PORI 2008

Pori 2008 (doc-file)

Changes in the economic environment
Pori in 2008
Mission
Strategies

City Board 4.6.2001
City Council 11.6.2001

Strategic working group

Martti Sinisalmi, Mayor of Pori, Chairman
Matti Lankiniemi, Environmental Manager
Marja Luntamo, Managing Director, Pori Water
Helena Metsälä, City Clerk
Harri Peltoniemi, Planning manager
Kimmo Rinne, Leisure department manager
Arto Vitikka, Human Resources manager

Changes envisaged in the economic environment
Globalisation and tax competition between countries
New Economy and structures of production
Finland’s regional development
EU, State and municipalities
Demographic development and structure in Pori 2001 – 2008
Job development and unemployment
Competition for skilled, competent and committed personnel
E- services
Life management
Pori in 2008
Employment and demographic development
Nature and the environment
City structure
Service provision and personnel
Education
Economy
Pori’s mission
Sustainable development
Quality of life
Operating strategies
Service provision
Human resources
Finance
Industries
Know-how
Accessibility
Employment
Decision-making, preparation and participation
City planning and policy
Appendices
Appendix 1 City Board operating plan for electoral period 2001 - 2004
Appendix 2
Pori 2000 / Implementation assessment

Inside back cover:
Development themes of community structure in the Pori metropolitan area

Changes envisaged in the economic environment

Globalisation and tax competition between countries
The development in globalisation is not simply a matter of competition driving companies to where labour and raw materials are cheapest, capital the most reasonable and the markets largest. Globalisation is reflected in every area and level of society. The question is no longer a phenomenon relevant only to researchers into the future.
The good side of globalisation is considered to be the continued growth of the economy. Economic co-operation between countries is strengthening, which has the effect of preventing war etc. The position of women is improving and companies and people can specialise in what they do best.
The downside of globalisation is the deterioration of democracy, and the gradual shift of power to multinational corporations and to swiftly reacting market forces. Competition is getting tougher and penetrating every area of life and reaching every individual.
Globalisation and the consequent tax competition between different countries will reduce income from capital gains tax, property tax, income tax on the wealthy, corporate tax, value added tax and taxes from alcohol and tobacco quite considerably in the medium to long term. The greatest loss will come from tax on alcohol, as Finland will have to increase its alcohol import quota by 2004.
The Swedish tax authority published a report in summer 2000, in which Sweden could actually lose 70 billion Finnish marks (11.77 billion euros) of annual tax income through globalisation and participating in tax competition. International tax competition will in all probability mean that the social welfare networks will have to be dismantled.

Pori has been connected and will continue to be connected fairly strongly with globalisation. So far the effects have been predominantly harmful as far as city development is concerned. During the period of the programme, globalisation will probably affect the arrangement of service provision in particular, mainly due to tax competition between countries.

New Economy and structures of production
The term “New Economy” is used to mean the development of telecommunications and communications technology, which with deregulation and globalisation leads permanently to the growth track of higher productivity (Jean-Paul Fitoussi).
Growth is affected by two factors. Firstly, the share of information in production is increasing and that of material decreasing. Secondly, information spreads rapidly regardless of borders and the benefit it gives is underpriced. These factors together form the structures of production and create a totally new kind of production. The infrastructure generated is based on the information network just as the industrial society was built on the strength of the railways, roads and the bridges that connected them.
The transition currently in progress is comparable to two previous ones i.e. the industrial revolutions based on the utilisation of steam power and electricity. As in its day money removed obstacles to the exchange of goods and services, so information technology removes obstacles to the exchange of information. Here lies the core of new strong economic growth. It will promote growth of the global economy in the coming years and reduce the probability of a major recession. Even though new technology destroys jobs, at the same time its applications create new ones in other fields.
The New Economy increases the importance of intangible products in production, consumption and assets. Inventories become smaller, wholesale levels disappear and costs decrease. Information, skills and know-how are of crucial importance. Since the industrial revolution companies have invested in machinery and equipment; now they invest in know-how.
Thanks to the current healthy growth in IT enterprises and extensive education in this area, Pori too is regenerating its structures of production. A totally new kind of industrial and business activity is being generated. Initial development must be strengthened using education and industrial policy, because it supports the evolution of the city’s service provision.

Finland’s regional development
When compiling the Pori 2000 programme at the beginning of the 1990s, regional development was forecast as follows: “Economic development will concentrate in the region of the south coast and in a south-north axis Helsinki-Tampere-Jyväskylä-Oulu. Pori and Satakunta will be left out of this development. “
Measured by its key parameters this forecast has proved correct in the main. Many actions taken by the Government have furthered the development described. The budgetary allocations for the development of education and transport conditions in Pori and Satakunta received from the relevant ministries have been utterly insufficient. In addition, the city has been forced to put vast sums of money into activities that are traditionally funded by the State.
A regional policy favouring growth centres on a straight line has given rise to critical debate, and therefore the number of centres supported by special programmes is increasing considerably.

Also, there is far more commitment within the key ministries to developing education and transport conditions in Pori and Satakunta than there was earlier.
During the period of the programme, regional policy will be revised so that State support is strengthened equally in regional centres all around the country and voluntary cooperation between councils in the region supported, so that they may carry out successful industrial policy and develop their services. Cooperation between the “Karhukunnat” (8 local councils of Harjavalta, Kullaa, Luvia, Nakkila, Noormarkku, Pomarkku, Pori and Ulvila) will become so advanced that they will be able to depart from the rules governing services and administration and gain the power of decision presently belonging to the State authorities.
The great need for development of education and transport conditions in Pori and Satakunta are recognised in the new regional policy and money is being allocated much more fairly than earlier. For example, funding of the activities of the university centre of Pori will be funded totally by the Ministry of Education from 2004. The new regional policy facilitates the city’s provision of services.

