manizales 2030

Maria Leonor Velásquez Arango

Manizales 2030

Manizales, Noviembre de 2010

Strategic Plan


Strategic City Plan

Maria Leonor Velásquez ArangoStrategic Processes Consultunt

Ontological Coach

Manizales, December 10, 2010

Maria Leonor Velásquez Arango 3

Introduction

• All sectors working together, with the commitment of every citizen of Manizales, is the only possible way to transformation, to generate long term, sustainable results.

• The process of strategic planning is an invitation to recognize that, each one of us is part of the problem that the city has today. Additionally, each one of us is part of the solution. We cannot wait for someone or something to bring us magic results. We must convert this task into a daily effort, in the role that each inhabitant plays in his/her family, work, neighborhood, school, or university. All that we do and all that we give should have the seal of QUALITY.


Introduction

• The exercise which is presented in this document is only the beginning of a process which should cover many generations to come. It should transcend the administrations and be converted into City policy with the first goal being pertinent, universal, quality EDUCATION.

• The development of this work during this year is the product of the conversation process among a group conformed of people from academia, businesspeople, students, the social sector, the public sector, and the community, among others. They participated actively, voluntarily, and without conflicts of interest, in long periods of reflection and construction. They are supportive people who characterize the diversity of our Society.


Introduction

• We invite you to read this document openly, with genuine interest, setting aside judgment, and reflecting on each point and the importance this proposal has for us. This process requires the participation and commitment of every citizen in order to build the city we want, “MANIZALES THAT LIVES…WITH QUALITY!”


The Origen of the Process

• This process was born out of the concern of the Secretary of Planning of the city government to generate a participative exercise in strategic planning to convoke and commit the forces of the distinctive players which comprise the City.

• With the intent to wake up the long term commitment for the future of Manizales, the Municipal Administration and the Inter-gremial Committee of Caldas united their forces. Our work is based on a process with the following characteristics:

– Maximize the lesson learned from the past and mobilize citizens towards a common north.

– Promote reflection and define, as initiatives, projects which contribute to transforming reality.

– Open spaces for conversation which allow for strengthening the citizens’ sense of pertinence and responsibility with what happens in Manizales.


The Origen of the Process

“Strategic planning is an innovative instrument

which can handle the complex problems of governability

that numerous metropolitan and urban regions face. ”

Professor José Miguel Fernández Güell – City Strategic Planning

• As a reference point for the structuring of the process, strategic plans were review from: San Francisco in the United States, Barcelona in Spain, Rosario in Argentina and Curitiba in Brazil, among others.

• These cities share a continuing effort for participative strategic planning, pushing social mobilization forward.


The planning for these cities isa participative, creative, systematic process that…

• Feels out the bases to achieve long term, integrated action

• Defines the future model of development

• Formulates strategies and courses of action to reach said models

• Establishes a system for continual decision making

• Involves local agents throughout the process


The Key of Their Success

• Strong leadership

• Long-term commitment

• Citizen participation through key players

• Continuity of the projects across various governments

• Capability to implement and convert the projects into action

1. The city from different perspectives

2. Identification of options for the

future

3. Consolidation of the vision and

revision of implications

4. Definition of competitive

advantages and what the city has to offer

5. Structuration plan with

projects and initiatives


6. Communication and Participation Plan

Phases in the Process


• DEFINITION OF COMPETITIVE ADVANTAGE and what the city has to offer. Again with the GP and the goal of generating a more concrete proposal about what the city should be, various working sessions allowed for the definition of a competitive advantage for Manizales. For this exercise recent studies by the National Council for Competitiveness and the McKinsey firm about the competitiveness of the Country and the Region were used.

– The group worked on the analysis of the offers and the demands of the city by age and socio-economic level. The exercise was revised and polished over the course of various meetings.

– The result of this work is a proposal for the City which brings initiatives from the past into the current situation of the country and the world. The proposal for Manizales, which will be developed later, is DEVELOPMENT BASED ON UNDERSTANDING with education as the starting point and the central element.

Phases in the Process (6)


Phases in the Process (8)

Quality of life: A sustainable city with equity, well-being, and quality of life for all.

MARKET AND COMPETENCE:

Productive ventures that

generate development,

opportunities, and income based on

understanding

PHYSICAL AND TECHNOLOGICAL INFRASTRUCTURE: Access and ease of

development in competitiveness with physical and technological infrastructure.

EDUCATION, TRAINING AND CLUTURE: Citizens with values and competencies that increase citizen

participation and business productivity in the ventures of the city.

SUSTAINABILITY OF THE PROCESS: Maintain the focus of the city on a vision of the future that mobilizes the distinctive actors

towards a long-term common goal.

