG JOIBCJUBOUT BOE the cityโ s evaluation in the eyes of entrepreneurs. t *OEJDBUPST PG DPNQBOJFT CBOLSVQUDZ BOE MJRVJEBUJPO GPS FDPOPNJD SFBTPOT t *OEJDBUPST PG QSPรถUBCJMJUZ JOWFTUNFOU BOE JOOPWBUJWFOFTT JO JOEJWJEVBM DPNQBOZ DBUFHPSJFT t /VNCFS PG KPJOU TDJFODF CVTJOFTT QSPKFDUT t /VNCFS PG JNQMFNFOUBUJPOT PG JOOPWBUJWF TPMVUJPOT QSPWJEFE CZ TDJFODF UP DPNQBOJFT t /VNCFS PG MBVSFBUFT PG TDIPPM BOE VOJWFSTJUZ FOUSFQSFOFVSTIJQ DPNQFUJUJPOT JOEJDBUPST PG HSBEFT BXBSEFE XJUI SFHBSE to entrepreneurship education. Sample working indicators of project monitoring: Measure/ project 1: t /VNCFS PG SFQPSUT HFOFSBUFE JO UIF DPVSTF PG B ZFBS t /VNCFS PG SFQPSU SFDJQJFOUT Measure/ project 2: t /VNCFS PG JNQMFNFOUBUJPOT PG JOOPWBUJWF TPMVUJPOT JO TQFDJรถD DPNQBOJFT t /VNCFS PG KPJOU TDJFODF CVTJOFTT QSPKFDUT t /VNCFS PG QBSUJDJQBOUT JO USBJOJOH BOE DPVOTFMMJOH QSPHSBNNFT t /VNCFS PG QSPNPUJPOBM BOE TVQQPSUJOH WFOUVSFT t /VNCFS PG SFDJQJFOUT PG QSPNPUJPOBM BOE TVQQPSUJOH WFOUVSFT OVNCFS PG QPSUBM VTFST t /VNCFS PG DMVTUFST t /VNCFS PG DMVTUFS NFNCFST Measure/ project 3: t /VNCFS PG QBSUJDJQBOUT JO USBJOJOH BOE DPVOTFMMJOH QSPHSBNNFT t -FWFM PG VTFGVMOFTT PG USBJOJOH TFTTJPOT JO CVTJOFTT QSBDUJDF TUVEZ PG UIF DPOTFRVFODFT PG NPOUIT BGUFS UIF completion of the programme). *STRATEGY FOR THE CITY OF POZNAN 2030

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t /VNCFS PG QSPNPUJPOBM BOE TVQQPSUJOH WFOUVSFT t /VNCFS PG SFDJQJFOUT PG QSPNPUJPOBM BOE TVQQPSUJOH WFOUVSFT OVNCFS PG QPSUBM VTFST t /VNCFS PG TFSWJDFE FOUSFQSFOFVST t "WFSBHF UJNF PG TFSWJDJOH BO FOUSFQSFOFVS Measure/ project 4: t /VNCFS PG DBNQBJHOT QSPNPUJOH FOUSFQSFOFVSTIJQ t /VNCFS PG SFDJQJFOUT BOE QBSUJDJQBOUT JO QSPNPUJPOBM DBNQBJHOT t /VNCFS PG QBSUJDJQBOUT JO B HJWFO FEJUJPO PG UIF i1P[OBO &OUSFQSFOFVSTIJQ -FBEFSw DPNQFUJUJPO JO DPNQBSJTPO UP previous editions. t /VNCFS PG MBVSFBUFT PG B HJWFO FEJUJPO PG UIF i1P[OBO &OUSFQSFOFVSTIJQ -FBEFSw DPNQFUJUJPO JO DPNQBSJTPO UP previous editions. t /VNCFS PG UFBDIFST BUUFOEJOH QPTU HSBEVBUF TUVEJFT BOE DPVSTFT PO UIF TVCKFDU t /VNCFS PG TVCKFDU TUVEFOUT UBLJOH QBSU JO CVTJOFTT QMBO DPNQFUJUJPOT t /VNCFS PG DPNQFUJUJPO MBVSFBUFT

Risk of the programmeâ&#x20AC;&#x2122;s implementation: Project 1 (OGRP) there is a high financial risk depending on the current financial situation of the city (the sum of * For resources assigned for the launch and ongoing activity of the Observatory). of Projects 2, 3 and 4 requires multi-plane cooperation with social and economic life entities in the city, as well * Execution as other units that execute measures as part of their own, frequently narrowly determined, tasks. Scattered competences may cause that the execution of specified goals will be burdened with high risk. In this context it is necessary to create the appropriate cooperation climate and clearly determine goals that are common to everyone. The execution of outlined tasks may be hindered by the lack of sufficient financial resources, lack of interest and cooperation of partners, cooperation and communication problems between partners, and broadly understood personnel shortages.

Beneficiaries: planning to start economic activity. * People Students and graduates. * Universities science-and-research institutions. * Micro-, smalland and entrepreneurs. * Institutions dealingmedium-size with education and occupational training. *

Programme coordinator: Business Activity Department. Cooperation: City Development Department. City Promotion Office. Public Relations Office. European Programmes and Funds Unit. Investor Relations Department. Department of Education.

* * * * * *

External partners: chambers and organisations. * Economic Business support and environment institutions. * Universities and science-and-research establishments. * Local and regional administration. * Education and life-long learning institutions. * The Mass Media. * Non-governmental organisations. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

No. of the programme: 19

High Quality of Education and Upbringing

Continuation of the Development Plan for the City of Poznan

Strategic goals: Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n Increase in the Cityâ&#x20AC;&#x2122;s importance as a centre of knowledge, culture, tourism and sports (Area: City of Knowledge, Culture, Tourism, and Sports) n

Objectives: of the quality of education, care and upbringing. * Improvement Creation of conditions for the development of human capital. * Strengthening of Poznanâ&#x20AC;&#x2122;s position as a European scientific and academic centre through the internationalisation of * research and training. * Increase in Poznanâ&#x20AC;&#x2122;s attractiveness as a place to live in.

