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Initiative

Preparation and Approval of the Strategic Planning of the Municipality of Palaio Faliro 2019-2023 (Phase 1 of the Operational Program)

Preparation and Approval of the Strategic Planning of the Municipality of Palaio Faliro 2019-2023 (Phase 1 of the Operational Program)
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MUNICIPALITY OF PALAIO FALIRO

Paleo Faliro is a coastal district of the South Sector of Athens, southwest of the center of Athens. Its area is 4.6 square kilometers, while the length of its Saronikos beach is about 4 km. It is about 9 km from the center of Athens (connected to Syngrou Avenue), 13 km from the port of Piraeus (connected with Poseidonos Avenue) and approximately 40 kilometers from Athens Eleftherios Venizelos International Airport.

Paleo Faliro is located on the southern side of the prefecture of Attica and borders the municipalities of Kallithea (west-north, bounded by Syngrou Avenue), Nea Smyrni (north-northeast), Agios Dimitrios (east) and Alimos (east-southeast, bounded the Rema of Picrodaphni). The beach of Palaio Faliros is mainly south-west oriented.

www.palaiofaliro.gr



Objective Action

The municipalities' Strategic Planning is Phase I of the Four-Year Operational Program, the preparation of which is provided for in article 266 of Law 3852/2010 (Kallikratis)[1] as amended and in force. The purpose of the four-year operational programs of the OTAs[2] first degree is the promotion of the implementation of the institutionalized spatial planning and the monitoring of the implementation of the development planning at the local level, as well as the contribution to the feedback and adaptation of the planning, in the context of the existing conditions.

The Four-Year operational programs have a single structure and composition, which governs all the administrative and geographical sub-units of the municipality and include:

(a) Strategic options,

(b) Operational plan and

(c) Monitoring and evaluation indicators.

For their preparation, the directions of development planning at national and regional level, the macro-regional and inter-regional strategy, the priorities arising from institutionalized financial instruments, as well as other general or special development programs, policies and strategies that affect the structure are necessarily taken into account and development of the municipality space.

The operational program of the municipalities is the tool for their daily operation and the exercise of their development role. It is the basic tool for planning, local and internal development actions of the municipality. The drafting process involves, with an essential role, the services and institutions of the municipalities.

In the context of the implementation of the above legislation, the municipality of Palaio Faliro completed the preparation and approval of the strategic planning 2019-2023 by receiving it with no. 74/24.06.2021 of the municipal council's decision[3].

Strategic planning, as mentioned above, constitutes phase i of the operational program, that is to say, the contents of the op are: introductory chapter, strategic planning, operational planning-financial planning-monitoring & evaluation indicators.

The Strategic Planning (Phase 1 OP) includes:

A BRIEF DESCRIPTION – EVALUATION OF THE CURRENT SITUATION

  • The general image of the municipality area and the municipality as an organization.
  • The area of ​​the municipality and the vertical services in the thematic area "environment and quality of life".
  • The area of ​​the municipality and the vertical services in the thematic area "social policy, health, education, culture and sports".
  • The area of ​​the municipality and the vertical services in the thematic area "local economy and employment".
  • The organizational chart, the internal environment of the municipality and the horizontal services.

DETERMINATION OF THE STRATEGY OF THE MUNICIPALITY

  • The vision and principles of the municipality
  • The municipality's strategy
  • The axes, measures & objectives of the strategic plan

The above process identifies the main strategic concerns and issues and formulates the appropriate strategic options that will ensure the successful approach of the above strategic concerns.

the objective of strategic planning is to define and implement the municipality's strategy in the form of action plans & initiatives/activities and to make decisions about the allocation of resources, including capital and people, to continue this strategy in fulfilling its mission and in the realization of the vision based on the values ​​of the municipality, through the achievement of the S.M.A.R.T. goals.

This initiative, in addition to fulfilling the institutional obligation, aims to publicize the priorities of the municipal authority and the Vision for the current municipal period 2019-2023 with the definition of values ​​& policies and the definition of goals, actions & actions per sector, in self-organization, improvement of the services provided, greater efficiency through the participation and synergy of all involved.

