Satu Mare Strategic Agenda

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WP4Urban Programming

Output 4.7 Integrated Strategic Urban Agenda in Satu Mare

ERDF PP10 Municipality of Satu Mare (RO)

Version 01

Prepared by:

The Satu Mare

Municipality

www.satu-mare.ro

Reviewed by:

STATUS Content

Management

URBASOFIA

www.urbasofia.eu

Urban Planning Institute

of the Republic of Slovenia

www.uirs.si

http://www.satu-mare.ro/

http://www.urbasofia.eu/

http://www.uirs.si/

Workpackage 4 Urban Programming

Activity 4.2 Definition of planning scenarios:

prioritization design of urban strategic agenda

D4.7 IntegratedStrategic Territorial/Urban Agenda in

Satu Mare

ERDF PP10 Municipality of Satu Mare (RO)

2/94

Project number: SEE/D/0297/4.1/X

Project acronym: STATUS

Project title: Strategic Territorial Agendas for "Small and Middle-Sized Towns" Urban Systems

Instrument: INTERREG IV B SEE

Call identifier: South East Europe Call D

Activity code:

StartdateofProject: 2012-12-01

Duration: 24 month

Deliverablereferencenumberandtitle(asinAnnex1): D4.7IntegratedStrategic

Territorial/Urban Agenda in Satu Mare

Duedateofdeliverable(asinAnnex1): 2014-11-30

Actualsubmissiondate: see “History” Table below

Revision:

Organizationnameofleadcontractorforthisdeliverable:

Municipality of Kavala

Projectco-fundedbytheEuropeanCommissionwithinthe INTERREG IVB South

East Europe Programme(2007-2013)

Dissemination Level

PU Public PU

PP Restrictedtootherprogrammeparticipants(includingtheCommission

Services)

RE Restrictedtoagroupspecifiedbytheconsortium

CO Confidential,onlyformembersoftheconsortium(includingtheComm

issionServices)

Output 4.7 Integrated Strategic Territorial/Urban Agenda in Satu Mare

Municipality of Satu Mare ROMANIA

3

Title:

D 4.7 - Integrated Strategic Territorial/Urban Agenda in ERDF PP10 Municipality of Satu Mare (RO)

Author(s)/Organisation(s):

The Satu Mare Municipality

WorkingGroup:

WP4

References:

STATUS Final Application Form (INTRA-5108827)

STATUS Project and financial management handbook

ShortDescription:

Output 4.2, 4.5 and 4.6 are going to be combined and presented as the final Strategic Territorial / Agenda.

Content manager coordinates. Scientific and technological partners provide methodologies and techniques, tools

necessary to facilitate the exchange of ideas, knowledge and expertise in the activated participatory planning process

leading to the final Agendas design.

Keywords:

Strategic territorial agenda, strategy, workshops, participatory tool, geoblog, stakeholders, working groups, solutions,

problems

History:

Version Author(s) Status Comment Date

00 Barbara Music (UIRS) 1. Draft Template of the report 16/09/2014

01 The Satu Mare Municipality

1. Draft Draft of the report Xx/xx/2014

Review:

Version Reviewer Comment Date

01

Sabina Dimitriu (As. CM)

Pietro Elisei (CM)

Review of Report Template 23/09/2014

xx/xx/2014



4

Table of Contents

Table of Contents................................................................................................................................... 4

Table of Figures ..................................................................................................................................... 5

Abbreviation List ................................................................................................................................... 5

1 The importance/purpose of the Strategic Urban Agenda (SUA) .............................................. 6

2 Scope and vision of the SUA 2015-2025 ....................................................................................... 7

3 The process leading to design of the SUA in Satu Mare ............................................................ 8

4 Goals and projects of the SUA ................................................................................................... 22

5 Implementation of the SUA ........................................................................................................ 37

6 Project Fiches: Priority projects corresponding to each goal / objective of the SUA ........... 68

7 The Poster Plan ............................................................................................................................ 68

8 Conclusions .................................................................................................................................. 71

9 References .................................................................................................................................... 71

10 Annexes......................................................................................................................................... 72



5

Table of Figures

Tables

Table 1: List of prioritized projects ........................................................ Error! Bookmark not defined.

Table 2: ST/UA´s Action Plan of TPs area ............................................ Error! Bookmark not defined.

Table 2: ST/UA´s Action Plan of TPs area in a timeline ....................... Error! Bookmark not defined.

Table 3: Risk assessment ....................................................................................................................... 37

Table 4: Monitoring and evaluation framework of the ST/UA .............. Error! Bookmark not defined.

Figures

Figure 1: The process of designing ST/UA (source: own design) .......................................................... 8

Figure 2: Timeline of the process of ST/UA design (source: own design) ............................................. 8

Abbreviation List

CKP - cities knowledge platform

ST/UA - Strategic Territorial/Urban Agenda

TP – Territorial Partner

SEE – South Eastern Europe

UC – Urban Centers

UTF – Urban task forces



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1 The importance/purpose of the Strategic Urban

Agenda (SUA)

Even though modern planning principles such as the idea of sustainable development, the

increasing concern for environment protection, or the bottom-up, participative approach have

played an important role in recent years’ efforts to organize the vision for the development of the

city, the scarcity of local, regional and national funding as well as the limited access to European

financing prevented many of the most important development projects from being implemented.

Therefore, having in view the coming programming period, local decision makers felt the need to

have a new city sustainable development strategy designed, to have a fresh diagnose of the current

situation, better assess post-crisis opportunities, upgrade the list of projects and thus increase the

chances of attracting the necessary financial support for the mid-term development of Satu Mare.