Programme aims: Creation of equal chances for the provision of personal development and satisfaction of the educational needs of children * and young people. of language skills. * Improvement of students and graduates level of competence in mathematics and life sciences. * Improvement Achievement of high rate of external examination passing by the graduates of Poznan schools. * Creation of conditions for the development of particularly gifted students. * Determination of education direction at vocational schools in accordance with the labour market needs. * Rise in the prestige of vocational * Involvement of at least 20% of theeducation. adult population in life-long learning. * Creation of conditions for increasing the professional skills of teachers, and a system of motivation in order to achieve * better work results. of a structure of educational establishment networks and their base to changes resulting from the * Adaptation development of the City of Poznan and social needs. of a system of cultural, civic and ecological education as forms of support for school activities. * Formation Integration of schools with their environments, culture-creative impact of school on its surroundings. * Achievement of a high quality of management of schools and educational establishments. *

Genesis and general description of the programme: The high dynamics of social and economic changes in Poland and Europe have introduced changes to the labour market in Poland. These changes have triggered the transformation of Poznanâ&#x20AC;&#x2122;s social structure and, accordingly, the city inhabitantsâ&#x20AC;&#x2122; aspirations and needs. Therefore, it became necessary to adapt the educational offer. The studies concerned with the cityâ&#x20AC;&#x2122;s educational policy pointed to the necessity of undertaking measures related to: t 3BUJPOBMJTBUJPO PG UIF OFUXPSL PG TDIPPMT BOE FEVDBUJPOBM FTUBCMJTINFOUT t 3BUJPOBMJTBUJPO PG UIF NBJOUFOBODF DPTUT PG TDIPPMT BOE FEVDBUJPOBM FTUBCMJTINFOUT t )JHI RVBMJUZ PG FEVDBUJPO PO PĂ˛FS t 4PDJBM BOE DVMUVSF DSFBUJWF GVODUJPO PG TDIPPMT The cityâ&#x20AC;&#x2122;s social and economic situation in 2008 points to the high results of education in Poznan schools. Students attending Poznan schools succeed in all-Poland competitions. Schools and educational establishments offer numerous after-class

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activities, undertake many interesting initiatives, and execute many competition programmes as part of European funds. Education in Poznan has at its disposal a well-maintained and managed educational base which is systematically being expanded and improved. Undoubtedly, in order to guarantee the city’s stable development it is necessary to ensure the inflow of well-educated human resources. Thus, it is imperative to retain and increase the results of education at all levels of the educational system. Another programme premise is the cohesion of the Strategy for the City of Poznan with regional and national development directions. The programme takes into account measures aimed at the provision of all children living in Poznan with kindergarten places, development of students’ information skills, increase in the results of teaching exact sciences, improvement of language competences, increase in the number of people participating in culture, and greater participation of adults in life-long learning.

Planned measures/projects: 1) Kindergarten for every child. 2) Poznan school/ educational establishment as a guarantee of success for its graduates. 3) Development of cooperation with universities. 4) We are proud of the best – support for students’ individual development. 5) Poznan school graduates as active members of a civic society. 6) Platform of educational support for adults.

Main tasks included in the above-mentioned measures/projects: 1) Kindergarten for every child: a) The diagnosis of demand for kindergarten places with consideration given to their location, specification of needs, preparation of the protocol of discrepancy between the existing base of kindergartens run by the City of Poznan (supported by corporate and private kindergartens) and the inhabitants’ needs that takes into account the number of places in kindergartens and desired location. A constant analysis of the demand for places in kindergartens on the basis of demographics and desired location. Undertaking of ad-hoc measures and ongoing adaptation of the existing network of kindergartens run by the City of Poznan to the changing needs of inhabitants in various parts of the city; b) Determination of demand for kindergarten places and their location on the basis of forecasts of demographic and economic development of the city in relation to its urban planning development. Creation of the vision of the network of public kindergartens of the City of Poznan supported by private and corporate kindergartens; c) Establishment of a mobile network of public kindergartens run by the city, supported with corporate and private kindergartens, in order to satisfy the demand of all parents of children inhabiting the city; the network is to be open to quick changes in the number of kindergarten places and locations; d) Ongoing annual forecasts of demand for the number of kindergarten places and their location that precede the needs by 3 years, adaptation of the network of kindergartens run by the City of Poznan on the basis of forecasted needs. Improvement of monitoring tools. 2) Poznan school/ educational establishment as a guarantee of success for its graduates: a) Creation of a system for monitoring schools and educational establishments that enables the evaluation of the growing competences of students/ wards. This task should be preceded by test studies in groups of various schools/ educational establishments in order to define the notion of student’s/ ward’s success and develop the necessary study tools for the examination of the degree of growth of student’s/ ward’s competences; b) Creation of the system of motivation for schools/ educational establishments, as well as their directors and pedagogical employees, correlated with the achieved growth of students’/ wards’ competences and support for the fields of school’s/ educational establishment’s activities necessary for the achievement of students’/ wards’ success. The creation of such a system will be preceded by test motivational measures for schools, educational establishments and their pedagogical employees; c) Restructuring of the network of schools/ educational establishments that would enable the maximum utilisation of the existing technical and didactic base. Maximum equipping with all teaching aids (computers, workshops, etc). corresponding to the constantly changing technologies so that they would provide the constant inflow of human resources needed on the labour market and affect the development of the city and the region; d) Systematic adaptation of post-gymnasium education to the needs of the labour market by the distribution of places at schools preceded by the analysis of HR needs of the city and the region;