EU, State and municipalities
According to Europe’s charter of local government, local authorities are among the most important principles of the democratic system. In addition, it affirms that local authorities, that have real responsibility, may create effective administration close to the citizens and take care of a considerable amount of public matters by law under their own responsibility according to the benefits of the local populace.
The future of the union is under debate in the Commission. During the programme period the EU is likely to expand, which means that at the end of the decade up to half of the structural funds may be directed to the new member states. Thus with the present criteria, Finland, belonging to the richer group of EU countries, would be completely without regional aid.
The EU White Paper published in 2001 attempted to straighten out the complicated and bureaucratic decision-making chain. A community will evolve from the union, where municipalities will have more powers than at present. With this objective, the Commission is initiating a wide debate as to how to move from the decentralisation of power to true, autonomous regional and municipal administration. The goals of respect for the stability of Europe, democracy, peace and human rights require that the cities have a more important role in this effort than before.
In Finland we may ask what this means in practice and in which direction we wish to take our own municipal administration.
Surviving the deepest recession of the century was an uphill struggle for municipalities in the 1990s. A considerable amount of obligations both economic and functional were placed on them. Many important solutions for the municipal economy were made without consulting the different parties in the municipality. In the 1980s Finland was a welfare state at its best. In the 1990s this position was lost. A vast number of small fixes and cuts were made, which together brought about a big change. In the 1990s almost everything the State used to be responsible for was eroded. The concept “welfare state” is no longer used. There are only as handful of welfare municipalities left. (Anttonen Anneli, Sipilä Jorma: Suomalaista sosiaalipolitiikka, Jyväskylä 2000)
The worst prospect is the continuation of short-term assignment of extra obligations on municipalities and in addition the return to control by norms. Whereas the most favourable alternative for the municipal economy is one where the municipalities get total use of their own taxation income with the gradual dismantling of the extra loads placed on them in the 1990s.
The starting point for preparing the Pori 2008 programme was that the relationship between the EU, the State and the municipalities would develop during the programme period as indicated by the Commission by gradually strengthening the true autonomous position of the municipalities. This requires the final rejection by the State of control by norms. Public finance will start to be seen as a whole and the most important task of the municipality i.e. adequate funding of service provision will be safeguarded in the long-term according to the government programme and the decision made by the Government on 15.5.2001. In Pori the implementing of the above-mentioned steps will ease service provision from the beginning of 2002.

Demographic development and structure in Pori 2001 – 2008
Regional migration processes over the last decades have radically altered the regional structure of Finland; the population has concentrated in the Helsinki area and in a few other centres of growth. Satakunta has suffered from this development and the weakening pull of the region throughout the 1990s. However, the population of Pori has remained very stable during this period, despite the net emigration from Satakunta. From 1990 to 2000 Pori’s population fell by about three hundred and fifty inhabitants.
After the turn of the millennium it is assumed that the population figure will begin to increase. About one third of the new population are of working age. The biggest increase is near the centre and in northern and western Pori.
The prevailing ageing of the Finnish populace is also visible in Pori. By 2008 there will be a further 1 200 people over 65.
The slight increase in the population of Pori is due to the excellent development of jobs in the city area, the new regional policy, the expansion of university education and the growth in the number of immigrants.
At the end of 2000, 759 foreign nationals lived in Pori, representing 57 different nationalities. Over a thousand Pori citizens speak a language other than Finnish or Swedish. The largest groups of foreign nationals are citizens of Russia and countries of the former Soviet Union, of which there are over 300. The next in number are citizens of Estonia, Sweden, Germany and the U.K.
In the City of Pori, an assimilation programme for immigrants has been compiled in cooperation with various authorities and immigrant and other associations, with the aim of promoting the equal participation of immigrants in the economic, political and social life of the community. It is vital that immigrants receive adequate preparation quickly to function in Finnish society. In addition to language skills, this means information on basic rights, obligations and working life. Immigrants’ own organisations, friendship societies active in Pori and other national and voluntary organisations form a significant support base for immigrants as they attempt to make a permanent home here.
According to demographic statistical calculations from Statistics Finland, by the year 2020 Finland will need around two million foreigners in order to meet the growing demand for labour. Although such a large influx of immigrants to our country within the next twenty years seems unlikely, multi-ethnicity will undoubtedly proceed in Pori too. A conservative estimate is that during the period of this programme, the numbers of immigrants will double.
The ageing of the population and the decrease in the birth rate have a direct effect on service provision. In particular the demand for social and health care services is growing. The need for day-care and primary education will increase only in new residential areas.

Job development and unemployment
Job development, rate of employment and unemployment are different sides of one and the same thing. Traditionally they have been linked to each other so that as the number of jobs grew, the rate of employment increased and unemployment decreased. This connection works well in situations where requirements related to new jobs match the skills of the unemployed. If this link does not work, it is a question of structural unemployment. When there is structural unemployment, the number of jobless may grow in spite of the simultaneous increase of new jobs.
In Pori the majority of unemployment is of a structural nature. Many, especially the older long-term unemployed, have been out of working life so long that they have lost their skills. The rapid growth in the demands of working life has had the same effect. The situation is also affected by the fact that employers prefer a new, young workforce.

Job development
According to the latest information, jobs in Pori increased in the council term 1997 - 2000. In 1997 the net increase in new jobs was 1057 and in 1998 1167. (Source: Statistics Finland). Official figures for job development in 1999 and 2000 are not yet available so that we must be content with estimating the new trend using various sources. The decrease in unemployment and the revival of business life in the area indicate that during 1999 and 2000 jobs would have increased at about the same rate. Such being the case an estimated 3000 new jobs (net) were created in Pori in the period 1997 - 2000.
For the period 2001 - 2004 a total of about 1000 new jobs a year is forecast.