Perspectives on the Plan


• Secretary of Planning for the city government• President and Direction CIC• Consultant

Coordinating Group

• 30 persons from different cultural groups in the city: public, private, and academic sectors, ONGs, community action boards, and students, among others

Promotion Group

• 7 groups in specific themes: education, health, economic development, citizens’ and democratic culture, environmental sustainability and territorial development, regional integration, and youth

Working Tables

• Launching event: approximately 350 people attended the convocation to learn about the processThe City

Grupos de trabajoThe Working Groups


Strategic Plan

Manizales is a friendly territory noted for the well-being of its citizens. It thinks and builds with respect for differences and is governed with ethical and democratic principals. It is the

result of sustainable development with an emphasis on outstanding education, culture, citizen participation, strategic integration within the region, innovation,

enterprise, the use of natural resources, and the recognition of its patrimony.

Vision 2030

16

Strategic Lines (1)

• Generación de riqueza y oportunidades para todos a partir del desarrollo de los sectores con mayor potencial en la región.

Económica

• Educación y formación continua a lo largo del ciclo de vida de cada persona que genera oportunidades y desarrollo.

• Investigación, ciencia y tecnología son elementos fundamentales.

Educación

• Una ciudad que se gobierna y se desarrolla bajo principios éticos y democráticos.

Gobierno y cultura

17

• Access to goods and services with quality standards for all of the population

Well-being and Quality of

Life

• A city which recognizes, values, conserves, and uses, in a sustainable manner, it natural richness and territory

Environment and Territory

• Strategic alliances which contribute to the achievement of a common goal

Regional Integration

Strategic Lines (2)


Current SituationS

tren

gths

1. Natural, historical, and cultural patrimony

2. Human capital

3. Centers of investigation

4. Infrastructure in post-secondary education

5. Quality and coverage of public services

6. Project models MDL

7. Image of a city of education

8. ‘Doing Business’ qualification

9. Quality of Life qualification

10. Exporter experience

11. Industrial and agro-industrial development –coffee-

12. Risk Management at the institutional level

13. Technology Services

14. Clusters: coffee, biotechnology and metal mechanics


A Competitive Advantage

Focused on knowledge, founded in:

– Universal education

– Pertinent

– Quality

From infancy

20Institutions Culture

Infrastructure and conectivity

DEVELOPMENT BASED ON

UNDERSTANDING

EDUCATION

Investigation Centers

Infrastructure in all levels

Recognized Programs

Competencies

Historical and cultural

Patrimony

PRODUCTIVE VENTURES

Science and technology

Biotech. andAgroindustry

Metal mechanics

Tourism

NATURAL RICHNESS

HUMAN CAPITAL

Fluency in2nd language

Friendliness and warmth

Work ethic

WELL-BEING

Opportunities and generation of

wealthHealth

Public Services

Security

Size

Views and scenery

Environment

MDL projects

Teacher Training Centers

Quality and pertinenceUniversity-

Business-State Integration

Org. prom. Investment

-Risk Capital-

EnterpriseCoffee Cluster

Service profes. and BPO

Geographic location

Citizen interest and

participation

Self-esteem and confidence

Image of a cultured city

Conectivity

Dependency work rent

Infrastructure

Biodiversity Mobility

KEY THEMESThemes which already exist or are in processThemes with significant weaknessesPi

llars

A city of knowledge …

• It is a geographic territory with a society properly connected to itself and to its actors, whose common purpose is to participate in the development of a knowledge-based economy.

– Oriented to interpret, through continued learning, the transformation in national and international order in political, economical, technical, scientific, and cultural fields, and to construct clear directives which generate wealth so that the society has employment, prosperity, and quality of life.

• It works on three basic variables: – Integral human capital – Strategies: Identify and orient human talent, support chains, connectivity

agenda, innovation networks, network of business incubators, capital network, generate favorable conditions

A City of Knowledge

• It is supported by a fundamental triad: Government, academia and business. – The government is a fundamental actor in that it should be committed in its

promoter and facilitator role. It creates conditions which allow for the expansion of private initiative.

– The private sector, as it is conformed by businesses whose objective is to generate goods and services useful to society to satisfy its needs.

– Academia has a bi-directional function as receptor and transmitter of knowledge. Its most important function is to comply with the social charge of forming life and transforming reality.

• Academia receives direct messages from the Government and Private sectors about the type of education required to form individuals with the skills and abilities necessary for responding to society and the requirements of the productive apparatus of goods and services.