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e) Undertaking measures that would enable the gradual replacement of traditional vocational education with module-based education; f ) Correlation of the system of additional education for teachers with the needs of the schools/ educational establishments they work for; g) Creation of the system of school support in the area of levelling skills in exact sciences to the level of skills in the humanities, with particular consideration given to mathematics; h) Undertaking measures that would enable incorporating disabled students in the didactic and upbringing process of able-bodied students; i) Creation of the system of a common measure of success for Poznan’s schools and educational establishments that would consider their specific character, system implementation and evaluation; j) Support of the didactic process by senior citizens in school common rooms and socio-therapeutic centres. 3) Support of the operation of Poznan schools and educational establishments by cooperation with Poznan universities: a) Establishment of the so-called academic classes for particularly gifted students in selected post-gymnasium schools in collaboration with Poznan universities; b) Elaboration of the principles of organisation and course of university students’ training at Poznan schools. Establishment of the network of schools in Poznan recommended as training schools for students; c) Cooperation with Poznan universities aimed at raising the quality of the occupational preparation of graduates from teaching faculties. 4) We are proud of the best – support for students’ individual development: a) Appointment of the permanent interdisciplinary team monitoring measures undertaken by the city, the region and the state in order to identify, promote and support (in various fields of activity) the best students, and develop mechanisms for their promotion. Regular acquisition of support for these measures from governmental and non-governmental institutions; b) Creation of a “map of success areas” where the best students are identified and promoted, as well as areas where the best students should be identified and their promotion should start; c) Determination of the manner of choosing the best students in various spheres of life, and development of mechanisms of their support; d) Promotion and support measures for the best students in various spheres of life, annual analysis of their results and evaluation of measures with regard to the achievement of desired results and supplementation of the map of success areas with new fields of education. 5) Poznan school graduates as active members of a civic society: a) Poznan school graduates as conscious citizens; b) Students and graduates as people who are open to the needs of other people and the environment, further development and ongoing support for voluntary work; c) Usage of senior citizens’ knowledge and experience in civic education of the younger generation; d) All graduates from Poznan’s post-gymnasium schools are technologically prepared to function in the information world and have the command of languages necessary to make contacts with other inhabitants of the European Union; e) Poznan schools and educational establishments feel the need to participate in culture among their students and wards. 6) Platform of educational support for adults: a) Establishment of the “Platform of educational support for adults” coordinating the city’s measures concerning the life-long learning of adults at the educational information centre (existing project of the City of Poznan financed from European Union resources); b) Establishment of a teaching base for life-long learning and the system of its constant adaptation to the changing needs of the labour market and inhabitants, including the remote learning system, in collaboration with Poznan schools and entrepreneurs; c) Creation of a mobile educational offer for life-long learning based on the needs of the inhabitants and the changing labour market; d) Occupational counselling, and measures promoting and supporting adult education; e) Development of various forms of education addressed to senior citizens.

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Compliance of the programme’s assumptions with regional and national strategic documents: 2030. Development Challenges,” in the areas of demographic, macro-economic and institutional foundations * “Poland for the development, productivity, mobility and adaptability of the economy, social dimension of the development and

* *

conditions for its diffusion. Development Strategy for the Wielkopolska Province, programmes: Employment and Entrepreneurship Programme, Education Programme. Development Strategy for Adam Mickiewicz University for 2009–2019. Operational goal: Cooperation with the universal system of education.

Connections with other programmes of the strategy: and Scientific Poznan. * Academic Digital Poznan. * Knowledge for Business. *

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council:

* City Social Policy Strategy. Results of the programme’s implementation: Measures listed in this programme will help to: t Cover 100% of children living in Poznan with pre-school care and education within the network of public kindergartens supplemented with non-public kindergartens, including kindergartens run by companies employing the parents of children at pre-school age; t Achievement of a high quality of education correlated with the requirements of tests and external examinations. Fulfilment of educational requirements and adequate intra-school system of notes will help to confirm the results of external tests and examinations. They will also form the basis for the analysis of the growth of knowledge and skills of students in the course of the teaching process, and the introduction of educational measures stemming from this analysis. This will help to maximize the success of students, their parents and teachers. External examinations shall confirm the vital impact of the level of education of Poznan secondary school students, and the levelling of their abilities in the humanities, mathematics and life sciences. At every stage of education the graduate will achieve expected language skills that will enable them to pass external examinations at the maximum level of their abilities. The studies will show that the language skills gained in the educational process will enable the graduates to efficiently communicate in at least one foreign language after the completion of the last stage of education. Conditions will be created for students to develop their interests; they will be supported in their achievements and motivated for further development. Those who take part in olympiad’s will not only receive the support of their environment, but will also be the authentic pride of the city. Students will reap awards in various spheres of life. Mechanisms will be created (on the basis of occupational counselling and development of students’ talents) to plan students’ future by adequate choice of further education that will also be consistent with their predispositions and labour market needs. Both in everyday life and career, the graduate will be characterised by an entrepreneurial attitude and high skills in using information technologies. The mutual interaction of these features forms their high self-esteem and will generate society’s development. The structure of educational establishments and their furnishing will allow to maximally utilise the HR and base resources, and will ensure the adaptation to changes arising from the city’s development and social needs; the results of teachers’ work will be correlated with a motivational system. The constantly improved occupational skills of teachers will translate to better results of their work. The created system of support for Poznan schools and educational establishments will help to raise the effectiveness of work of those who achieve low results, and will ensure the further development of those whose results are high or satisfactory. It will support the individualisation of teaching and upbringing, and innovative measures undertaken by Poznan schools/ educational establishments.

* * * * * * *

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cooperation of Poznan schools and educational establishments with the academic environment will ensure a high * The quality of education and upbringing, allow the development of particularly gifted young people, and affect the quality

* * *

of Poznan education by the acquisition of better prepared teachers. Society will consciously participate in the formation of life in their settlement, city, region, country and European community. The parliamentary election turnout will rise to over 60%. In their everyday lives the inhabitants of our city will follow the requirements of natural environment protection. Cultural education introduced at schools and educational establishments will result in the vital decrease of a percentage of city’s inhabitants who do not participate in culture by 30%. The City of Poznan, in collaboration with employers, will create a mobile system of life-long learning for adults with the use of a didactic base. 20% of the adult population of Poznan will participate in various forms of life-long learning.