Unemployment
In Pori unemployment decreased during the council term 1997 - 2000 at the same rate as the national average. In January 1997 the rate of unemployment including lay-offs was 24.9% and according to more recent information it is 18.2% (February 2001). So the rate of unemployment decreased during the council term by 6.7 percentage points and the number of unemployed by 2326. (Source: Ministry of Labour).
Based on the positive development in the job market in 1997 - 2000, one would have supposed that unemployment would have been further reduced, but that was not the case. The reason lies in structural unemployment. In addition, not only Pori’s own unemployed are competing for the new jobs: for example, the 1400 new jobs (net) generated in 1998 can be roughly divided so that one third went to unemployed Pori people, one third to non-locals and one third to those coming straight out of educational institutions.
New jobs created as a result of business policy are not enough to reduce the rate of unemployment so that Pori would achieve the national average. Therefore a special employment policy is required, with special new measures to promote employment of the jobless as the key objective. An increase in jobs and reduction in unemployment will obviously ease the running of the City’s own services.
The forecast for unemployment in 2001 - 2004 is an average annual decrease of about two percentage points. Therefore unemployment at the end of the council term will be 11 - 12%, and by the end of the plan period it will reach the national average.


Competition for skilled, competent and committed personnel
During the period of strategic management (1993 - 2000) the city of Pori became used to getting labour easily. This was due to the small turnover of personnel and the large supply of labour caused by high unemployment. As a developing educational city Pori guarantees that there will be enough creators of basic services. During the first half of the 2008 plan less than 200 people a year will retire, and there will be no difficulties in any professional field in filling the jobs that will open up as a result. As the numbers of those retiring increase, starting in 2005, competition will begin for educated personnel both within public administration and with companies. Getting new personnel to work for the City will become difficult, while the opportunities for current personnel to apply for jobs elsewhere will improve.
We must prepare for change with a long-term human resources policy that will bring general recognition. A reputation as a good employer should be fostered. It is not wise to dismiss and lay off people for economic or productivity reasons. The correct quantity and structure of personnel can be safeguarded with long-term planning. Continuous interaction with employee organisations is important. Mutual trust, lack of conflict and a good working atmosphere as well as a fair and competitive wage are competitive advantages. Quality of leadership and improved working conditions plus the proper tools for the job ensure the competitiveness of one’s own work. Preparations should be made for remote working.
Ensuring occupational health care, work safety and work guidance conditions decreases absences due to sickness. Regarding activities to maintain work capability along with exercise, there is a need to strengthen the self-confidence of the staff and support their training.

Leisure and recreational services for personnel should be varied.
The scientific population estimates made by Statistics Finland and the final personnel balance of 1999 lead to the conclusion that the City of Pori will have to compete for skilled, competent and committed personnel, particularly in the latter part of the plan period. In the future a high price will have to be paid for know-how. There is exceptionally tough competition in the fields of education and health care, but there are also special tasks in the social and technical branches for which it will be hard to find employees from now on. It is vital to maintain a reputation as a good employer in order to attract solid candidates, thereby safeguarding the adequate provision of quality services.

E- services
The term “e-services” means the provision of services through data networks. This concept has not yet been standardised. The terms e-business, network services or e-services are all used for the same thing.
Legislation and technology enable full-blown e-business with the public sector too. There are still major differences within the supply of services and the opportunities to use them. Before e-business can replace traditional services, the redesign and redefinition of complete service chains and processes is needed as well as the reorganisation of functions. The new style of working also requires investment in data networks, equipment and training. Present e-services complement and strengthen traditional services.
In Pori it is possible to use for example the library and the procurement office online, handle various permit and announcement matters, ask the city organisation questions and find out all kinds of information about the city’s services. The Internet and e-mail is used in everyday communication. The majority of services give out information nowadays, and interactive services are being developed all the time. A key matter in the development of new public e-services is solving questions of data security.
One notable IT project is the Satakunta Macropilot, where services are being developed by finding functional and technical solutions for social welfare and health care. From the citizens’ viewpoint, the aim is to improve the equal accessibility of services and to increase means of coping independently. As far as service providers are concerned, the aim is the considerable improvement and facilitation of access to and management of information between the various actors as well as finding ways of keeping costs under control.
By 2008 technology will be advancing rapidly. New innovations and labour-saving applications will be widely used. Broadband connections and the generalised use of wireless networks will guarantee all citizens fast access to data networks. It will be possible to solve data security matters. The electronic identification of an individual will be part of the basic cellular phone technology. In addition to the mobile stations of the future and the conventional computer, it will be possible to use digital TV for doing e-business. For the citizen’s quality of life it will be essential how we are able to incorporate technological innovations, and how to safeguard and preserve the cornerstones of well-being, social responsibility and direct participation.
E-services are coming. Training will insure that the opportunities of the information society are available to all. In the first stage they require additional investment, but later services and opportunities for newly skilled workers will improve thereby aiding the development and organisation of the city’s service provision.

Life management
We are living in an age following the deepest recession of the last century, an age characterised by the breakdown of many old values, cultural paradigms and also the breakdown of various institutions. Finland as a society has come to a turning-point where one stage is coming to an end but no-one yet has a clear concept of the stage which is beginning. Some people have started to feel they have little influence over their own lives.
Symptomatic of our age is the emphasis on economic values, the pursuit of advantage, superficiality and selfishness. The able are perceived as being able to cope by themselves. An extremely frantic working pace, tough competition for obtaining and maintaining jobs, long-term unemployment and the increase of atypical working assignments are testing the mental balance of many. Continued excessive physical and mental strain leads to various illnesses. When prolonged, stress causes burnout, depression, self-destructive thoughts, relationship problems and reduced capacity to work.
Other phenomena associated with the period of transition we are living through at present include social marginalisation, drugs, violence and international crime. The all-round security of citizens has become a key value.
Work has traditionally been regarded as part of human existence. Each person finds self-esteem and respect through the work he or she does. Over the years our Protestant culture has stressed work and industriousness. Work has given life content and meaning.
In the information society, work is no longer outlined according to the physical workplace or regular working hours. The boundary between work and leisure time is indistinct. Family life and social relationships are determined by work. Children are no longer raised together but in turns. While new technology should make it easier to work and take the hurry away, in fact it is dragging people even more towards being at work round the clock. Using new technology the employer can supervise his staff in a more sophisticated way than before, as effective time management requires continuous availability. Although a general reduction in working time is often demanded at the negotiating table, in reality working hours are lengthening all the time.
Work, a livelihood and the varied services offered by the city are basic questions for the citizens’ own life management. The concept of working will expand to mean more than salaried work. Someone without a job should be regarded as an active individual who is capable of running his life himself. His basic livelihood should be safeguarded.
Work, livelihood and services prevent social marginalisation. In addition, it is important to find means to facilitate residents’ participation and to make them active.
The primary methods of preventing substance abuse and related violence and crime are the distribution of appropriate information at an early stage plus wide cooperation between citizens, national organisations and authorities. In the city administration, education, social, health and leisure departments for their part carry responsibility for both the distribution of information and arranging extensive cooperation, as well as providing the special services needed. It is probable that during the plan period the demand for the special services of these departments will increase all the time.

