Strategic Plans Istanbul

7/25/2019 Strategic Plans Istanbul

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2 ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

Those societies which get into habit of not working, not producing but livinghigh first lose their honor, then their freedom and finally their future.


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3ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

IND

EX

>INDEXORGANIZATIONAL STRUCTURE OF ISTANBUL METROPOLITAN MUNICIPALITY ................ 6

SITUATION ANALYSIS AND METHODOLOGY ........................................................................................6

STRATEGIC MANAGEMENT PROCESS IN ISTANBUL METROPOLITAN MUNICIPALITY .....7

ENVIRONMENT PLAN AND STRATEGIC PLAN RELATIONSHIP ....................................................8

COMPONENTS OF STRATEGIC PLAN.........................................................................................................9

STRATEGIC THEMES ......................................................................................................................................10

STRATEGIC LAYERS ........................................................................................................................................10

STRATEGIC GOALS ..........................................................................................................................................11

MAIN SERVICE AREAS WHERE STRATEGIC OBJECTIVES ARE EFFECTIVE ............................12

GENERAL MANAGEMENT AREAS WHERE STRATEGIC OBJECTIVES ARE EFFECTIVE ......13

FOLLOW UP AND ASSESSMENT ...............................................................................................................14


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FRO

MT

HE

MAYO

FROMTHE

MAYOR

We determined our primary strategic objectives that willensure us to reach our strategic goals. We also determinedtogether with our stakeholders our main activities we willperform according to determined strategic objectives, theindicators with which we will follow those activities and theobjective values of such in accordance with our approachof ensuring participation. We will follow up the results ofthe implementation cautiously with annual performance

scorecards of our municipality and its departments.

I wish that Strategic Plan 2010-2014 will conduce to goodservices and extend my gratitude to the valuable members ofour council contributing to the preparation process of the plan.I also extend my love and respects to Istanbul residents.

Kadir TOPBAMayor

Istanbul Metropolitan Municipality

Dear Istanbul Residents,Planning is the first stage for effective and effi cient solutionof problems. Each and any Istanbul resident is aware thatunplanned initiatives started in the 1950s have createdchronic problems for the city. That is the reason why we setplanning as the first item of the agenda when aspiring to serveIstanbul.

With this awareness in mind, we prepared Strategic Plan2010-2014 which may be regarded as our 2nd five-year termof service aster the Strategic Plan 2007-2011. We incorporatedall local actors in Istanbul into the process by pursuing a pathencouraging participation while making this plan. We drewa consistent roadmap providing solutions for every segmentof the society and taking the city to the future. Therefore, wemade this current strategic plan by taking into considerationour previous 1/100.000 scale Istanbul Environment Plan.Thus, we have a roadmap in hand providing solutions notconflicting with each other while resolving the problems ofIstanbul and having accurate estimations on the results.

We started the preparation of the plan by analyzing thesituation in the city and the expectations of Istanbul residentsfirst. These analyses lighted the way for us in order to determinethe point we are now and the point we will reach in the future.

The satisfaction ratios of the residents, 77 percent in averagefor our services in general and 81 percent in transportation,a very specific area, show that they also appreciate ourservices based on plans. Reports issued by internationalrating agencies also confirm that our Municipality has a highbudget performance, expense flexibility and a socio-economicview which is above the country average. Satisfaction derivedfrom our services and the powerful support we have in orderto ensure the continuation of these services motivated uspositively at the preparation stage.

We prioritized social, environmental and economicalsustainability theme while making our organizational strategicplan. We focused on accessibility, productivity, participationand effectiveness themes in the offering our services. In

accordance with our vision, we grouped our strategic goalsdetermined in this term of service under three main titles:

Our service commitments in our main service areas forall our stakeholders with a service-oriented approach

Implementation and methods used while fulfilling thosecommitments in accordance with operational excellenceapproach

Our goals on effective management of physical, financialand human resources

>FROMTH

EMAYOR


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ORGANIZATIONAL STRUCTURE OF ISTANBULMETROPOLITAN MUNICIPALITY

The administrative structure of Istanbul Metropolitan

Municipality is comprised of the municipal council, municipal

committee and the mayor pursuant to Municipality Law No.

5393 and Metropolitan Municipality Law No. 5216.