Potential sources of financing, including external financing: budget. * City Union resources (particularly under the Operational Programme for Human Capital). * European Special purpose grants from the state budget. *

Indexes of the programme’s implementation: 1) Kindergarten for every child: a) Assurance of places in all kindergartens operating in the city to the entire population of children aged 3–5 living in Poznan; b) Ratio of the number of children at pre-school age to the number of places in kindergartens; c) Organisation of places in kindergartens situated within the distance of up to 3 km from the place of residence or work of parents to 80% of preschoolers; d) Ratio of the number of children living in Poznan and attending kindergartens situated within the distance of up to 3 km from the place of residence or work of their parents to the overall number of children living in Poznan and attending Poznan kindergartens. 2) Poznan school/ educational establishment as a guarantee of success for its graduates: a) Teaching is correlated with the results of external examinations; b) Grades in examination subjects are comparable to their examination achievements for 80% of students completing every stage of education; c) Poznan education achieves high teaching results; d) Results of external examinations of graduates from Poznan schools belong to the best results in the country. All of the results of external examinations are in the top ten; e) Places in rankings for individual examinations; f ) Poznan school graduates achieve high results in the humanities, mathematics and life sciences; g) The knowledge and skills gained in life sciences and mathematics by Poznan school graduates will help Poland reach a place among the 10 best countries of the OECD (in the PISA programme); h) Their achievements in humanities are comparable to those in mathematics and life sciences; i) Graduates from Poznan vocational schools find employment in accordance with their vocations; j) 90% of graduates from Poznan vocational schools find employment in accordance with their vocations within six months after completing their schooling; k) Analysis of data included in the District Labour Office reports; l) Poznan vocational schools guarantee the high qualifications of their graduates; m) 90% of employers who hire graduates from Poznan vocational schools are satisfied with their skills; n) Graduates from Poznan secondary school are entrepreneurial people; o) 90% of graduates from Poznan secondary schools can manoeuvre on the labour market; p) Participants in Poznan’s educational system are members of the information society; q) 100% of Poznan’s school youth uses information technology; r) Poznan youth can communicate without language barriers; s) High passing rate of external language examinations; t) Comparative analysis with other large cities.

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3) Support of the operation of Poznan schools and educational establishments by cooperation with Poznan universities: a) Poznan university students gain pedagogical certificates on the basis of completed practical training in recommended Poznan schools and educational establishments; b) 80% of students that gain their pedagogical certificates during their studies at Poznan universities complete their training in recommended Poznan schools and educational establishments; c) The most gifted students learn in the innovative class divisions based on proprietary teaching curricula and established by Poznan schools in collaboration with Poznan universities; d) Poznan university authorities highly value cooperation with the city with regard to the establishment of socalled academic classes; e) Graduates from these classes are the best students. 4) We are proud of the best – support for students’ individual development: a) Poznan school students and graduates have considerable achievements in various spheres of life, and their individual development helps them to achieve even more; b) Poznan is among 5 large cities whose students and graduates take part in the largest number of subject olympiads, contests and various competitions at the central stage; c) Ratio of the share of Poznan’s inhabitants to the number of subject olympiads, contents and competitions; d) Poznan school students and graduates are leaders in most contests, subject olympiads and competitions at the central stage. The number of laureates and finalists of these competitions places the city in the top three of large Polish cities; e) Leaders of contests, subject olympiads and competitions achieve better and better results starting from the city stages, through district/ regional stages, to the central eliminations; f ) The city provides organisational and financial support to “the best”; g) Financial contribution of the city to organisational measures and individual support for the “best” in the form of prizes, scholarships, etc., is the highest among other Polish cities with a comparable population; h) Analysis of the city’s expenses on the indicated goals in comparison to other large Polish cities; i) The city promotes the best students and their achievements; j) City inhabitants are familiar with the achievement of the best students and are proud of them. 5) Poznan school graduates as active members of a civic society: a) Poznan school graduates actively participate in the life of their city and estate areas, undertake numerous initiatives, work in associations and foundations. They actively participate in passive and active governance; b) Poznan’s inhabitants’ turnout in presidential, parliamentary and local authority elections and referendums exceeding 60%; c) Ratio of the number of inhabitants participating in elections to the number of entitled persons; d) Studies show that the activity of Poznan school graduates in the social life of their communities reaches the highest indicator level in the country; e) The city provides financial and organisational support to voluntary work. city inhabitants can count on the support of young people; f ) High evaluation of young people’s attitudes among Poznan’s inhabitants; g) Descriptive analysis of the city’s measures and their evaluation by institutions conducting voluntary work in the City of Poznan. Comparison of the number of voluntary initiatives and expenses incurred in relation thereto in other large Polish cities; h) Cultural education conducted by Poznan schools and educational establishments is the main reason for the rise in the percentage of Poznan’s inhabitants participating in culture; i) Number of inhabitants participating in culture has risen to at least 70%; j) Ratio of inhabitants participating in culture to all inhabitants. 6) Platform of educational support for adults: a) The city supports adults in the life-long development of their educational needs; b) High evaluation of the city’s measures among inhabitants who start life-long learning; c) Surveys; d) Inhabitants of the City of Poznan participate in life-long learning; e) Minimum 20% of the adult inhabitants of Poznan are involved in life-long learning; f) Ratio of adult inhabitants of the city involved in life-long learning to all adults living in the city.

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Risk of the programmeâ&#x20AC;&#x2122;s implementation: No possibility to obtain financial resources. Programmes that enable the obtainment of European resources cover 2007â&#x20AC;&#x201C; 2013. Development forecasts in the demographic, urban planning and economic areas will considerably differ from reality. Migration of city inhabitants. Difficulty in encouraging the cooperation of environments whose participation is necessary in order to execute the programmes. Social dissatisfaction. No possibility to obtain data necessary to evaluate the results of measures from external institutions. Changes in legal regulations.

Beneficiaries:

* Inhabitants of Poznan and the region. Programme coordinator: Department of Education. Cooperation: Culture and Arts Department. Health and Social Issues Department. Business Activity Department. Physical Culture Department. Environmental Protection Department. European Programmes and Funds Unit. District Labour Office. Schools and educational establishments.

