OBJECTIVES AND TARGETS
Targets and objectives of our administration are specified in our 5-year Strategic Plan covering years of 2010-2014, which is approved by our Municipal Assembly.
Main Functions Strategic Objectives Strategic Targets
Housing Management
SO1.
Contributing to creating a livable city through directing its social, economic and physical development with an understanding respectful for natural, historical and cultural heritage of the city
SH1.1. Conducting infrastructure works which will activate planning ST1.2. Generalizing integrated planning approaches and practices ST1.3. Activating urban transformation practices
ST1.4. Extending practices which will support urban aesthetics ST1.5. Activating housing inspections
ST1.6. Protecting natural, historical, cultural values in Bosporus and making them suitable for public use
Transportation Services Management
SO2.
Rendering economic, rapid, safe and comfortable transport service
ST2.1. Generalizing mass transport and enhancing its comfort ST2.1. Strengthening transport infrastructure
ST2.3. Managing traffic effectively
ST2.4. Extending environment-friendly transport services and projects
ST2.5. Reinforcing coordination among planning, projecting and implementation units ST2.6. Strengthening cooperation with shareholders in terms of transport services management
Social Support Services Management
SO3.
Developing and extensifying support services aimed at the social needs of the residents of the city
ST3.1. Activating and generalizing services intended for disadvantaged groups ST3.2. Activating and generalizing vocational courses and activities ST3.3. Enhancing accessibility for services in municipal facilities
ST3.4. Transforming squatter houses on municipal parcels into regular living spaces ST3.5. Reinforcing cooperation with shareholders, volunteers in terms of social support services ST3.6. Increasing funeral and cemetery service level
ST3.7. Strengthening coordination among social support service units 30
Main Functions Strategic Objectives Strategic Targets
Health Services Management
SO4.
Contributing to development of life quality in terms of health services in a sustainable way
ST4.1. Enabling and extending protective medical services
ST4.2. Contributing to effective presentation of pre-hospital emergency care services ST4.3. Activating and generalizing preventive medical services
ST4.4. Contributing to efficiently combatting zoonosis diseases
Environment Services
Management SO5.Providing a sustainable and healthy environment
ST5.1. Generalizing environmental protection practices ST5.2. Activating waste management
ST5.3. Activating and generalizing activities for renewable energy and energy efficiency ST5.4. Extending green areas
ST5.5 Improving practices for preventing sea pollution
ST5.6. Reinforcing cooperation with shareholders in terms of environment management
Culture Services Management
SO6.
Contributing to protection, promotion of cultural heritage of the city and to flourishing its cultural life
ST6.1. Enhancing accessibility of cultural services
ST6.2. Increasing awareness for diversity of cultural life of Istanbul ST6.3. Enhancing practices for protecting cultural and natural assets ST6.4. Activating cultural tourism activities
ST6.5. Strengthening cooperation with shareholders in terms of cultural services ST6.6. Strengthening coordination between culture and publicity service units
Urban and Social Order Management
SO7.
Contributing to improvement and generalization of urban and social order
ST7.1. Activating inspections for social order ST7.2. Activating environmental protection inspections ST7.3. Activating urban aesthetic inspections
ST7.4. Increasing and activating activities intended for protection of customer rights ST7.5. Establishing an efficient system for monitoring inspection and implementation results
ST7.6. Reinforcing coordination between inspection and implementation units ST7.7. Strengthening cooperation with shareholders and volunteers on inspection services
Disaster Management SO8.
Developing disaster response and recovery capacity via efficient risk management
ST8.1. Conducting preventive / mitigation activities ST8.2. Developing disaster response capacity ST8.3. Enhancing disaster response performance ST8.4. Generalizing awareness practices for disasters ST8.5. Reinforcing coordination among disaster management units ST8.6. Strengthening cooperation with shareholders and volunteers on disaster
Main Functions Strategic Objectives Strategic Targets
Project Designing and Implementing Management
SO09.
Managing project designing and implementing processes in our main functions efficiently and effectively
ST9.1. Planning and designing implementation demands in the most effective way ST9.2. Managing expropriation activities effectively
ST9.3. Performing implementation demands on time and in line with project scope ST9.4. Developing implementation inspection standards
ST9.5. Reinforcing cooperation with shareholders on infrastructure and implementation Legal
Procedures Management
SO09.