Istanbul Metropolitan Municipality Council

Istanbul Metropolitan Municipality Council is the decision

making body of the Istanbul Metropolitan Municipality.The Council is comprised of members elected directly by the

public and members coming from provincial municipality

councils which comprise one fisth of the total members.

Metropolitan Municipality Mayor is the chairman of the

Metropolitan Municipality Council.

Municipal Council basically is responsible for establishing

general service policies and strategies such as the approval of

strategic plan and activity reports, determination of budget and

performance standards and approval of city environmental

plan and zoning plans.

Istanbul Metropolitan Municipality Mayor

Istanbul Metropolitan Municipality Mayor is the chairman

of the Municipality administration and the representative of

its legal entity. He is directly elected by the voters within the

borders of the metropolitan municipality.

Istanbul Metropolitan Municipality Mayor is responsible for

managing the municipality in accordance with the

strategic plan;

directing and administrating Municipality resources

and organization;

implementing the decisions taken by the

Municipal Council and Municipal Committee.

Istanbul Metropolitan Municipality Committee

Metropolitan Municipality Committee is comprised of five

members elected from the members of the council via secret

voting by the Municipality Council chaired by the Mayor for

one year and also includes five members to be elected by the

Mayor among the head of departments.

The Municipal Committee evaluates the strategic plan and

budget and final account and presents its opinions to the

Municipal Council, makes decision on expropriation and

tenders, decrees on the penalties to be imposed as a result

of the audits and implementations of Bosphorus zoning

applications.

SITUATION ANALYSIS AND METHODOLOGY

Preparation works for Strategic Plan 2010 - 2014 started in

November 2008. Process analysis completed in 2008

constituted a fundamental basis for the works on situationanalysis.

City analysis was conducted to create a foundation for

the historical development, metropolitan development and

current city management structure and presentation of a

general view on Istanbul and Metropolitan Municipality.

Legal obligations and legislation analysis was

conducted to create the legal foundation of the services.

External environment analysiswas conducted on four

main dimensions: Political, economic, social and technological

analysis. For each dimension, plans for countries, regions and

cities and plans and programs of the 9th Development Plan,

European Urban Charter etc. were examined and these wereused as inputs for works on the determination of objectives

for service areas.

Scenario analysis were prepared for main service

areas in cooperation with the relevant non-governmental

organizations, universities, public organizations, private

enterprises and expert staff of the Metropolitan Municipality

were used as guidance while determining the objectives.

Stakeholder analysis were evaluated under three sub-

dimensions: Opinions of citizens, corporate stakeholders and

employees.

Analysis on the opinions of citizens carried out on main

service areas revealed that the general satisfaction level of thecitizens benefiting from the services of IMM is 77%. Opinions

of citizens were taken into consideration while creating the

service-orientation and operational excellence dimensions

of the strategy maps.

Analysis of the results of the survey conducted for the opinions

of the employees revealed that 86% of all employees are

very pleased and pleased to work at Istanbul Metropolitan

Municipality.

Intra-institutional analysis was carried on human,

financial, physical and technological resources and showed the

general structure and contributed especially to the creation of

SW (strong, weak) dimensions of SWOT analysis.


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Figure 1. Preparation Process and Outcomes of Strategic Plan

Following the SWOT analysis, 1 cooperate scorecard and19 service scorecards were developed in comply cooperatestrategy map based on Balance Scorecard methodology.

The mission, vision and values of the previous term have beenkept also for the strategic plan 2010 - 2014. However, specialattention was paid for all prioritized strategic goals in theorganizational strategy map for 2010-2014 to support a highlevel common goal; increasing the quality of life.

The strategic goals in the organizational strategy map weredetermined in all strategic layers by taking into considerationthe strategic themes. Commitments made to stakeholders

were dealt with on the basis of main service areas (MSA) at thelayers of service-orientation. Strategic goals related with themethods/practices to be taken into account while fulfilling thestakeholder commitments on service areas were determinedat the layers of operational excellence. Strategic goals relatedwith the priority areas for management/assessment ofresources while realizing the implementations were definedin the third and last layers, effi cient resource management.