* * * * * * * *

External partners: Education Curator. * Wielkopolska District Examination Commission in Poznan. * Regional Labour Office in Poznan. * Poznan Universities. * Self-governments of the Wielkopolska Region, neighbouring districts and communities. * Employers and institutions representing them, with particular consideration given to craftsmanship. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Healthy Poznan

No. of the programme: 20

Continuation of the Development Plan for the City of Poznan

Strategic goals: n

Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life)

Objective:

* Improvement of the inhabitants’ health awareness and accessibility to health services. Programme aim:

* Providing good physical and mental health and the feeling of social well being. Genesis and general description of the programme: According to the 1948 WHO definition, “health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.” Human health depends on biological factors, an individual’s behaviour, psycho-social environment and physical environment. Health is indispensable for economic and social development, and constitutes a condition for the improvement of the quality of life of any person and entire communities. On the basis of health condition indicators one can determine the area of need in this area. Direct negative indicators are used most frequently, including incidence, morbidity rate, fatality and mortality, including infant mortality. The evaluation and analysis of these indicators should be the basis for the organisation of medical security, as well as the determination of health-related needs. The execution of prophylactic measures is also based on the knowledge of positive indicators, such as the monitoring of physical development, assessment of fitness, exercise stress capacity and vital capacity. Another important positive indicator of health condition is the average life expectancy and synthetic health indicators, e.g. DALE (Disability Adjusted Life Expectancy) that allows the evaluation of the average life expectancy in good health and is an extension of the indicator of average life expectancy. According to data from the Wielkopolska Public Health Centre, an average male Poznan inhabitant lives 71.8 years, and an average female in Poznan lives 79.3 years. What is also important is the evaluation of health problems that are the most common causes of the loss of years lived in good health. The biggest health problem of people who live in Poznan relates to circulatory system diseases. In Poznan in 2008 they were the most common cause of death. Another important health and social problem in Poznan refers to tumours. The basis for planning prophylactic measures among school children and teenagers should be the monitoring of physical development and health problems arising from prophylactic doctor’s examinations. Another aspect stemming from the changes in society’s demographic structure and affecting health policy is the ageing of society (a birth rate has occurred in Poznan 10 years earlier than in other regions of Poland). The growing percentage of people over the age of 65 means growing health and rehabilitation needs to be highlighted from multiple morbidity of this part of the population. Polish society, including the inhabitants of Poznan, is highly diversified not only in terms of the conditions of living and residence, and income, but also in terms of access to institutions and privileges ensuring development opportunities. At the same time, new development challenges bear the risk of deepening the existing disproportions, therefore, it is imperative to take into account the diagnosis of the health condition of Poznan’s inhabitants while undertaking measures in this area. The 2006 study health profile of people living in Poznan, conducted as part of the HEPRO project, helped to diagnose the health needs of Poznan’s inhabitants. Many social policy entities pay greater and greater attention to problems related to the correct, decent and fully worthy functioning of less able persons. Globally, this phenomenon has become the universal recognition of political, legal and ethical priorities for people living with various forms of disability, threatened with neglect, marginalisation and social exclusion.

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Planned measures/projects: 1) Preparation and implementation of the provisions of the Health Plan for the City of Poznan including the main direction of measures for Poznan’s inhabitants’ health. 2) Maintenance and development of municipal healthcare units. 3) Preparation and execution of municipal prophylactic programmes: 3.1. Municipal Programme for Alcohol Problem Prophylaxis and Solution. 3.2. Municipal Programme for Drug Addiction Prevention. 3.3. Municipal Anti-Tobacco Programme. 4) Alternative Forms of Care for Children up to the age of 3. 5) Poznan Programme for Social Integration of the Disabled. 6) Programme for Occupational Activation of the Disabled. 7) Programme for Counteracting Domestic Violence. 8) Development and adaptation of social services to the inhabitants’ needs in the place of their residence. 9) Counteracting Mendicity in the City of Poznan. 10) “Poznan Chooses Health – Bad Posture Prophylaxis in Class I-IV Primary School Children in Poznan” EU project. Measures will be executed on the basis of ongoing cooperation with non-governmental organisations.

Main tasks included in the above-mentioned projects: 1. Preparation and execution of the provisions of the Health Plan for the City of Poznan – main direction of the measures: a) Promotion of physical activity; b) Reduction of incidences of being overweight and obesity; c) Reduction in smoking tobacco; d) Prevention of the following diseases of the circulatory and osteoarticular systems, tumours, diabetes, mental diseases, oral cavity and parodontium diseases, prophylaxis of vision defects and sexual health; e) Schools as places promoting health; f ) Hospital as a place promoting health; g) Work place as a place promoting health; h) Measures for inhabitants with regard to levelling discrepancies in social situation; i) Measures for inhabitants with regard to a healthy city environment; j) Measures for inhabitants with regard to inter-sectoral cooperation. 2. Maintenance and development of the municipal healthcare units – tasks: a) Creation and update of database concerning the operation of the city’s independent public healthcare units; b) Monitoring and evaluation of the operation of the city’s independent public healthcare units. 3. Preparation and execution of municipal prophylactic programmes: 3.1 Preparation and execution of the Municipal Programme for Alcohol Problem Prophylaxis and Solution – tasks: a) Greater availability of therapeutic and rehabilitation help for alcoholics; b) Provision of psycho-social and legal assistance to families with alcohol-related problems, particularly with regard to protection against domestic violence; c) Prophylactic information and education activities with regard to solving alcohol problems and preventing drug addiction; d) Support for the activities of institutions, associations and natural persons aimed at solving alcohol-related problems; e) Undertaking of interventions in relation to the violation of regulations specified in the law on education in sobriety and counteracting alcoholism; f ) Support for social employment by organising and financing social integration centres. 3.2 Municipal Programme for Drug Addiction Prevention – tasks: a) Greater availability of therapeutic and rehabilitation help for addicts and people threatened with addiction; b) Provision of psycho-social and legal assistance to families with drug addiction problems; c) Prophylactic information, education and training activities with regard to solving problems related to drug addiction; d) Support for the activities of institutions, non-governmental organisations and natural persons aimed at solving problems related to drug addiction;