Pori in 2008

Employment and demographic development
Pori’s structural problems will largely have passed by 2008. The business and corporate structure will be varied and better able to withstand cyclical fluctuations. Using Ministry of Employment parameters, unemployment will be 8 - 9% and in some lines of business there will be a labour shortage. Thanks to increased jobs and expanded university education the population of Pori will be on the increase.

Nature and the environment
Pori can offer its inhabitants a safe, healthy and well-built city environment as well as a pleasant and varied natural environment.
Nationally valuable natural sites will have been protected and the preservation of important points safeguarded by city planning. Nature trails equipped with services will have been built for citizens and visiting nature-lovers in order to increase recreational use of the outdoors.
The air quality of the city will be satisfactory. The acidification of the soil will have been stopped.
Public and light traffic will be preferred in the Pori area, which will reduce emissions.
All the city’s important groundwater resources will have been protected, and the quality of the waterways will be good. The Pori National City Park and Natura areas will be cared for and used in exemplary fashion and will be widely appreciated.
Citizens’ environmental awareness will also have improved: inhabitants and enterprises will take responsibility themselves for improving the environment. Sorting and recycling waste will be commonplace.

City structure
Promenadi-Pori will be an attractive city centre both in scope and function, offering quality services. Thanks to years of continual work, Pihlava, Pormestarinluoto and Sampola will be active and green neighbourhoods.

In addition to Promenadi-Pori, areas attracting enterprises will be:
¨ Puuvilla - Karjaranta - Pripoli
¨ The axis of Pori - Ulvila - Nakkila - Harjavalta
¨ Meri-Pori

In its 450th year Pori’s variety will be seen in its townscape, since every village and suburb is distinctive. New residential areas will complete the city structure making use of local characteristics and services.
Pori and its neighbouring municipalities form the area called “Karhukunnat”. The "Karhukunnat" will be an integrated and active district. They will offer the entrepreneur a real competitive edge. In addition to numerous local services the “Karhukunnat” will also have been given duties to take care of that formerly concerned State local authorities.

Service provision and personnel
Services will be primarily our own, high quality and competitive. They will be completed by external and bought-in services as well as services from national organisations, societies and those initiated by inhabitants.
Services will be provided by skilful, capable and committed personnel.

Education
The aim of the education system maintained by Pori is to mould individuals into members of society who are able to think and evaluate. The whole system is competitive and strongly committed to achieving the objectives set for the city community. The system is network-like in nature with active international contacts and links to business life.
Schools are varied activity centres in their own area. Basic schools offer a reliable and equal basic education for all, options, multi-faceted preparation for the information society etc., and a safe learning environment. Special schools will operate as the specialist schools of the region.
High schools and vocational colleges offer a second level of study and self-development to all those who have just completed their compulsory education and to adults. The education supplied by vocational institutes is to be a successful combination of the wishes of the student and the labour and development needs of the enterprises and community of Pori, according to the business development policy objectives of the city. Each high school will have a special assignment or their own Pori-based emphasis. Cooperation between high schools and vocational institutes with second-level education and companies in the region will create excellent synergy with solid results.
Many scientific communities will carry out scientific research and education maintained and funded by the Ministry of Education at the Pori university centre. Satakunta Polytechnic will be one of the leaders in education and applied research. Post-graduate research will be carried out in all fields of education. The university will have a noticeable reviving effect on the business life and welfare services of the whole of Satakunta. The cooperation between the Pori university centre and the Polytechnic will be wide-ranging.

Economy
The economy of the City of Pori will have a healthy foundation: the annual margin will be sufficient to fund both investments and agreed loan amortisations.
In cooperation with Satakuntaliitto (the Regional Council of Satakunta), the Karhukunnat and other actors, Pori will have achieved a substantial increase in annual state funding to the region.


Pori’s mission


Pori, the capital of Satakunta, creates the preconditions for quality of life for all its citizens by following the principles of sustainable development.