In the subsequent stage, transition from strategic goals intostrategic objectives were ensured by preparing main serviceareas and general management area scorecards by takingthe strategic goals in the organizational strategic map as abasis. Asterwards, activities/projects and indicators supportingstrategic objectives were determined, and scorecards about

main service areas and general management areas werecreated by establishing a connection between them andthe strategic objectives. As a result of these works, 17 goals,88 objectives, 356 activities and 674 indicators have beenestablished throughout the organization. In order to supportthe regular follow-up and assessment of scorecards, indicatorsfor each objective and objective values, measurementfrequency of these data, data resource and data offi cers havebeen identified.

STRATEGIC MANAGEMENT PROCESS IN

ISTANBUL METROPOLITAN MUNICIPALITY

Harmonization of the following management tools with eachother was tried to be achieved while building the strategicmanagement process in Istanbul Metropolitan Municipality.

Strategic Plan

Performance Program

Budget

Investment Program

The process flow of the strategic management processincluding these management tools realized by the bodies anddepartments of the organization is given below.


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Figure 2. Istanbul Metropolitan Municipality Strategic Management Processes

Figure 3. Basic Components of City Vision Identified as per CityEnvironment PlanENVIRONMENT PLAN AND

STRATEGIC PLAN RELATIONSHIP

The themes and strategic goals determined in theOrganizational Plan were associated to the components ofcity vision identified for service areas in 1/100.000 scaleEnvironment Plan.

In city environment plan, vision of the city was defined as

Establishing a globally strong city identifying itself with itshistorical, cultural and natural identity values, prioritizingmainly the superior qualities in the areas of culture and tourism,reflecting the principles of environmental, social and economicalsustainability to the locality and thereby, increasing the qualityof life, turning its economic structure into an economy based onscience and technology and focusing on trade and services andutilizing its organizational and spatial plans effectively whileestablishing an effi cient city management/administrationensuring participation


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Table 1. Environment Plan and Organizational Plan Relationship

* SG : Strategic Goals

CityV

ision

City Vision Component

Organizational Plan Relationship Framework

Strategic Themes Main Service Areas General Management Areas

Sustainability

Productivity

Participation

Accessibility

Effectiveness

Urban

DevelopmentManagemen

t

TransportationServicesManagem

ent

SocialSupportServicesManagement

HealthServicesManagement

EnvironmentalManagement

CulturalServicesManagement

CityandSocialOrderManagemen

t

DisasterManagement

ProjectandImplementationMana

gement

FinancialResourcesManagement

InformationManagement

SupplyManagement

HumanResourcesManagement

PublicRelationsandCommunicat

ionsManagement

AffiliatesManagement

ExternalAffairsManagement

OrganizationalAudit

StrategyDevelopment

AGloballyStrengthenedCitywithHighQualityofLife

identifying itself withhistorical, cultural andnatural identity values ofthe city

SG.1

SG.6

SG.9

SG.1

3

SG.1

5

SG.1

7

SG.1

7

Putting its superiority inthe areas of culture andtourism to the fore

S

G.1

S

G.2

S

G.5

S

G.6

S

G.9

SG.1

0

SG.1

3

SG.1

4

SG.1

5

SG.1

6

SG.1

7

SG.1

7

reflecting the principles ofenvironmental, social andeconomical sustainabilityto the locality

SG.1

SG.6

SG.8

SG.9

SG.1

0

SG.1

1

SG.1

3

SG.1

5

SG.1

7

SG.1

7

turning economic structureinto an economy basedscience and technologyoriented trade and services

SG.1

SG.7

SG.9

SG.1

0

SG.1

1

SG.1

2

SG.1

3

SG.1

5

SG.1

7

SG.1

7

ensuring effectiveand participatory citymanagement

SG.1

SG.2

SG.3

SG.4

SG.5

SG.6

SG.7

SG.8

SG.9

SG.1

0

SG.1

1

SG.1

3

SG.1

4

SG.1

5

SG.1

6

SG.1

7

SG.1

7

utilizing the organizationaland spatial plans as aneffective tool

SG.1

SG.2

SG.5

SG.6

SG.7

SG.8

SG.9

SG.10

SG.11

SG.13

SG.15

SG.17

SG.17

The following table 1 shows which components of the city vision plan specified in the Environment Plan are supported by whichstrategic themes and strategic goals in the organizational strategic plan in accordance with the main service areas and generalmanagement areas.

