Pavel Mička, Agora CE

1. LowlevelofmechanismsforCSOs’ participationin localgrowthstrategiesand “smart” communityinitiatives Examples and experiences fromthe Czech rep. Pavel Mička, Agora CE

2. Esxpertor/and communityapproach in strategicplanning ? Cummunity Alllocal (and external) stakeholders are integratedintodecision-makingprocesses. CSOs are seen as partners in draftingthestartegy as well as implementing. Based on goodgovernanceprinciple. Expert Mainly expert(external) and localelites (economic) are involved. Cummunityisseen as rather passive recipients ofthestrategy.

3. Case study: Dobrany – cummunity involvement in local development strategy 2006, 2014 • Dobrany: • Population about 6.000 inhabitants • Public budget aprox. 7 mil. euro • Located near to big city Pilzen

4. Strategic planning in dobrany in 2006, 2014 • 2006 • A lot of investments in last 10 years without any coherent strategy • Young elected representatives wanted to manage municipality using new tools and approaches • Consensus of the all stakeholders on the future of the city • Tool for attracting new investments and subsidies for the city (mainly from EU) • To start new era of cooperation between citizens and public authorities • 2014 • Previousbestpracticefrom 2006 • Formerstrategicplanwasimplemented – most ofthegoalswas met • A lot ofCSOs in the city demanding better dialog with public authority

5. Strategic planning in dobrany

6. Participatory committee • Consists of representatives of various stakeholders in the city • CSOs played important role • Responsible for stakeholder analysis • Designing the process of involving stakeholders in strategic planning • Managing the participatory activities

7. Strategic planning in dobrany

8. Discussion forums– march 2014 Three target groups: • Business sector • Local NGOs • students

9. Discussion forums– march 2014 • Café Dialogs (three topics –challenges, threats and short-term actions) • Simulation game • Prioritizing as a part of every event

10. Strategic planning in Dobrany – survey 2006 • Four ways of interviewing citizens: • Phone survey (132 respondents) • Paper questionnaires for adults in local newspaper (388 respondents, 15% return rate) • Internet questionnaire on municipality website (18 respondents) • Paper questionnaire for young generation (120 respondents) In total 658 respondents participated

11. Strategic planning in Dobrany – survey 2014 • Three ways of interviewing citizens: • Paper questionnaires for adults in local newspaper (200 respondents) • Internet questionnaire on municipality website (261 respondents) • Paper questionnaire for young generation ( 84 respondents) In total 445 respondents participated

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13. Strategic planning in Dobrany – public meetings 2006, 2014 • First public meeting: • More than 100 participants • Place: school canteen and/or volunteer fire department seat • All inputs were presented • People discussed hot issues of the city as well as long time visions • Development trends were identified • Active participants become member of work groups

14. Strategic planning in Dobrany – public meetings

15. Strategic planning in Dobrany – public meetings

16. Strategic planning in dobrany

17. Strategic planning in Dobrany – public meetings, only 2006 • Second public meeting: • More than 50 participants • Members of the workgroups presented their first results • Following key areas were identified: • Housing • Traffic and safety • Free time activity • Economic development • Ideas from public meeting were worked out into particular projects or activities

18. Strategic planning in dobrany

19. Final public meeting, 2014 Only 20 participants  Following key areas were identified: • Housing • Traffic and safety • Free time activity • Economic development A lot of final comments were collected

20. Final public meeting, 2014

21. Strategic planning in dobrany, 2006/2014 – final conclusions • Development plan was approved by the city Assembly • Plan was prepared within one year • Municipality created database of more than 100 active residents (they have been continuously consulted since 2006) • Better contacts and relation with local CSOs • Citizens were involved several times and by various methods • Development plan is up-dated every two years • New investments were implemented in the city and municipality participated in many projects and programs (as was stated in Development plan). New projects and programs are coming.

22. Whatdoes „Smart“means Society has become increasingly digital, mobile and connected To use connected technology and data to improveinfrastructure Based on newrealtionsbetween society and technologies To havethepotential to greatlyenhancecommunitylife To invest in localcommerce, and feedwealthbackintotheircommunities. They breedopportunityforcitizensacross lines ofrace, class, age, and gender, and retainthetalentsof a diverse workforce. To beable to keep/followenvironmental, societal, economic and culture development To achieveexcitinglifestylebenefitsforresidents, robust economicopportunities, and more efficientgovernancewithin a safe and healthy environment.

23. „Smart“and others Intelligent sustainable compact creative green resilient viable Healthy liveable digital Smart community and/or smart city

24. „Smart“ principles SMART PEOPLE SMART ECONOMY SMART infrastructure SMART ENVIRONMENT SMART LIVING SMART GOVERNMENT

25. Thankyouforyourattentionmicka@fsv.cuni.cz