Sustainable development
The City of Pori is strongly committed to sustainable development through the ratified mission of1993 as well as national and international agreements. This means that the city reconciles economic growth, social sustainability and environmental protection in its decision-making and service provision. Adopting the principles of sustainable development in a mission ratified by the city council for the first time in Finland was a choice of significant political value.
Since making this strategic choice, it has become possible to break down to a large extent many prejudices, resistance to change and inflexible administration in Pori. The city takes a positive view of sustainable development in political decision-making and administration. The readiness to promote and strengthen sustainable development has improved considerably.
Adopting the principle of sustainable development was seen as increasing citizens’ responsibility and demanding an open nationwide community, with a stable economy. A new way of thinking and working came to reach decision-makers at all levels and the whole administration of the city organisation.
The concept of sustainable development can be divided into ecological, social and economic sustainability. Ecological development means development which is compatible with the biodiversity of nature and the conservation of natural resources and their upkeep. Social sustainability requires that development strengthens an individual’s control of his life and his feeling of community spirit. In economic sustainability the results of development are divided fairly within and between generations.
For economic sustainability the 1990s were divided into two: in 1993 - 1996 the economy strengthened and cash reserves were accumulated. In the last half of the decade, due largely to a massive reduction in state funding, taxation systems, additional charges on many things and high unemployment, the city finances were clearly in deficit.
Despite this, the city did not rely on outside assistance, dismiss or lay off anyone working for the city. Furthermore, welfare services were produced without disruption and the provision of services even improved while income principles remained stable and the loan portfolio was not increased.
Ecological sustainability was also improved with good results: the state of the waterways has improved, as has air quality, and major natural areas have been protected. The aim is to achieve official status for the National City Park of Pori. As a result of the national energy policy, reducing greenhouse emissions will be problematic in the future.
Social sustainability and Pori citizens’ control of their own life have been shaken by the scale of unemployment and in particular long-term unemployment. Thanks to the social security network, comprehensive welfare services and a well-directed income support policy by the social security office, Pori is no different from other Finnish towns except for the above average unemployment.
The various factors in a sustainable society are interlinked. During the programme sustainable development will be taken into account in all city activities. The administrations will respect the principles of sustainable development so that decisions in conflict with them will not be taken. Concerning ecological sustainability, key issues are water supply and sewerage, harmony of the city structure, energy production and consumption, planning and implementation of the transport system and waste management, acquisitions and conservation areas, the national city park and preservation of the biodiversity of nature.
The community structure will be tightened and the infrastructure that has been built will be utilised effectively. In order to safeguard social sustainability residential areas and services will be arranged so that they enable contacts between people of different age groups, and of different social and ethnic backgrounds. Children will be taken into account by guaranteeing their all-round safety.
For sustainable development Pori will consume energy and natural resources economically. Pori will increase the proportion of biofuels and wind power in its own energy production.
As few emissions and as little waste as possible will be produced. Waste will be recycled or reused some other way. Waste management will be taken care of locally.
The aim is to reduce the use of private cars for journeys within the city and journeys to work between municipalities by providing competitive public transport and services for light traffic.
The procurement department will take care that the goods and services used by the city fulfil adequate environmental criteria. Goods and services will be purchased in the main from companies that use an environmental management system. The city will prefer goods which are environmentally friendly.
Pori has achieved many significant results in fulfilling the principles of sustainable development, including the principles in the revised mission. However, many difficulties are still to be overcome in every area of sustainable development. Getting the city’s economy onto a sustainable footing will require several painful decisions. Above average long-term unemployment is putting a strain on social sustainability, while ecological sustainability is suffering from the fact that Pori produces a considerable amount of Finland’s greenhouse emissions.

Quality of life
In the modern European way of thinking there is always a connection to the ancient past. In that tradition a human being was viewed as a representative of his species, who used reason and was social. In the late Middle Ages the idea was formed that each separate human being was a unique individual, who chose his lifestyle according to free will.
The human being has his own place as one species among many in an everlasting system. This idea includes respect for the diversity of nature as a value in itself. Taking responsibility for one’s own life is an essential part of quality of life. A human being has the ability and also the right to control his own life.
A model for quality of life is liberating. It gives plenty of space for local culture and voluntary individual choice.
At the start of the new millennium there is a debate in Finland on the relationship between the individual and the community, the tasks of the state and municipality, and on the effects of work, technology and the market economy on human life. It is worth debating what comprises quality of life, not only on a national but also at the local level. The prerequisites for having a solid quality of life are fundamentally linked to the surrounding community. The state represents the power that creates the framework for quality of life through legislation. The markets are contract-based systems for the exchange of goods and distribution of tangible production. Family, relations and local communities belong to our national society. They are held together by moral, traditional and emotional ties. The municipality is responsible for providing welfare services.
Improving the conditions for quality of life and opening them to more and more people is possible. Progress requires that we learn to organise the whole provision of services better. At present, the key task of the city is to take care that all its inhabitants can make choices to build a happy life.
Quality of life includes both mental and material wellbeing. A feeling of community is also connected to quality of life. Family, friendships and political and all other kinds of participation are valuable aspects. Being together in unofficial ways also strengthens a feeling of belonging.
The task of the city of Pori is to create the conditions that define a high quality of life for its citizens. This choice of words differs from the mission statements of Pori 2000 and Pori 2005 programmes, whereby the city safeguarded the conditions for quality of life for its citizens. This change also seeks to highlight the responsibility of the individual for his own life. In any case the city carries the responsibility and creates conditions for quality of life also when a person is no longer able to look after himself.
The material wellbeing for quality of life (basic social security) is considered to include sufficient food, housing, health care, indispensable social services (home help, services for the disabled and the elderly) and the satisfaction of moderate personal needs. In Pori this requires paying special attention to the prevention of long-term unemployment, social marginalisation and impoverishment. As for the prerequisites for mental wellbeing, they are opportunities for recreation, for example through education, culture and sport, studying and living in a good, safe and stimulating environment. In order to succeed in their task, all activities should be based on sustainable development. The ecological, cultural, social and economic development of the city will create the foundation for the wellbeing of our citizens and of future generations.
Changes in political and economic systems are accelerating. At the same time technological development is reaching new dimensions. In Finland the traditional values have been home, religion and patriotism. In EU circles Finns are considered to be open, direct and honest. Now and in the future justice, equality and care of the weaker are and will continue to be seen strongly in public debate. In addition, according to the latest research Finnish people widely and regardless of political affiliation give their unqualified support to the welfare state and public services.
Finland is still regarded as a welfare state, where the task of creating the conditions for quality of life, i.e. providing welfare services, is given to the municipalities. They have carried out this task responsibly and in spite of difficulties maintained basic social security, upon which each individual can build his own quality of life.

Operating strategies

Service provision

* The town services are divided into two groups: core services and basic services.

* The core services justify the city’s town rights. Safeguarding them is the main stipulation for the provision of all other services. The core services satisfy basic human needs, are directed to all citizens and are necessary in everyday life. Core services comprise:
- water supply
- life-preserving health care
- income support
- energy supply
- care of safety and
- working traffic communications

* The basic services secure the conditions for a good life. Basic services comprise:
- education
- social welfare
- health care and
- library, culture and leisure services

* The core services are maintained at all times. Basic services are prioritised when assessing the importance of city functions so that key education and social and health care services are safeguarded. Other services are arranged according to the resources available at the time.