COMPONENTS OF STRATEGIC PLAN

VISION

The leading and pioneering municipality which makesIstanbul, the apparent face and opening gate of Turkey to

the world, a sustainable city with a high quality of life bypatronizing its unique heritage.

MISSION

Render the local services with a fair, high-quality, openminded, effective and effi cient understanding of managementby fulfilling our historical responsibility towards Istanbul,the meeting point of civilizations, with the aim of increasingits quality of life, strengthening its authentic identity andmaking it one of the major cities of the world.


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VALUES

Equity

Our municipality has adopted the principle of acting in fullcompliance with applicable laws and treating all stakeholdersequal in rendering the public services.

Confidence

Our municipality gives priority to gain the confidence ofcitizens of Istanbul, its personnel and the stakeholders and todeserve and maintain this confidence at all times.

Transparency

Our municipality considers being transparent and accountablein rendering the public services essential.

Quality

It is essential to ensure that the services rendered by ourmunicipality meet the requirements and expectations of ourcitizens in a high-quality and optimal manner.

Effi ciency

Our municipality considers utilization of available resourcesin accordance with the principles of effi ciency, effectivenessand thristiness.

Participation

Our municipality considers communicating with all partiesconcerned in planning and rendering the public services by

meeting its stakeholders on a common axis to ensure socialdialogue, participation and adoption essential.

Leadership

We consider being a determined, self-confident, courageous,innovative and pioneering municipality essential.

Strategic Theme Definition

Social/Environmental/

Economic Sustainability

The aim is to protect cultural

heritage and natural structure ofthe city, and contribute to the

fight against global warming and

adaptation to climate change in allworks to be realized in all service

areas. The principle of permanence

of the city is adopted for satisfying

the needs of the city and its citizens.

Accessibility

This is the principle suggesting theeasy access to all services by all

citizens including disadvantageous

groups from different regions of thecity.

Table 3. Strategic Themes

Productivity

This is the principle suggesting the

utilization of the methods to yield

the maximum benefit with theminimum input for performance

of all activities with the highresponsibility approach of public

resources.

Participation

This is the principle suggesting

the strengthening of contribution/

participation of externalstakeholders in critical activities

and decisions and coordination /

sharing among the departments of

the organization.

Effectiveness

This is the principle suggestingthe regular follow-up of the results

and outcomes of organizationalactivities, assessment of the level

of achievement of outcomesregarding the fulfillment of goals

and objectives and tracking the

planning, implementation andresults of required improving/

preventive activities.

Compliance of all goals and objectives with one or more thanone strategic theme was required while determining them.

STRATEGIC LAYERS

Strategic Layers Definition

Service-Orientation

The "orientation on services"offered to stakeholders has priorityamong the commitments made bythe organization.

Operational Excellency

This is the layer including themethods/business practices to beapplied for rendering the servicesto be offered to stakeholders. Thestrategic goals/objectives for thislayer are related with the activitiesrequired to be performed in the bestpossible way in order to supportservice commitments.

Resource Management

The strategic goals/objectives in thislayer are related with the activitiesrequiring the effective and effi cientutilization of human resource,financial resources and other assetssuch as information technology,equipments etc. to be includedin the process while fulfilling thecommitments made to stakeholders.

Table 2. Strategic Layers

STRATEGIC THEMES

Five basic themes taken into consideration while determiningthe objectives for the Istanbul Metropolitan MunicipalityStrategic Plan 2010-2014 are given below:


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Figure 4. Istanbul Metropalitan Municipality Strategic Map /2010-2014

STRATEGIC GOALS

Principles of 1/100.000 scale City Environment Plan were taken as basis while preparing Strategic Plan 2010-2014. Specialimportance was given to adoption and implementation of all objectives supporting the principle of Social, Environmental andEconomic Sustainability forming the basis of this plan by all departments. Strategic goals of Istanbul Metropolitan Municipality for2010-2014 are shown below in Organizational Strategy Map for 2010-2014:


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MAIN SERVICEAREA

STRATEGIC GOALS STRATEGIC OBJECTIVES

URBANDEVELOPMENTMANAGEMENT

SG1.Contributing to Creation ofa Livable City by Guiding Social,Economic and Physical Developmentwith an Approach Respecting Natural,Historical and Cultural Heritage ofthe City

