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City Twins Association strategy 2010-2020

City Twins Association strategy 2010-2020. CTA Annual Meeting 2011 23-24. 11.2011, Narva. The purpose of the strategy.

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City Twins Association strategy 2010-2020

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  1. City Twins Association strategy 2010-2020 CTA Annual Meeting 2011 23-24. 11.2011, Narva

  2. The purpose of the strategy • The given strategy is targeted to designate the mission and the vision of the City Twins Association (the CTA), its strategic aims and objectives and plans for their implementation in the period 2010-2020.

  3. The content of the strategy 1 INTRODUCTION 2 OVERVIEW OF THE PRESENT SITUATION 2.1 General information about the CTA 2.2 Overview of other similar existing organizations and ways of possible co-operation 2.3 SWOT-analysis of the CTA 2.4 SWOT-analysis’ results to formulate strategies 3 STRATEGY 3.1 The vision 3.2 The mission 3.3 Strategic aims, objectives and tasks 3.4 Mechanism for the implementation of the strategy 3.5 Strategy action plan for the period 2010-2012

  4. Similar existing organizations and ways of possible co-operation (1) • MOT - Cross-border Operational Mission www.espaces-transfrontaliers.org • Eixo Atlantico Do Noroeste Peninsular – transborder association (Galicia – North of Portugal) www.eixoatlantico.com • Association of European Border Regions (AEBR) www.aebr.net • The East Border Region Committee (EBRC) www.eastborderregion.com

  5. Similar existing organizations and ways of possible co-operation (2) • Bath’s Twinning Association http://www.thecityofbath.co.uk/twinning_associations.htm • Sandy Twinning Association http://www.towntwinning.org.uk/aboutus.htm • Dorset Twinning Association http://www.twinning.org.uk/main.htm • Hertford's Town Twinning Association http://www.hertford.gov.uk/Town-Twinning-Associations-Details-of-Hertford-twin-towns-of-Evron--Wildeshausen-5054.asp?page=5054

  6. SWOT-analysis of the CTA (1) STRENGTHS • CTA has best practice and experience in solving the common problems of the border cities • CTA members can use the best examples of the CTA for more beneficial and effective consumption of financial and human resources • Close connection and cooperation of border cities governments and personal contacts of cities’ key actors • Clearly defined aims, objectives and structure of the CTA • Existence of the CTA bylaw, regulating the activity of the association • Efficient and timely information exchange between the CTA members • Visual symbolic, making the CTA recognizable • Networking with strong cross-border associations like MOT, Eixo Atlantico and AEBR • Skilled and qualified personal within the CTA members

  7. SWOT-analysis of the CTA (2) WEAKNESSES • Small number of the CTA members • Lack of PR activities • Law publicity and insufficient awareness about the association and its activities in the border regions and Europe as a whole • Insufficient financing for implementation of the activities • Association is not active enough to develop and increase its activities • Lack of the clear strategy for the nearest years • Law number of events, arranged for the purpose of experience and best practices exchange among CTA members • Lack of clear cooperation strategy with similar associations

  8. SWOT-analysis of the CTA (3) OPPORTUNITIES • CTA members has opportunity to achieve the most favorable development conditions for its cities by means of mutually beneficial cooperation between its members and combined forces, influencing to the border regions policy • European Union Policy, targeted to the development of cooperation between the border regions. • Existence of funds, financing the development of cross-border cooperation. There are 52 cross-border co-operation Programmes along internal EU borders and 13 transnational co-operation Programmes. • The CTA is the only association in its kind in the North East Europe – no competitors • Opportunity of networking with similar organization in Europe and other countries

  9. SWOT-analysis of the CTA (4) THREADS • Other border cities could not be interested in the membership • Projects, submitted by the CTA, might be not approved by the Programmes • Low initiative of cross border citizens • Sharp gap in the level of living of the border cities’ citizens • Political and economic barriers for cross-border cooperation • Unstable economic situation in Europe • Economic crisis and therefore tough financial situation in border cities – members of the CTA • Different conditions and the ways of action on social, health and safety matters in border cities • Problems in the issues concerning free movement of goods and labour force, especially on the eastern border of the EU

  10. The vision • By the year 2020 the City Twins Association is stably developing organization attractive and efficient both for existing and potential members, acting as the important and influential player for the purpose of the balanced development of the border areas.

  11. The mission • The mission of the City Twins Association is to facilitate fruitful and stable cooperation between its members to enhance sustainable and balanced development of the member cities with the help of combined efforts, facilitating cross border cooperation in general.

  12. Strategic Aims 1. The CTA is the key player in the process of the balanced development and cooperation between border cities, first of all between the CTA member cities 2. The border regions is stably developing in all fields thanks to the mutually beneficial cooperation of the border cities – the CTA members

  13. Mechanism for the implementation of the strategy NEEDED • Qualified management • Sufficient financial resources • Sufficient human resources • Sufficient time resources CREATE The Steering Group of 8 people, including the CTA chairperson and the members of the CTA Board. The tasks of the Steering Group are the following: • Coordinate the work of the Working Groups since they will execute the Action Plan in the form of specific work plans • Assign people, responsible for implementation of the selected actions, monitoring • Develop working plans and schedules that have specific action steps • Resource the initiatives in the form of detail budgets • Monitor progress by the end of each year • Correct and revise action plans per comparison of actual results against original action plan

  14. Strategy action plan for the period 2011-2013

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