 

[1] The Kallikratis Programme is the common name of Greek law 3852/2010, a major administrative reform in Greece. It brought about the second major reform of the country's administrative divisions following the 1997 Kapodistrias reform.

[2] OTAs is the Greek version of Municipalities.

[3] Decision # Online Post Number: ΩΣΛ3ΩΞΕ-Ο9Ξ.

 

Target Audience

Strategic planning is aimed at the general public given that it includes elements that can be used and exploited by everyone. As defined by law, it is the planning tool, local and internal development actions of the municipality. The formation of the strategy includes the strategic choices of the municipality for 4 years, which are made known to everyone because it concerns everyone. The recipients of this plan are everyone (citizens, businesses, associations, organizations, school community, etc.). First of all, by all means, the citizens and residents of the municipality, but also any interested or involved person who benefits or is affected by the strategic choices of the municipality.

 

Duration

The Strategic Planning concerns the years 2019-2023 (duration of the municipal term). The procedures for its preparation began in 2019, after the assumption of duties of the new municipal authority (1/9/2019), and were completed in the summer of 2021, where the relevant decision of the municipal council was taken. It is pointed out that there is no organic Planning unit with responsibility for the care and supervision of the preparation of the S.S. Consequently, the members of the Working Group, in addition to their duties deriving from their position, had to additionally deal with the subject in question.


Description

Description

The Municipality of Palaio Faliro proceeded to form a Working Group for the drafting of the strategic plan for the municipal period 2019 - 2023 with the No. 4/25.10.2019 decision of the Executive Committee. It should be noted that the possibility is given, according to art. 7 of Law 4674/20 by which article 176A was added to Law 4555/18, of the assignment to an external consultant of the advisory-scientific support for the preparation of the OP. However, the municipality of Palaio Faliro has human resources with specialized training on the subject as well as experience – the preparation of the strategic planning of the two previous municipal periods has preceded it. Specifically, the strategic planning for the years 2011-2014 (No. 262/12 ADS) and for the years 2017-2019 (No. 312/18 ADS) was drawn up by the members of the established Working Groups of the municipality.

The Working Group (No. 4/19 AEE) was attended by the General Secretary of the municipality and executives/employees from all the organic units and NPDD[4] of the municipality, aiming on the one hand at the active involvement of everyone so that the result of this process is a collective achievement with the participation and consent of all those involved, on the one hand, to capture the complete and complete situation in the municipality, to raise all issues and concerns in all sectors, to formulate the right options and to record the real actions and actions that will be implementable in order to achieve the organization's goals.

Specifically, the actions of the Working Group were:

  • Study of the relevant provisions and the training guide for op of the municipalities
  • Recording of the implementation actions of the drafting of the text of the strategic plan and subsequently of the operational program
  • Identifying the tasks of the team members and defining the work topics of each department in order for the respective team members to gather the necessary data (related diagram)
  • Extracting elements and information from the text of the strategic planning 2017-2019 for their use and configuration in the draft of this text
  • Distribution of the questionnaire describing and evaluating the existing situation for the collection of data regarding the responsibilities, activities and internal organization & operation of the services, to the organic units of the municipality and the two (2) NPDD by the supervisors of the team
  • Sending the forms of the guide to the members of the group, by its supervisors and completing them
  • Editing of the material collected by the supervisors and the coordinator of the group
  • Informing the Deputy Mayors who are members of the Executive Committee, responsible for the general supervision of the works, in order to take note of the data gathered and formulate the initial directions of the Municipal Authority
  • Briefing of the Mayor by the General Secretary and the Deputy Mayors in order to finalize the priorities of the local and internal development of the Municipality
  • This was followed by the briefing of the heads of departments and departments of the municipality and the NPDD in order to complete the drafting processes of the strategic plan and the operational program
  • Compilation of the draft text of the strategic plan, approval of this by the General Secretary, which was then brought to the attention of the municipal services and NPDD. After suggestions and recommendations, the drafting of the text of the strategic plan was finalized, which was submitted to the Executive Committee
  • Care of the members of the Executive Committee in cooperation with the competent services for the integration of the necessary collaborations at the local, regional, national and international level. Either horizontally (i.e. with neighboring municipalities or with the Region) or vertically (i.e. with Ministries etc.) or even at an inter-level level (collaboration between bodies of different types, e.g. with KEDE, Universities, Hospitals, etc.).