* The main responsibility of the production of services lies with the City Board and the committees and other boards, according to the financial resources allocated to them and operational goals set by the City Council.

* The city organisation is the main service provider. It can also act as service arranger. Outsourced services, bought services and services from national organisations, societies and those initiated by inhabitants complete the service provision of the city.

* The service provision and commercial enterprises owned by the city should be able to compete. Competitiveness consists of price, quality and reliability.

* Service provision is intensified and operational goals are to be checked and raised annually by one percent (= 60 man years). New technology such as electronic services is to be exploited and internal structures reformed.

* The basis for assessing and renewing service provision is to be the numbers of the population, its structure and feedback from service users.

* The prerequisite for quality of life, sustainable development, amelioration of the situation of the young, the competitiveness of the city, Pori’s position as the capital of Satakunta and cooperation with the Karhukunnat are the most important values and grounds of assessment to be used when organising the total service provision.

Human resources

The city is to secure the future availability of sufficient numbers of capable and committed personnel by maintaining and improving its reputation as a good employer.

* The city as employer:
- will not dismiss or lay off staff due to productivity or financial reasons. Unemployment pensions, special pensions and other individual special arrangements can be negotiated, agreed upon and decided upon separately
- will always strive for a negotiable result in matters concerning staff and will not change results reached through negotiations unilaterally
- will create the conditions for permanent employment by long-term staff planning
- appreciates diligence and rewards good results
- will increase internal training and support further education of staff
- will provide personnel with up-to-date information on matters concerning the city and maintain an open atmosphere in interaction with employee unions
- will increase resources for activities that enhance working ability, promote healthy exercise and require every bureau, department and unit to attend to ways of preventing burnout
- will improve the operating conditions of occupational health care, work safety and job guidance
- appreciates good leadership and the increase of liaison activities
- will develop decision-making procedures in personnel administration.

Finance

* The city will strive gradually to create such a degree of latitude in the city finances that the upkeep of good service provision is secure and that there is the possibility to react quickly to changes in the business environment.

* An important guideline in financial actions is to act realistically and according to the principle of sustainable development. This means that the obligations undertaken in each council term are taken care of during that term, without leaving them to the next council term.

* It is compatible with sustainable development that the financial basis strengthens the desired state through job development, job-promoting action and by constantly rationalising service provision.

* The most important income criteria will be held at a level that makes competitive provision of services possible in the future also.

* The development of service provision and improving quality is an ongoing process. The financial resources that are needed for increasing and improving education, old people’s homes and the health department’s own services are to be procured by organising service provision and by making structural changes.

* When making arrangements for balancing the accounts, improving the liquidity of the city is the main goal.

* When charges for financing service provision are raised, it is important to keep the cause in mind. When deciding on the amount of the charges, equality of the citizens is to be considered as well as the necessity of the service in people’s everyday life.

Industries

The idea of the new industrial policy is to develop the city of Pori into a business environment that is competitive in terms of enterprise and offers true competitive advantages.

The main principles to be followed in industrial policy are:
* Businesses, both large and small, in all fields are to be treated equally and justly.

* Actions that distort competition are not to be taken.

* Special privileges for individual companies are only to be allowed in exceptional cases.

* Matters concerning companies are to be handled quickly and confidentially.

* The local nature of industrial policy is to be increased (common annual employment goals and projects, and a common industrial strategy, program and organisation) and the structure of industries and companies is to be diversified constantly.

Pori’s competitiveness is to be increased using the following means:
* Local know-how is to be increased considerably.

* The interaction between working life, education and research is to be further strengthened.

* The availability of plots and premises is always to be secured.

* It is very important that the Pori area is easily accessible. In addition to air, sea and telecommunications, the improvement of Highway 2, a quick train connection to Helsinki and the improvement of the road connection between Pori and Söörmarkku are top priorities.

* Measures in industrial policy are mainly to be focused on the following lines of business:
- welfare services
- metal industry
- automation
- information and communications technology
- electronics production and
- special tourism services

* The most important co-operational projects are to be the development of employment in the area of Porin Puuvilla (Asko Kiinteistöt Oyj) and the development of the Karjaranta area (HK Ruokatalo Oy).

* Conditions for the internationalisation of companies are to be created and funding from the EU and other external sources is to be fully exploited.

* The responsibility of reaching the goals of this industrial policy lies with the entire city administration as well as the following organisation:
- Pori business development office (general conditions, EU funding, marketing)
- PrizzTech Oy (centre of excellence programs, innovation and enterprise services)
- SAMK’s Enterprise Accelerator and Service centre O’Sata (research and development services for companies, promotion of entrepreneurship)
- Yrityspalvelu ENTER (newly established companies, company incubator)
- Pori Marketing Office Oy (theme tourism)

* The industrial organisation is to be developed and strengthened according to the needs of the time.

Know-how

* The level of basic education and high school education is to be raised through curriculum planning based on the strengths of the schools, by improving teaching methods, by increasing the responsibility of the schools and by taking care of high-standard further education for teachers.
The cooperation between high schools and vocational schools is to be strengthened and new technology used as an aid in learning and promoting internationalisation.

* Basic degree education at the Palmgren Conservatory is to be expanded, music technology education made permanent, and a training programme for band and orchestra musicians introduced. The planning of polytechnic-level education in music has been started.

* The admission degree of study places at the College of Forestry is to be increased by giving out information especially to basic schools. Cooperation with SAMK and other schools is to be increased.

* The Technical College is to deepen cooperation with Satakunta Polytechnic to increase the possibility of further education of the students and to strengthen the common contacts with business life. Learning at work is to be utilised when finding jobs for students and in anticipating educational needs. The city will prepare for organising vocational education for immigrants.