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e) Social help to addicts and families of addicts suffering from poverty and social exclusion, and their integration with the local environment with the use of social work and social contact. 3.3. Municipal Anti-Tobacco Programme – tasks: a) Prophylactic information, education and training activities with regard to tobacco prophylaxis; b) Provision of therapeutic help to nicotine addicts; c) Increase in the number of places free from tobacco smoke. 4. Alternative Forms of Care for Children up to the age of 3 – tasks: a) Provision of equal educational start conditions and equal chances to children, regardless of their social and economic position; b) Expansion and diversification of the system of care for children up to the age of 3; c) Rationalisation of expenses related to the system of care for children up to the age of 3; d) Increase in the number of places of care for children up to the age of 3. 5. Poznan Programme for Social Integration of the Disabled – tasks: a) Preparation of an information base about the needs of the disabled on the basis of social diagnosis; b) Information and promotion measures aimed at increasing social awareness; c) Health prophylaxis and promotion of a healthy and safe lifestyle; d) Levelling of barriers at municipal premises and city spaces, and transportation means; e) Undertaking of measures aimed at social support for the disabled; f ) Undertaking of measures aimed at levelling the chances of the disabled to complete education at all levels and access the blessings of culture, recreation, sports and tourism. 6. Programme for Occupational Activation of the Disabled – projects planned to be executed/ tasks: a) Identification of barriers for the employment of the disabled in the Poznan labour market; b) Establishment and maintenance of the Occupational Activity Facility; c) Establishment and support for maintenance of Labour Assistant Centres; d) Establishment and maintenance of the Employer Assistant Point; e) Establishment and coordination of the virtual Advisor Network; f ) Organisation of Activity Workshops; g) Initiation and execution of social and information campaigns. 7. Programme for Counteracting Domestic Violence – tasks: a) Systematic diagnosis of domestic violence; b) Increase in social sensitivity to domestic violence; c) Increase in the competence of services dealing with domestic violence issues; d) Provision of professional assistance to domestic violence victims; e) Measures with regard to stopping the perpetrators and ending domestic violence. 8. Development and adaptation of social services to the inhabitants’ needs in the place of their residence – tasks: a) Diagnosis of needs of people who require the support of social services in the city; b) Creation and development of a social services catalogue adequate to the inhabitants’ needs; c) Support for the execution of programmes of non-governmental organisations concerning social services; d) Monitoring and assessment of accessibility and quality of social services. 9. Programme for Counteracting Mendacity in the City of Poznan – tasks: a) Execution of social (information) campaign; b) Undertaking intervention measures; c) Proposing alternative forms of spending free time, and directing to programmes for social and occupational reintegration; d) Support for programmes of non-governmental organisations related to the work of street pedagogues and street workers. 10. “Poznan Chooses Health – Bad Posture Prophylaxis in Class I-IV Primary School Children in Poznan” – tasks: a) Provision of health services aimed at the prophylaxis and early detection of bad posture among children; b) Organisation of training sessions for nurses and physical education teachers.

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Compliance of the programme’s assumptions with regional and national strategic documents: Strategy for the Wielkopolska Region to 2020. * Development Strategy for Health Protection in Poland 2007–2013. * Development National Development Strategy 2007–2015. * National Health Programme 2007–2015. * National Programme for Alcohol Problem Prophylaxis and Solution 2006–2010. * National Programme for Drug Addiction Prevention 2006–2010. * National Programme for Social Security and Social Integration 2008–2010. * Support Strategy for the Development of Civic Society 2009–2015. * National Programme for Domestic Violence Prevention. *

Connections with other programmes of the strategy: and Scientific Poznan. * Academic Poznan. * Clean Let’s Live in Poznan. * Civic Poznan. * Poznan Modernist Housing Estates. * Socially Sensitive Poznan. * Sporting Poznan. * Downtown Markets and Squares. *

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Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: Social Policy Strategy of 2003. * City Development for the City of Poznan 2005â&#x20AC;&#x201C;2010. * Health Plan forPlan the City of Poznan 2009â&#x20AC;&#x201C;2013. *

Results of the programmeâ&#x20AC;&#x2122;s implementation: level of health awareness and individual responsibility for oneâ&#x20AC;&#x2122;s own health. * Higher Lower incidence of civilisation and social diseases. * Equal access to health and social services. * System of services adequate to the inhabitantsâ&#x20AC;&#x2122; needs. * Development of social potential. *

Potential sources of financing, including external financing: budget. * City State budget. * EU funds. * Own resources of non-governmental organisations. * Private resources. *

Indexes of the programmeâ&#x20AC;&#x2122;s implementation: of people covered with measures arising from the execution of the set projects and measures. * Number Statistical indicators. * Studies of the level of clientâ&#x20AC;&#x2122;s/ beneficiaryâ&#x20AC;&#x2122;s satisfaction. * Mid-term and ex-post assessment â&#x20AC;&#x201C; social studies (change in awareness and attitudes). * Studies of the level of services provided with regard to social needs. *

Risk of the programmeâ&#x20AC;&#x2122;s implementation: or insufficient co-financing. * Lack No interest cooperation on the part of potential partners. * Difficulties inincooperation external partners. * Change of legal regulations,with competences of institutions, etc. *

Beneficiaries: inhabitants, particularly: * Poznanâ&#x20AC;&#x2122;s t $IJMESFO BOE UFFOBHFST

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Programme coordinator: Health and Social Issues Department. Cooperation: Other departments of the Poznan City Hall. Municipal Social Service for Families. Social Help Homes.

* * *

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and educational establishments. * Care-and-upbringing Municipal Guard. *

External partners: Regional Branch of the National Health Fund. * Wielkopolska Office. * Marshallâ&#x20AC;&#x2122;s Wielkopolska Office. * Provincial andProvince Municipal Police Headquarters. * Provincial and District Sanitary and Epidemiological Station. * State Agency for Prevention of Alcohol Related Problems. * National Bureau for Drug Prevention. * Healthcare units. * Non-governmental and church organisations. * Poznan academic and school centres. * Science-and-research establishments. * Business partners. *

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STRATEGIC CHART OF THE PROGRAMME Name of the programme:

Sustainable Transport Development

No. of the programme: 21

Continuation of the Development Plan for the City of Poznan

Strategic goals: Improving the quality of life and the appeal of the city and its architecture (Area: Quality of Life) n Creation of the Poznan Metropolis (Area: Metropolis) n

Objectives: cohesion of the metropolis via the spatial and functional integration of the City of Poznan with the com* Increase munes of the agglomeration.