Received with No. 1/21 unanimous decision of the Executive Committee on the proposal of the plan of the S.S. in the city council. Then with the No. 74/21 decision of the Municipal Council, the Strategic Planning was upvoted by a majority. It is pointed out that no alternative proposal was submitted by the factions. The ADS was posted for publication on the website of the municipality (https://palaiofaliro.gr/epicheirisiako-programma/).

The voted strategic planning was discussed at the Municipal Consultation Committee on 15.07.2021 and was then posted on the municipality's website for public consultation (on the main page and on the path OPEN GOVERNANCE → OPERATIONAL PROGRAM) (https://palaiofaliro.gr/diavoyleysi-stratigikoy-schediasmoy-2019-2023-dimoy-palaioy-faliroy/ ). The process described above led to the completion of Phase I of the Operational Program of the municipality of Palaio Faliro 2019-2023, i.e. the preparation of the strategic plan.

 

 

[4] In Greek we refer to ΝΠΔΔ that stands for legal persons of public law.


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Impact on Society

Results of action - impact on the target audience

  • Preparation of the strategic planning.
  • Taking a decision by the Executive Committee to propose the matter to the Municipal Council.
  • Taking a relevant decision of the Municipal Council.
  • Minutes of the discussion of the Municipal Consultation Committee.
  • Posting of the strategic plan on the municipality's website for consultation/disclosure to the public.
  • Formulation of opinions on the S.S.
  • Public knowledge of the formulation of the municipality's strategy for the municipal period 2019-2023. Possibility of expressing interest in participating in the actions of the municipality, expressing proposals/opinions, obtaining information/data, proposed collaborations.
  • The strategic choices, as a result of the formulation of the strategy, in the Strategic Planning 2019-2023, in numbers are reflected as below:
  • Four (4) Axes, fifteen (15) Measures, thirty-nine (39) Objectives, Four hundred and thirty-five (435) actions.

 

 



Initiative Location

• Municipality of Palaio Faliro: Town Hall and decentralized services.

• NPDD (administrative offices of Municipal Kindergartens and headquarters of POAKE i.e. at the Municipal Sports Center)

 

 


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Working with Organization

No outsourcing was done.


Workers Participation

The preparation of the 2019-2023 strategic planning was carried out by the working group that was formed, in which the General Secretary of the municipality and executives/employees per service participated who in turn collaborated with the rest of the staff of their service. And then, of course, the Executive Committee (Mayor and Deputy Mayors) became aware. It is a process of participatory and consensual planning with the involvement of the municipality's staff and leadership, as well as its legal entities.


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Benefits for Οrganization

Benefits to the organization/agency

  • Self-organization.
  • Action implementation planning.
  • Evaluation and formulation of actions/change of prioritization. The covid pandemic led us as a priority to take initiatives to meet public health needs and serve vulnerable groups (supplies and services: a) limit the spread of the virus, b) personal protection c) diagnostic tests d) operation of social structures - recruitment of staff - new practices operation of the services)
  • Improvement of the services provided in line with the emerging needs of society [e.g. digitization of procedures, teleconferences, distance learning (public library, KDAP), development and strengthening of volunteerism, development of partnerships for more effective handling and handling of issues (strengthening the social integration of the disabled, recycling and environmental protection actions, implementation of support programs for vulnerable groups, exchange know-how - documented knowledge - theoretical elaborations - research experience, contribution to the reformation of the child protection system, participation in initiatives related to the 17 Global Sustainable Development Goals, implementation of health and education activities, promotion of tourism promotion of the municipality, realization of innovative cultural events)] .
  • Effectiveness and efficiency of the municipality's services by making use of new technologies (supply of new software applications, improvement of existing ones, network expansion, interoperability), changing the culture by applying the participatory format in the design and implementation of procedures for the smooth operation of services, the management of resources (personnel-financial resources-equipment-property) with a view to their rational utilization.

 

 




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