Managing project designing and implementing processes in our main functions efficiently and effectively
ST9.6. Enabling legal processes and increasing awareness in this regard
Financial Resource Management
ST10.1. Ensuring that risk-based internal control system is established and generalized
SO10.
Managing our financial resources and assets in compliance with our understanding of sustainable service
ST10.2. Establishing transparent financial management and reporting system with international standards ST10.3. Enabling information technology utilization in financial services
ST10.4. Managing resources efficiently ST10.5. Managing real estate revenues efficiently
ST10.6. Developing a service and solution oriented understanding of work
Information Management
SO11.
Ensuring rapid access to accurate information on our service areas
ST11.1. Improving level of service for information and communication systems ST11.2.Developing and generalizing e-municipality applications
ST11.3. Improving solution development processes through activating the participation of units ST11.4. Extending information technology utilization in corporate reporting processes
ST11.5. Managing corporate decision making process efficiently and ensuring access to decisions
Supply Management SO12.
Managing supply process efficiently and effectively
ST12.1. Enhancing purchasing process efficiency ST12.2. Improving tender process
ST12.3. Enhancing process efficiency for in house / external support services
Human Resources Management
SO13.
Offering "solution oriented" service with qualified employees
ST13.1. Determining and adopting strategic competences
ST13.2. Conducting development programs in accordance with the strategic competences ST13.3. Developing a performance based understanding of work
ST13.4. Reviewing human resources processes and configuring them with strategic human resources understanding
ST13.5. Establishing and extending recommendation system SO17.
Improving our corporate structure and working methods with continuous development approach
ST17.6 Shaping corporate structure on the basis of process Public Relations
and Communication
Management
SO14.
Reinforcing the communication with our shareholders
ST14.1. Developing communication and publicity activities with "service oriented working approach"
ST14.2. Conducting public relations activities efficiently with "service oriented working approach"
Municipal Companies Management
SO15.
Strengthening coordination and cooperation with our municipal companies
ST15.1. Developing systems to strengthen coordination with municipal companies
Foreign Relations Management
SO16.
Reinforcing cooperation with shareholders
ST16.1. Contributing to development of international cooperation
ST16.2. Contributing to increasing awareness levels of our shareholders about issues relevant with the European Union ST16.3. Increasing our capacity in terms of European Union projects
ST16.4. Developing cooperation in European Union harmonization process
Auditing and Corporate Inspection
SO17.
Improving our corporate structure and working methods with continuous development approach
ST17.1.Improving and extending auditing and inspection
ST17.2. Conducting auditing and inspection efficiently and effectively
ST17.3. Efficiently inspecting implementation of corporate activities in compliance with legislation and procedure ST17.4. Developing and extending internal inspection system
ST17.5. Conducting internal inspection efficiently Strategic
Management
SO17.
Improving our corporate structure and working methods with continuous development approach
ST.17.6 Enabling strategic management process
ST.17.7 Developing cooperation which will contribute to corporate development
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CORE POLICIES AND PRIORITIES
Core policies and priorities steering services, activities and projects of Istanbul Metropolitan Municipality have focused on realization of vision elements specified in Strategic Plan. It is of importance that other policies and priorities are in compliance with plan, program, policies and priorities of current legislation and central administration; and capacity building criteria for the relevant acquis during European Union harmonization process are also considered for determining other policies and priorities.
Istanbul Metropolitan Municipality adopts the principle of participatory and pluralistic democracy and efficiency in administration in accordance with the policies of central administration. Corporate philosophy of our municipality is to render services in a participatory, transparent, fair, reliable, efficient way of quality according to the fundamental principle of satisfying local services while reconciling local differences.
Core policies and priorities for vision elements are as below:
Protecting Unique Heritage of Istanbul
Istanbul Metropolitan Municipality focuses its attention on
“protecting by use of” artifacts and places belonging to this heritage and on publicity activities in this regard for the purpose of reinforcing historical identity of the city while protecting and developing its natural, cultural and historical heritage.