* The College of Service Sector is to expand the supply of vocational courses and special degree programs in their own field and participate in the implementation of the welfare cluster as stated in the regional centre plan. By developing educational paths together with higher degree education the school will ensure that Pori-born students study further in their hometown. The College of Service Sector will participate actively in the development of a virtual school.

* In the future, it will be possible to take post-graduate degrees at Satakunta Polytechnic in all SAMK’s branches of education.
- For the employed SAMK offers further education including 20 – 40 credit weeks of specialised studies.
The theses are mainly to be made for companies and organisations.
- The educational level of the personnel at the Polytechnic is to be raised so that by the year 2004 there are at least 70 people with either a licentiate or doctoral degree.
- The main focus of research and development at SAMK will be the development of business activity in SMEs, automation, IT, energy engineering and environmental engineering, and electronics.

* The activity at the Pori University Centre is to be developed into the direction of multidisciplinary education and research according to a phased strategy. By 2004, the number of new study places is to be doubled and the entire activity is to be transferred to funding by the Ministry of Education.

Accessibility

* The logistic position of Pori is to be improved and the functionality of the traffic system developed together with the Karhukunnat, Satakuntaliitto and the Road Administration.

* The main projects in traffic in Satakunta are improving Highway 2 along its length (Mäntyluoto – Helsinki region), to remove the level crossings between Pori and Tampere and the road project between Pori and Söörmarkku.

* Pori airport and its connections are to be developed together with the Civil Aviation Administration, Finnair Oyj, SAS, Golden Air Oy and other companies in the field, Satakunta Chamber of Commerce and Satakuntaliitto.

* The good communications and vast building space available at Pori harbour are to be utilised and the position of the harbour as a part of its clients’ logistic solutions strengthened.
In harbour activity the main focus is on increasing the amount of timber, container and bulk product transport and finding new products to be transported.

* Preconditions for cooperation between bus and train transport are to be created. Traffic arrangements and necessary reconstruction work at the bus station will be completed before 2004.

Employment

* An already founded executive group is responsible for the implementation of the employment policy. The group has members from the central administration of the city, the TE-centre (Business and Employment Centre) and labour administration, the employment unit, adult education and the social welfare department. Appropriate resources are to be allocated to the group.

* Through the employment policy, the amount of unemployed in Pori is to be reduced by 5 % annually.

* In accordance with the mission statement (sustainable development and quality of life), the prior concern is the employment of those under 25 (work placements, study places or job), to get the long-term unemployed into rehabilitating work, and to transfer those who receive income support but are really incapable of work to a pension scheme.

* The use of combined support is to be focused so that subsidised employment more often leads to permanent work.

* The funding of manpower training needed and bought by companies (joint purchase) is to be safeguarded at all times.
* External supervision will assure that the TE-centre has the sufficient appropriations to take care of the labour policy goals that have been set.

* The executive group for employment policy will develop, test and introduce new employment models.

Decision-making, preparation and participation

* Decision-making at the highest political level lies with elected officials. In addition to the obligatory tasks and decisions to be taken care of as stated in the Local Authority Act, the council also sets operational goals, provides political guidance and control and approves individual significant projects.

* The City Board makes the main proposals, executes the decisions and political choices of the city council and reconciles the proposals and views that arise from different expert groups. In addition, the City Board bears the main responsibility for the rapidity of the work of the entire administration.

* The committees, executive groups and boards (commercial enterprises and SAMK) are responsible for organising service provision according to political choices and confirmed goals set for operational and financial matters.

* Preparation, proposals and execution of political decisions are to be taken care of by the administration only.

* The level of preparation and the linguistic form of documents are to be constantly improved. Political decision-makers are to be helped to get an all-inclusive view by giving them reports, reviews and written explanations, by organising evening classes or similar informal discussion forums, seminars and opportunities to get acquainted with the matter at hand.

* The entire administration is to be encouraged to seize upon negative developments and drawbacks as soon as possible and correct them.

* Political guidance and control is to be done following the Pori 2008 plan confirmed by the City Council. It is also controlled annually using reports, budgetary estimates, consolidated accounts and other reports defined by the City Council.

* The direct participation of citizens is to be strengthened and they are to be encouraged to interact daily and extensively with the entire city administration. With organisations of citizens new forms of open intercommunication are to be sought. Opportunities arising from e-business and other technology, public occasions, opinion polls, dissemination of information and cooperation with organisations of citizens are to be utilised in order to create a permanent and natural interaction between the citizens of Pori and the administration.

* Citizens are to be encouraged to use their right to vote in all elections and care is to be taken that it is easy to vote in all areas.

City planning and policy

* Pori’s city policy is based on a target-oriented overall view and to the goal that Pori as the capital of Satakunta will be named as a regional centre.

* Important features of an attractive regional centre are a good image, pleasant streets and parks, a functioning service structure and a traffic system that secures the accessibility of the various city activities.

* Every decision in city policy and land use has to further strengthen Pori’s situation as the centre of know-how, innovations, interaction, regional services and traffic in Satakunta.

* In the Europe of Cities Pori will develop the metropolitan area by
- participating even more in finding common projects and carrying them out
- improving true interaction between the Karhukunnat and business community
- raising the expertise and ability to react in the area so that every new opportunity can be exploited
- developing forecasting of and planning for the future and
- offering local competitive advantages

* The following corridors and zones will be developed:
- Business corridors:
Puuvilla – Karjaranta – Pripoli
The axis of the towns Pori – Ulvila – Nakkila – Harjavalta
Promenadi-Pori
Meri-Pori

- Residential and service zones:
Northern area
Western area
The residential strip of Meri-Pori

- Recreation and services:
Pori National City park
The Yyteri peninsula and its sites
The dispersed settlements and environs
The Kokemäenjoki estuary

* In Pori metropolitan area business life and social capital are to be developed in a balanced fashion.

* The possibility of the young to participate, express their will and carry out their hobbies is to be improved and their trust in the development of the area is to be strengthened.