* Exposure and improvement in the attractiveness of valuable elements of Poznan’s space. Programme aim: Achievement of a Sustainable Transportation System in order to create conditions for an increased number of journeys taken on public transport, and systematic and effective development of road systems.

Genesis and general description of the programme: The declarative and programme layer of the “Poznan Transport Policy” adopted by the city council clearly states that it assumes the principle of sustainable development as its foundation. In the external aspect it involves the maintenance of harmonious relations between the transport system and its natural surroundings (that is environment), cultural surroundings (that is civilisation), and social and economic surroundings. The internal balance consists in the preservation of the symbiosis

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between the traffic of public transport vehicles, pedestrians, bicycles and cars, and the carriage of goods. The execution of the above-mentioned transport policy requires special programmes oriented at the achievement of the set goal. The “Sustainable Transport Development” programme is to enable the implementation of goals listed in the attachment to Regulations and aimed at the fulfilment of the sustainable option as the foundation for rational development of transport in Poznan. This option involves the maintenance of balance between the economic, spatial and ecological factor, and social expectations with regard to transportation availability, possibility of choosing the means of transportation, mitigation of internal conflicts, and protection of the interests of weaker traffic participants. This programme envisages strong preferences for collective transport and non-motor traffic, and introduction of restrictions for motor traffic, particularly in the conflict zones, with the use of measures mitigating transport-related inconveniences. The threat of traffic noise belongs to major environmental problems of Poznan. The improvement of this condition requires long-term, consistent system measures in the sphere of transport concerning the quality of roads, right-of-way facilities, condition of means of transport, traffic organization, level of ecological awareness of road traffic users, etc. The ecological goal concerning noise protection, as specified in the Environmental Protection Programme for the City of Poznan envisages a reduction of acoustic inconveniences present in the city to the level acceptable in legal and social terms. Measures for the reduction of traffic noise intensity must be planned comprehensively as part of the modernisation of the city’s transport system.

Planned measures/projects: 1) Efficient transport: a) integration of city, railway and road transportation systems, with consideration given to airport services and fast rails (Y); b) Construction of transfer nodes; c) Creation of a Communal Transport Union; d) Fast and friendly public transport; e) Flexible and universally accessible transport; f ) Environmentally-friendly transport – modern rolling stock. 2) Intelligent Transport: a) Integration of traffic control systems; b) Poznańska Elektroniczna Karta Aglomeracyjna (PEKA, Poznan Electronic Agglomeration Card). 3) Railway in the City: a) Construction and adaptation of railway routes for the purpose of city services; b) Integration of transport systems, with consideration given to fast rails (Y); c) Construction of transfer stations. 4) Clear parking: a) Construction of the P&R car park system; b) Construction of cubature and P&G car parks at the peripheries of Paid Parking Zones in order to reclaim street spaces for pedestrians and collective transport; c) Expansion of the calmed traffic zones. 5) Cycling in Poznan: a) Expansion and modernisation of the cycle path infrastructure in Poznan; b) Integration of bicycle traffic with other modes of transport; c) Investment and organisational measures for the intensification of bicycle traffic and improvement of its safety; d) Development of the city’s cycle path system. 6) Optimisation and development of the road system: a) Poznan with three frameworks in order to calm and drive heavy traffic out of the centre; b) Reconstruction of a basic road system; c) Construction of a system of separate lanes for public transport with their potential usage, for example, for goods delivery (multi-functional lanes); d) Local road construction programme.

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7) Ecological Goods Delivery: a) Regulation of access of heavy and delivery vehicles to certain areas; b) Agglomeration and Municipal Reloading Centres; c) Nearby delivery zones (final stage of deliveries).

Main tasks included in the above-mentioned measures/projects: 1) Efficient transport: a) Connection of airport services and Fast Rails (Y) with city transport; b) Renovation of public transport infrastructure in relation to the organisation of EURO 2012 in Poznan; c) Construction of Nowa Naramowicka Street with a public transport route; d) Reconstruction of the Kaponiera Roundabout transportation node; e) Extension of the Poznański Szybki Tramwaj (PST, Poznan Fast Tram) to the Zachodni Station in Poznan; f ) Construction of the os. Lecha–Franowo tram route in Poznan; g) Extension of other tram routes to transfer nodes (Dębiec); h) Replacement and modernisation of the tram and bus rolling stock. 2) Intelligent Transport: a) Integration of traffic control systems; b) Poznańska Elektroniczna Karta Aglomeracyjna (PEKA, Poznan Electronic Agglomeration Card). 3) Railway in the City: a) Determination of the optimum route for Fast Rails within Poznan’s administrative limits; b) Construction of an Integrated Transportation Centre; c) Connection of the Poznań Główny Station with the Ławica Airport; d) Construction of stations and transfer nodes at the crossings of transportation means routes; e) Extension of tram routes in the city to railway stations (Franowo, Poznań-Wschód); f ) Preparation of a joint agglomeration card as a form of ticketing for using transport within the agglomeration. 4) Clear parking: a) Construction of the os. Sobieskiego and Szymanowskiego P&R car parks; b) Construction of the Starołęka, Górczyn, Brama Zachodnia P&R car parks and transfer stations; c) Construction of the Poznańska P&G car parks; d) Construction of the Stara Gazownia (Old Gasworks), Garbary and Grudzieniec P&G car parks; e) Construction of the P&R car park in Miłostowo; f ) Expansion of calmed traffic zones. 5) Cycling in Poznan: a) Expansion and modernisation of cycle path network as part of independent investments and executed road investments; b) Downtown revitalisation with consideration given to the needs of bicycle traffic; c) Expansion of a system of safe public bicycle parks, particularly in the downtown area, in the vicinity of public utility buildings which constitute one’s destination, transfer nodes and key stops of public transport, including railway stations Bike&Ride system; d) Creation of technical and legal conditions in order to enable the efficient and safe carriage of bicycles with public means of transport; e) Construction of parking lots for bicycles at downtown cubature car parks and P&G car parks at the peripheries of the Paid Parking Zone; f ) Expansion of the city bicycle rental system; g) Expansion of the bicycle information system; h) Promotion of bicycle traffic as an alternative means of in the city. 6) Optimisation and development of the road system: a) Local and peripheral streets (execution of the Programme for the Construction of Local and Peripheral Streets); b) Construction of a system of separate traffic lanes; c) Modernisation of road structures;

