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OULU WANTS TO BE NUMBER ONE

• In the course of just a few decades, Oulu has
  become the most successful city in northern
  Europe. In 2015, Oulu wants to be the most highly
  developed city in Finland and all of northern
  Europe. The city of technology will evolve into a
  centre of innovation.
• In its new strategy, the city states its
  intention to continue on its present path of
  strong growth, to multiply its efforts to attract
  companies based on high competence in different
  fields to the city, and to promote
  internationalisation by a significant increase in
  the number of foreign employees. Oulu intends to
  gain a clear head start compared to other cities
  by being number one in terms of service provision
  and top-level education.

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• Oulu is setting itself demanding challenges and
  tasks, with the aid of which the top position can
  be secured. Oulu is also the first city to define
  creativity and courage as being the most
  important among the values that guide its
  operation. Besides creativity and courage, a
  sense of community and tolerance are emphasised.

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Key elements of Oulu's strategy

• The key objective of the city strategy is to
  create a good, attractive and enjoyable living
  environment for residents and to provide the most
  highly developed services in Finland, combined
  with a well-balanced economy.
• The basis of the strategy is a creative,
  enjoyable urban environment, consisting of a
  whole made up of several elements competence and
  capability, technology and creativity as well as
  a tolerant, multi-value urban community.

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• The aim is to create an innovation environment of
  the highest international standard for companies,
  based on the integration of education, research
  and product development into a network which is
  actively built and maintained by the city.
• This gives firms already operating in the Oulu
  region power to develop, creates growth potential
  for new companies and attracts foreign experts
  and firms to the region. In addition, it provides
  room for diversification and expansion for
  different branches of business.
• The goals of the strategy are long-term
  developmenttargets. Their fulfilment calls for
  regional networkingas well as for more extensive
  networking onan international level.

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Oulu's vision

• Oulu the city of Innovation
• Oulu is the most viable urban community in
• northern Europe, with the most high-standard
  services
• in Finland based on residents needs, and
• a well-balanced economy.
• Oulu is a city of people and firms with global
• network contacts, providing an innovation
• environment based on top-level competence
• for a variety of actors.
• Oulu is an international, multicultural, tolerant
  city
• with a pleasant living environment and
  ecologically sustainable operational principles.

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The city of Oulu values

• 1. Creativity and courageSuccess in a changing
  operating environment calls for innovation,
  controlled risk-taking, new ways of thinking and
  the courage to give up old ways of doing things.
  We encourage creativity and see the future as a
  positive challenge.
• Community spiritWe operate so that residents can
  feel that Oulu is a safe place to live, enjoy
  life and work in decisions made by the city
  promote community spirit and a human touch. We
  are aware of peoples needs and promote
  interaction, and our decision-making is guided by
  these needs. The goal of our operation is a
  humane work community characterised by
  well-being. This way, we also promote sustainable
  development.
• Tolerance We respect our clients and each other,
  and appreciate a multicultural environment. We
  encourage tolerance as part of the work community
  and city culture. We follow mutual rules of play
  and treat our clients and personnel fairly in all
  situations.

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Oulu's strategic goals

• Oulu is a safe city with the best reputation in
  Finland.
• Oulu has a good, pleasant, ecologically balanced
  urban environment which considers environmental
  viewpoints.
• Municipalities in the Oulu region evolve towards
  a more uniform municipality structure
• The Oulu region has a joint service network that
  is based on clients needs and promotes
  well-being, making use of the latest technology.
• Oulu is an international, tolerant, multi-value
  city ofculture attracting people with top-level
  competence,with an increasing proportion of
  residentsand workers moving from abroad.

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• Oulu has high-quality education, research and
  product development and an innovation environment
  representing the highest international standards.
• Branches of business will diversify and become
  more international, entrepreneurship will
  increase significantly and the job situation will
  improve.
• Land use meets the needs of residents and the
  business sector.
• Oulu is the logistics centre of northern Europe.
• The structure, capacity and results of the city
  organisation correspond to strategic goals.

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Challenges of the city strategy

• 1. Increased labour force mobility and changing
  values
• the citys attraction power is an increasingly
  important strategic factor for firms and
  residents
• attracting people with top-level competence from
  Finland and abroad
• elements used in competition stable social
  order, safety, infrastructure, the environment
  and services
• urban culture and cultural service provision are
  an integral part of the citys attraction power
  and image
• 2. Globalisation is an everyday phenomenon
• increased international competition between
  regions and cities
• firms and people are increasingly mobile
• ways of operation are changed by information
  streams

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• 3. University- and polytechnic-level education
  and research must maintain a consistently high
  standard
• developing education systems so that they reach
  top international level
• technological competence and innovations are
  important increasing emphasis on business
  operation competence
• important to take into account basic industry and
  services
• 4. A tolerant urban culture
• A new phase of the Oulu spirit cooperation,
  tolerance towards all people, internationalisation
  
• different ethnic backgrounds and a wide variety
  of nationalities enrich the city, giving rise to
  new competence and creating an innovative
  environment

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• 5. Making the service structure more diverse and
  effective
• regionality as a resource
• the commissioner-provider model

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Critical success factors

• Critical success factors and strategic goals of
  the city strategy

Social impact andservice ability
VisionStrategic objectivesValues
Operational processes and structures
Financial
Human Resources and competence
Four perspectives - Social impact and service
ability - Financial - Operational processes
and structures - Human Resources and
competence
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Social impact and service ability
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Social impact and service ability
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Social impact and service ability
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Social impact and service ability
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Financial
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Operational processes and structures
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Operational processes and structures
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Human Resources and competence
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