CITIZENS

ECONOMIC AGENTS

VISITORS-TOURISTS

An offer to contemplate


Chain of ValueEconomic Agents

Investigation of markets

Investigation and

development of

biodiversity (science and technology)

Development of products and services

Business generation and strengthening•Enterprise

Marketing and commercialization of products

and services

Bio diverse eco-region with

favorable conditions for business

development in the functioning of

knowledge

Human capital the required competencies educationTransportation infrastructureConnectivityIncentivesCulturally friendly urban city Public services

RequirementsEconomic Agents Offers

• Collective venture with the leadership of the University-Business-State Alliance• Promotion entity for investment and risk capital • Bio diverse eco-region• Biotechnology Cluster (in construction)• Centers and investigation groups: Cenicafé, Center for bio-information, CRECE,

Creativity Park, Parque-soft.• Investigation and development: Genetic resources • Bio-products: foods, cosmetics, pharmaceuticals • Products for biological control • Public Services (should improve in esthetics and security)• Bilingual city with quality of life • Universities, Accredited postgraduate and doctoral programs• Infrastructure as a university city

Requirements common to the three offers

• City venture with the integration of forces: Academia-Business-State

– Mixed fund for education with money from citizen support, prioritization in local public investment (including indebtedness) and cooperation.

• Centers for investigation and groups with international standards

– Qualified doctors and investigators

– Certified programs

– Laboratories

• Qualification of public space and equipment for education and leisure time

– Sports centers, auditoriums, and cultural dotation

• Human team with the required competencies: technical and human

– Well prepared and accredited teachers• Permanent education in the arts, culture,

and sports – Permanent and integral citizens’ culture

programs – Bilingualism as a part of city culture

• Bio diverse eco-region • Bilingual city• Public services : quality, coverage, and

security

Key Factors for Success

EDUCATION

1. Collective venture for education which converts into a priority for the State with con resources of transference and voluntary support of citizens

VISITORS-TOURISTS

1. A consolidated venture of thematic tourism around specific contents involving the State, Academia and private business.

2. Tourism operators 3. Marketing of the city in

tourism focused on knowledge

ECONOMY

1. University-State-Business agreement for a city venture around the chain of values of biodiversity and knowledge.

2. Investment capital 3. Identification of

market objectives4. Development of

competencies in relation to the venture.


Perspectives and Projects


PERSPECTIVE PROJECTS

QUALITY OF LIFE 1. The Family as a protection factor2. Inclusive businesses

MARKET AND COMPETENCY 3. Validation of economic ventures vs. offers and demands of the city

PHYSICAL AND TECHNOLOGICAL INFRASTRUCTURE

4. Urban landmark associated with the plan5. Connecting of the strategic plan to the Territorial Ordering Plan –POT-

TRAINING, EDUCATION, AND CULTURE 6. Transformational learning for citizens7. Referendum for education.

SUSTAINABILITY OF THE PROCESS 8. Resource attainment9. Institutionalization of the Plan

Strategic PlanProposed Projects - Phase 1


Conclusions and recommendations

• Key factors for success are:– Public-private alliance headed by the city government of Manizales and the

Inter-gremial Committee of Caldas

– Consolidation of a heterogeneous group of people who contribute from different perspectives to the structuring of the Plan and its sustainability over time.

– Sustained presence of the consultant in the City which allows for: living in the city, close facilitation of the process, identification of signs of risk which translates into adjustments and strengthening of the pace of the process.

– Allied institutions which unconditionally support the process: Inter-gremial committee, La Patria (newspaper), University of Manizales, CJ Martins, among others.

– Launching of the process which unites and awakens the interest of a large number of Manizales citizens to the process.

– Transformation which consolidates forces in a long-term venture for Manizales.


• An important element is to maintain the current dynamism of the process, with the Promoter Group and an external facilitator, until greater consolidation of initiatives and priority projects are reached. Also important is the generation of the structure of government which will guarantee its sustainability over different administrations.

• The expectations generated in citizens during the launching event, held at the Recinto del Pensamiento on November 3, 2010 should be converted into a motor reaching the hearts of even more people and generating a critical mass to make Manizales into a City of Knowledge with pertinent, universal, quality education.

• The strengths and weaknesses of the City seem to reflect a opportune moment to mobilize citizens in a process of this nature. There is the great expectation that, with information, participation, and small visible achievements, this process can be transformed into commitment and concrete action.

Conclusions and recommendations (2)


• The most important result of this process is the process itself. This is the conversation about critical themes for the City among actors who come from totally different viewpoints and contribute from their own perspective toward the generation of new possibilities for the City.

• The continuity of this process has to do with the socialization and participation of an increasing number of citizens, the commitment of the institutions, and the implementation of the projects defined as priorities by the Promoter Group. These are projects which allow for generating visible results and early victories which contribute to the credibility among citizens.

Conclusions and recommendations (3)

manizales 2030

Documents

process of strategic

process strategic planning

conversation process

processthis process

city government

city policy

citizen of manizales

future of manizales