Increasing Quality of Life
Ensuring urban transport in a faster, more comfortable, safer, cheaper and accessible way is the basis of our transport policy.
In line with this basic policy, it is targeted to increase the share of public transport in urban transport, to increase utilization rate of railway systems and to increase the share of marine transport.
Projects and services conducted for creating a greener, cleaner and healthier environment where people are happy and enjoy life are presented to the city and citizens after being prepared in accordance with European Union norms, in an aesthetic, efficient, effective, quality and economical manner.
For ensuring that environment and its related issues remain on the agenda of public opinion and our people for longer; activities and events which will raise awareness of city residents on environment are pioneered, featured and supported.
Other elements of our environment policy include prevention of pollution of any kind before emerging, minimizing all pollutant parameters under the limit values accepted worldwide, conducting existing environmental plan practices
in line with EU Environment Acquis; increasing the amount of active green area per person up to the level of world norms.
Basic policy for disasters is to prevent potential loss of life and-
property at the beginning by means of promoting, supporting and pioneering planning and construction of buildings and infrastructure systems and strengthening existing buildings in a way which will not be affected by disasters or which will be under minimum influence.
Activities for ensuring the sufficient quality and quantity of disaster response vehicles and equipment as well personnel responsible for disaster response are considered important and prioritized in order to provide sufficient, rapid and efficient response during disasters. In this context, special importance is attached to strengthening fire department in all aspects.
Training and information events as well as coordination activities for increasing the public and organizational awareness concerning actions to be taken in pre-disaster, disaster and post-disaster period are gained momentum and priority.
Protects on rehabilitation and/or disposal of unhealthy, insecure, unauthorized and unattractive construction zones included in the urban fabric and implementation of such projects are pioneered and supported through ensuring encouraging conditions and putting urban transformation projects into effect within the frame of Provincial Environmental Plan prepared with an integrated and multidimensional perspective with a provincial scale through considering Istanbul’s interaction with its vicinity and region, and sub-scaled plans to be prepared under the guidance of this environmental plan.
Bringing a multi-centered, functional structure in the city, ensuring its balanced improvement, pursuing protection utilization balance for next generations in terms of natural resources utilization is another dimension of our planning and construction policy.
Our core priorities include creating healthy and secured life conditions for defenseless and disadvantaged groups, women, children and the youth for preventing barriers to
their integration with urban life by means of providing economic and social advantages as well as education assistance; ensuring they become self-sufficient and enabling social balance and integrity through improving their life conditions.
Practices for incorporating all shareholders of the city including disadvantaged groups into decision making process for the city are being more common.
Attention is paid to improving and extending services related to social health and welfare.
Creating infrastructure to offer various sports facilities for every walk of life and presenting sports services with the organization of various events for this purpose is pioneered and facilitated.
Creating a system for conserving and handing existing cultural and art values down the next generations for the purpose of ensuring that culture and art take effect on life of national and international society by means of cooperation with all relevant persons
organizations and institutions and of introducing and popularizing national and traditional art and culture globally while embracing international art and culture in Istanbul where culture and art, common heritage of humanity and an international value turn into an heritage is the basis of our national culture and art policy.
Other dimension of our culture policy includes raising generations with qualifications and quality to embrace and understand Istanbul with its magical beauty, its entire
cultural heritage, its history and its mission toward bright future of humanity and to share such integration of values with international community, and creating functional destinations.
Sustainable World City
Any kind of contribution is tried to be ensured for making Istanbul a respectable, reliable, preferred, pacemaker world city to live, work, get education and make investment; and for turning the city into a center of attraction for finance, technology and knowledge generation, culture, tourism and convention activities by means of improving and featuring global, regional advantages and competitive capacity of Istanbul.
Pioneer, Leader Municipality
Determining policies which will ensure realization of mission and vision of our municipality in line with the principles of our municipality; efficient and effective utilization from resources;
ensuring financial discipline; offering public services in a more efficient, effective and economic way of quality through making
dominant a result-oriented and performance based management approach for realization of objectives and targets; improving cooperation and collaboration with sections and shareholders for which we render services are among prominent elements of our pioneering and leading municipal identity. Reinforcing our position and identity through improving such elements is the basis of our corporate policy.
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