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d) Nowe Kotowo Street; e) Closure of transportation frameworks with the necessary bridges, and construction of Berdychowski Bridge with elements of the Stübben Ring; f ) Reconstruction of Dolna Wilda Street. 7) Ecological Goods Delivery: a) Construction of a reloading centre; b) Regulation of access of heavy and delivery vehicles to certain areas; c) Combined goods transport; d) Improvement of the quality of delivery vehicles; e) Places for goods loading and unloading in the centre; f ) Goods receipt points.

Compliance of the programme’s assumptions with regional and national strategic documents: Development Strategy 2007–2015 (updated assumption of 30 December 2008). * National Strategy for the Development of an Information Society in Poland to 2013 ( updated assumption of December 2008). * National Strategy for Regional Development 2010–2020: Regions, Cities, Rural Areas (draft version of 9 September * 2009). Programme for Infrastructure and Environment of 5 December 2007. * Operational National Strategic Reference Framework 2007–2013 (NSRF) adopted by the European Commission on 9 May 2007. * Development Strategy Wielkopolska Region to 2020 (document adopted by the Regional Parliament of the * Wielkopolska Region onfor19 the December 2005).

Connections with other programmes of the strategy: of Areas Around the 3 Transportation Framework. * Activation Digital Poznan. * Clean Poznan. * Metropolitan Poznan. * Let’s Live in Poznan. * Spaces for Business. * Downtown Markets and Squares. * Poznan for Tourists. * rd

Connections with industry policies, detailed strategies and programmes adopted by the Poznan City Council: of Conditions and Directions for Spatial Management of the City of Poznan – adopted with the Regulation of the * Study Poznan City Council 18 January 2008. Investment Programme for the City of Poznan. * Long-term Poznan Transport Policy – adopted with the Regulation of the Poznan City Council 18 November 1999. * Sustainable Plan for Public Transport Development 2007–2015 (Poznan Metropolitan Area) – adopted with the Regulation * of the Poznan City Council 24 October 2006. Road Programme for the City of Poznan 2008–2015 – adopted with the Regulation of the Poznan City Council 16 September * 2008. for the Construction of Local Roads in the City of Poznan 2005–2015 – adopted with the Regulation of the * Programme Mayor of the City of Poznan No. 43/2005/K 19 May 2005. Policy of the City of Poznan adopted with the Regulation of the Poznan City Council 10 June 2008. * Parking Bicycle Programme for the City of Poznan 2007–2015 – adopted with the Regulation of the Poznan City Council 15 * January 2008. Protection Programme for the City of Poznan 2009–2012 adopted with the Regulation of the Poznan City * Environmental Council 12 May 2009.

* Waste Management Plan – adopted with the Regulation of the Poznan City Council 17 July 2007.

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Results of the programme’s implementation: improvement of the quality of collective transport services. * Systematic of the comfort of travelling with collective transport. * Improvement Increase in the of life of inhabitants and visitors. * Increase in the quality importance of the bicycle as an alternative (environmentally-friendly) means of transport. * Improvement of the condition of the natural and cultural environment. * Greater coverage of the tram network. * Greater availability of public transport for the disabled. * Increase in passenger capacity on city transport and a greater share of public transport in non-pedestrian traffic zones of * Poznan’s inhabitants. in passenger capacity within the metropolitan area. * Increase Calming car traffic in the city centre by the elimination of transit passages through the centre (1 Framework). * Controlledof access sources of traffic to the downtown area (via the implementation of a parking system). * Improvement of ofconditions for pedestrian and bicycle traffic in the centre and downtown areas (1 and * Frameworks). st

2nd

of inconveniences related to goods deliveries in the downtown area, and driving heavy traffic out of residential * Reduction areas. of the emission of exhaust fumes by the reduction of the number of cars that do not comply with EURO * Reduction standards.

* Reduction of noise and vibrations in the tram traffic corridors as a result of tram track modernisation. Potential sources of financing, including external financing: budget. * City EU funds. * Environment protection funds. * Government grants. * External partners (public-private partnership, concessions). * Funds obtained by NGOs. *

Indexes of the programme’s implementation: of stops and integrated nodes to service low-deck rolling stock, increase in the number of low-deck trams * Adaptation to 100%. of the transportation speed of public transport to 20 km/h for tram transport and to 20 km/h for bus transport. * Increase Shortening of commuting time to the centre to 16 minutes. * *STRATEGY FOR THE CITY OF POZNAN 2030

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of the previous number of public transport passengers, and even a rise in this number from 2 to 3% in the * Preservation 2030 outlook. number of crossroads with full or high priority for trams – to the minimum of 50% of all crossroads. * Greater Greater number of parking places at P&R and P&G car parks by several thousands. *

Risk of the programme’s implementation: financial resources for the execution due to budget restrictions. * No No execution offers – no possibility of obtaining credit resources. * Bankruptcy of execution entities. * Legislative problems – frequent changes of legal acts. * Protests of entrepreneurs providing deliveries in the city. * Political protests related to restrictions in car traffic. * No interest in participation in city investments on the part of external partners. *

Beneficiaries: of Poznan and the agglomeration. * Inhabitants * Investors. * Tourists. * People coming to the city for business and education purposes.

Programme coordinator: Department of Municipal and Housing Administration. Cooperation: Municipal Urban Studio. City Road Board. City Transport Board. Owner’s Supervision Office. Department of Real Estate Management. Municipal Transportation Company (MPK). GEOPOZ Geodesy and Municipal Cadastre Board. Urban Planning and Architecture Department. Environmental Protection Department.

* * * * * * * * *

External partners:

* Concessionaires. * External investors.

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