Realizing Infrastructure Works to Enable Planning

Extending Integrated Planning Approach and Practices

Enabling Urban Transformation Practices

Extending Practices Supporting Aesthetical Aspects of the City

Enabling Housing Audits

Protecting Natural, Historical and Cultural Values in Bosporus and therefore, Making themSuitable for Public Utilization

TRANSPORTATION

SERVICESMANAGEMENT

SG2.Providing Economic, Fast, Safeand Comfortable TransportationService

Extending Public Transportation and Increasing Its Comfort

Strengthening Transportation Infrastructure

Managing Traffic Efficiently

Extending Environmentally-Conscious Transportation Services and Projects

Strengthening Coordination among Planning, Project Preparation and ImplementationDepartments

Strengthening Cooperation with Stakeholders on Transportation Services Management

SOCIAL SUPPORTSERVICES

MANAGEMENTSG3.Developing and ExtendingSupport Services for Social Needs ofCity Residents

Enabling and Extending Services for Disadvantageous Groups

Enabling and Extending Vocational Course Activities

Increasing the Accessibility to Services in Municipality Facilities

Turning Shanty Houses on Municipality Parcels into a Settled Area

Strengthening Cooperation with Stakeholders and Volunteers on Social Support Services

Increasing Service Level of Funeral and Cemetery Services

Strengthening Coordination among Social Support Departments

HEALTH SERVICESMANAGEMENT SG4.Contributing to Sustainable

Development of Life Quality in HealthServices

Enabling and Extending Protective Health ServicesContributing to Efficient Provision of Prehospital Emergency Health Services

Enabling and Extending Preventive Health Services

Contributing to Efficient Fight Against Zoonotic Diseases

ENVIRONMENTALSERVICES

MANAGEMENTSG5.Providing a Sustainable HealthyEnvironment

Extending Environment Protection Practices

Enabling Waste Management

Enabling and Extending Activities for Renewable Energy and Energy Efficiency

Extending Green Zones

Developing Practices for Prevention of Marine Pollution

Strengthening Cooperation with Stakeholders for Environmental Management

CULTURALSERVICES

MANAGEMENT SG6.Contributing to Protection andPromotion of Cultural Heritage of City

and Enrichment of Cultural Life

Increasing Accessibility to Cultural Services

Increasing the Awareness for the Richness of Cultural Life in Istanbul

Increasing the Number of Practices for Protection of Cultural and Natural Assets

Enabling Culture Tourism ActivitiesStrengthening Cooperation with Stakeholders on Cultural Services Management

Strengthening Coordination among Cultural and Promotion Service Departments

CITY ANDSOCIAL ORDERMANAGEMENT

SG7.Contributing to Improvementand Extension of City and Social Order

Enabling Audits on Social Order

Enabling Environment Protection Audits

Enabling Audits on City Aesthetics

Increasing and Enabling Activities for Protection of Consumer Rights

Establishing an Efficient System for Follow-up of Audit and Implementation Outcomes

Strengthening Coordination among Audit and Implementation Departments

Strengthening Cooperation with Stakeholders and Volunteers on Audit Services

DISASTERMANAGEMENT

SG8.Developing the Capacity ofDisaster Response and Improvement

with Efficient Risk Management

Performing Activities to Prevent/Decrease Damages

Increasing the Capacity for Disaster Response

Increasing the Performance for Disaster Response

Extending Practices to Raise Awareness for DisastersStrengthening Coordination among Disaster Management Departments

Strengthening Cooperation with Stakeholders and Volunteers on Disasters

MAIN SERVICE AREAS WHERESTRATEGIC OBJECTIVES ARE EFFECTIVE


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GENERALMANAGEMENT STRATEGIC GOALS STRATEGIC OBJECTVES

PROJECTPREPARATION ANDIMPLEMENTATION

MANAGEMENT

SG9. Managing Project Preparationand Implementation Processes inMain Service Areas Efficiently andEffectively

Planning and Preparing Projects for Requests of Implementation in the Most Effective Way

Managing Expropriation Works Efficiently

Realizing Requests of Implementation on Time and in Compliance with the Scope ofProject