Appendices

Appendix 1 City Board operating plan for electoral period 2001 - 2004


· The operational changes required in order to balance the 2001 budget and demanded by the City Council decision as well as investment and other arrangements to be handled at the City Council meeting of 11.6.2001, based on presentations by the board, committees and executive committees.

· In connection with the handling of the 2002 budget the City Board is to present for approval of the City Council a plan with measures to cover the deficit and engendered to stabilise the economy during 2002 - 2003.

· The unemployment rate is to be reduced by an average of two percentage points a year through industrial and employment policies (measured by the Ministry of Employment statistical method). City Board to monitor activities of business organisation and employment executive committee diligently.

· Demographic development to be converted to growth with the help of positive migration.

· No personnel to be dismissed or laid off for reasons of productivity or economics. Unemployment and special pensions plus other individual arrangements may be negotiated, agreed and decided separately. Service provision to be taken care of at the end of the term by an organisation of 6100 employees.

· Extra resources needed for basic school, social and health care to be found from rationalisation and structural change of the whole service provision.

· Student intake of the Pori university centre to be doubled and funding transferred in its entirety to the Ministry of Education. Postgraduate studies to be adopted in Satakunta Polytechnic. Cooperation between Pori university centre and Satakunta Polytechnic as well as contacts with business life to be intensified.

· National aviation college functions to be started in Pori.

· Appropriation for renovation of energy, water and sewerage networks to be increased annually.

· Culture and leisure services to be kept at 2001 level.

· Implementation of City Board’s operating plan to be monitored annually. City council to be informed of implementation assessment, which is to replace previous economic policy report.

Appendix 2
Pori 2000 / Implementation assessment

The Pori 2000 plan was drawn up in 1992 - 1993, at a time of difficult economic conditions and dismal prospects. The state economy was on a knife’s edge, the city’s own balance sheet for 1991 showed a loss of 15.14 million euros and unemployment was growing at a pace never before seen. The city council approved the key parts of the plan on 21.6.1993.
The attached memo has been compiled as background material for use in the debate on the Pori 2008 plan. It comprises the most important aspects of the then
- forecast changes in the business environment,
- the key visions regarding city development and
- strategic choices.

The appended markings “realised, “partly realised” or “not realised” are the evaluations of the strategic group of whether they have been successful or unsuccessful in attitudes, visions, and choices.


Changes in business environment


Internationalisation
Europe is uniting and people, capital, goods and services may travel freely over national borders. Opening of borders and internationalisation are a reality.
Realised

General economic development
The industrialised western countries are suffering an economic downturn and Finland is in recession. Although the economy revived in the middle of the decade, unemployment remained permanently higher than before.
Realised

Demographic structure
The population is ageing due to the fall in birth rate. The large age groups dominate the job market and make it difficult for young people to get work.
Realised
Young people threaten to become “the lost generation”, with no chance to get a job or housing.
Starting a family seems hopeless.
Not Realised
Care of the elderly becomes the focal point of the social .
Realised
Division between haves and have-nots becomes deeper and remains permanent.
Realised

Regional development in Finland
Economic development is concentrated on the south coast and the south-north axis of Helsinki - Tampere - Jyväskylä - Oulu. Pori and Satakunta will be left out of this development.
Realised
Public services
Municipalities are significant producers, but also organisers of services. Economic efficiency and competition is emphasised.
Realised
State economy measures put extra strains on the municipalities. State dismantles norms relating to service provision and reduces supervision.
Realised
Economic recession eases and social services retain their key position.
Realised

Key visions

Population figure of 77 000. (1.1.1993: 76 334, 31.12.2000: 76 010) Not Realised
36 000 jobs. (1.1.1993: 31518, 31.12.1998: 31 975, estimated 31.12.2000 33 500) Not Realised
Unemployment has dropped below the national average. Not Realised
Pori is the most competitive city in Finland. Not Realised
Pori is the second most competitive city if measured by criteria of Helsinki Information Centre and Taxpayers’ Confederation and the Pori 2000 plan. Indicators of competitiveness in the Pori 2000 plan are: tax percentage, local rates, energy price, water and waste water price, telecommunication charges, harbour dues, assignment of industrial, business and residential sites, price level of housing, degree of solvency and annual margin.

Pori is the centre of Satakunta, eager to cooperate. Cooperation with neighbouring municipalities is close. Realised
Pori is a national education centre. University education has expanded and become established. Pori is a leading Polytechnic city. Partly realised
For young people, Pori is a good and pleasant place to live. Partly realised
The state of the environment has improved. Realised
The pedestrianised centre is the focal point for trade, services, tourism and various events. Realised
There is a quick rail connection to Helsinki and Tampere. Not Realised
There are weekly connections abroad by ship and air. Realised

Key strategic choices

Economic policy
The income base is maintained at such a level that the competitiveness of the city is further improved.
Realised
Latitude is maintained in the city finances so that it is possible to react quickly to changes in the business environment.
Partly Realised

Service provision
The city is both producer and organiser of council services. Realised
The principal responsibility for service provision lies with the committees and executive boards within the limits of the resources allocated to them and the approved plans. Realised
The direction and rationalisation of service provision, administration and economy is a continuous function.  Realised

Decision-making
The City Council is responsible for the highest strategic decision-making. Realised
Operational matters and those requiring political deliberation are decided at committee and board level. Officeholders take care of preparation and execution of matters. Realised
Large and one-off solutions are not to be pursued.  Not Realised
The city is a good employer, which safeguards permanent jobs and rewards people for good results.
Realised
The main rule regarding personnel matters is that they are to be negotiated with employee organisations with the aim of reaching a settlement. Negotiated settlements are not to be changed unilaterally.
Realised

Industrial policy
To move from favouring special benefits towards an industrial policy to improve general conditions.
Realised
A competitive business environment for enterprise to be created. Realised
Aggressive marketing to be initiated, highlighting competitive factors. Realised

Community structure development themes in Pori metropolitan district