Developing Implementation Audit Standards

Strengthening Cooperation with Stakeholders on Infrastructure and Implementation

LEGAL PROCESSES

MANAGEMENT

SG9. Managing Project Preparationand Implementation Processes in

Main Service Areas Efficiently andEffectively

Enabling Legal Processes and Increasing Awareness

FINANCIALRESOURCES

MANAGEMENT

SG10. Managing Our FinancialResources and Assets withSustainable Service Approach

Establishing and Extending Risk-Oriented Internal Control System

Establishing a Transparent Financial Management and Reporting System at InternationalStandards

Enabling Information Technology Utilization for Financial Services

Managing Resources Effectively

Managing Real Estate Revenues Efficiently

Developing Service and Solution Oriented Work Approach

INFORMATIONMANAGEMENT

SG11. Ensuring Fast Access to RightInformation Regarding Our ServiceAreas

Developing the Service Level of Information and Communication Systems

Developing and Extending E-Municipality Practices

Developing Solution Development Processes by Enabling the Participation of Departments

Extending Information Technology Utilization in Organizational Reporting Processes

Managing Organizational Decision-Making Process Efficiently and Ensuring Access toDecisions

SUPPLYMANAGEMENT

SG12. Managing Supply ProcessEfficiently and Effectively

Increasing Productivity in Procurement Processes

Developing Tender Process

Increasing Process Productivity of Internal/External Support Services

HUMANRESOURCES

MANAGEMENT

SG13.Providing "Solution-OrientedServices with Qualified Employees

Determining and Ensuring the Adoption of Strategic Capabilities

Realizing Development Programs Complying with Strategic Capabilities

Developing Performance-Oriented Work Approach

Reviewing HR Processes and Structuring with Strategic HR Approach

Establishing and Extending Proposal System

SG17. Developing Our OrganizationalStructure and Business Methods withContinuous Development Approach

Shaping Organizational Structure in a Process-Based Way

PUBLICRELATIONS AND

COMMUNICATIONSMANAGEMENT

SG14. Strengthening Communicationwith Stakeholders

Developing Communication and Promotion Activities with "Service-Oriented WorkApproach"

Performing Public Relation Activities Efficiently with "Service-Oriented Work Approach"

AFFILIATESMANAGEMENT

SG15. Strengthening Coordinationwith Our Affiliates

Developing Systems to Strengthen the Coordination with Affiliates

EXTERNAL AFFAIRSMANAGEMENT

SG16. Strengthening Cooperationwith Stakeholders

Contributing to Development of International Cooperation

Contributing to Increase the Levels of Awareness of Our Stakeholders on EU

Increasing the Capacity of the Organization on EU Projects

Improving Cooperation in EU Harmonization Process

ORGANIZATIONALINSPECTION AND

AUDIT

SA17. Developing Our OrganizationalStructure and Business Methods withContinuous Development Approach

Developing and Extending Inspection and Audit

Developing Inspection and Audit Effectively and Efficiently

Auditing Efficiently the Compliance of Performance of Organizational Activities withLegislation and Operation

Developing and Extending Internal Audit System

Performing Internal Audit EfficientlySTRATEGIC

MANAGEMENT

SG17. Developing Our OrganizationalStructure and Business Methods withContinuous Development Approach

Enabling Strategic Management Process

Developing Cooperation to Contribute to Organizational Development

GENERAL MANAGEMENT AREAS WHERESTRATEGIC OBJECTIVES ARE EFFECTIVE


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Figure 5. Istanbul Metropolitan Municipality Strategic Plan Follow-up

FOLLOW-UP AND ASSESSMENT

The process used by Istanbul Metropolitan Municipality inaccordance with strategic management approach is reviewedand developed once in five years while drawing the strategicplan, and annually while preparing the performance program.Works on raising awareness regarding the assessment ofobjectives by comparing them with business outcomes acrossa wide area are carried out for every performance program

especially in Follow-up and Assessment stages. Furthermore,meetings and workshops are organized in order to turn follow-up of business outcomes by comparing them with strategicgoals and objectives into an organizational habit with a highlevel of participation from all departments

and Assessment Process / 2010-2014


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Documents

Strategic Plans Istanbul