Several local and supra-local development policy documents have recognized the significant

potential of Satu Mare as an economic, educational, cultural, touristic etc. center, the underlying

conclusion being that if a clever development strategy were successfully implemented, it would

trigger extensive improvement in the whole surrounding area, creating opportunities and

channeling energies.

All decision makers agree that Satu Mare has an important development potential, based on:

its geographic position, close to the Hungarian and Ukrainian borders;

the natural and cultural corridor of the Someş river, in the middle of a plain with a rich

agricultural potential;

a rather good quality environment, lacking major polluting factors;

a relevant hydrographic network;

a well-established, multicultural urban community;

an active cultural life;

a balanced job market;

a stable economy, with a changing industrial profile and a growing tertiary sector.

They also agree, however, that there is enough room for improvement in any domain and that

there really is a need for a strategic document able to define and prioritize interventions meant to

ensure a sustainable progress. The almost unanimous opinion was that the vision of the document

should be based on the intrinsic city potential, aiming at turning negative aspects into valuable

assets.



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2 Scope and vision of the SUA 2015-2025

Regarding vision formulation and setting the strategic development directions on medium and long term,

the Satu Mare Municipality is in the same situation with similar cities within the country and other less

favored areas of the EU, in the context of the fundamental guidelines defined by EC through the Europe

2020 strategy. Formulating the city development vision for the next decade is a very important step in

drawing up its strategy, representing the basis for the orientation of local and national budgetary resources

as well as of European grants for the period 2014-2020.

The implementation of measures aimed to achieving the vision and hence to reaching the development

goals, first requires their integration into a unitary structure in order to provide overviews of both projects

and funding sources.

The development strategy of Satu Mare Municipality has been interactively drafted during three rounds of

public debates with the local administrative institutions, NGOs and other interested parties. Thus, during

the second workshop the development vision for 2025 as well as the major directions of public intervention

were formulated.

The Satu Mare Municipality can play an important role at national and regional level, as well as on the

European regional context, being territorially located at the confluence of three cultures representing at the

same time border areas: Romania - Hungary - Ukraine. Natural resources (fertile plains, geothermal waters,

the Someş river which crosses the city) and the status of urban development pole recommends it for a

greater role in the regional economy. It is obvious that the city does not yet exploit its significant

development potential and major resources which open multiple European funding opportunities for 2014-

2020. An ex-ante conditionality in accessing these grants is to define a vision for the city socio-economic

evolution as well as an integrated development strategy that subscribes to the three major lines of action

defined in the Europe 2020 Strategy: smart, sustainable and inclusive growth.

Development vision of the Satu Mare Municipality - Horizon 2025

By 2025, Satu Mare will be a pole of urban development, an applied research center with an

inclusive economy and a sustainable lifestyle. The abundance of geothermal waters and the

location on the Someş river will support the touristic character of the city.



8

3 The process leading to design of the SUA in Satu

Mare

The process of designing the Strategic Urban Agenda follows three major steps:

Figure 1: The process of designing ST/UA

(source: Barbara Mušič, UIRS own design)

3.1 Timeline of the overall process of the SUA design

Figure 2: Timeline of the process of ST/UA design

(source: Barbara Mušič, UIRS own design)

3.2 Operational Analysis

Work Package 3 provided the framework for a thorough preparation for the complex work of

designing the Strategic Urban Agenda. We started from the concept that in order to achieve the main

objectives of STATUS, namely to draft a comprehensive strategic agenda and prepare for the setup of a

future urban center, the main prerequisite is the identification of the most relevant stakeholders for the

target area. Their selection was be based on the principle of their level of expertise in the most relevant

fields that were to be considered when attempting to design a middle-term sustainable development

strategy for the municipality.We obviously needed to build up a more or less heterogeneous group of

people willing to engage in a participatory process of collecting data that should be as accurate and reliable

as possible, analyzing and interpreting it from various perspectives, highlighting strong and weak points

and trends, identifying areas of intervention, proposing measures to address the problems and projects to be

taken into consideration for the future.

Identification of problems

Finding solutions

Designing the ST/UA

June 15 2013WP3 Inception

November 28-29 2013

WP4 Workshop 1

March 20-21 2014WP4 Workshop 2

July 3-4 2014WP4 Workshop 3

WP5 UTC + UC



9

Then we moved on to operational analysis, trying to identify first the economic opportunities and

problems/threats in the area and concluding that in what economy is concerned, the tendencies

manifest in the past few years showed that, after a marked decrease, the production of the once

well represented machine-building, wood processing, and textile industries has stabilized, making

good use of the existing production infrastructure and rather well qualified work force. An

industrial branch has, in the meanwhile, expanded and consolidated, attracting significant foreign

investment – the automotive parts industry. Although some of the traditional foodstuffs industry

(milk processing) has been lost due to a debatable decision of the foreign investor (Friesland),

other quite significant investments have proved successful in meat processing and cereal

processing. Other new branches have started production, although not at a very large scale –

abrasives and solar panels. On the whole, industry has managed to maintain a dominant role in the

city economy despite major cutbacks suffered in the 1990s.

Also, after the 2000-2008 boom and the subsequent abrupt fall, constructions are now slowly

revigorating and on the other hand, the tertiary sector has expanded significantly with actors

ranging from large retailers, banks, or telecom companies to thousands of SMEs.

After also analyzing the infrastructure situation, environment protection efforts, the socio-cultural

domain or local governance, we came up with the following preliminary SWOT analysis:

Strengths Weaknesses

Location proximity to the Hungarian (10 km) and

Ukrainian (35 km) borders

Relatively excentric position within

the national territory

Close to the Polish and Slovak borders

Accessibility road, rail and airways connections Traffic congestion, growing vehicle

number

European motorway network 50 km

away

Infrastructure Largely rehabilitated street infrastructure Some 25% of the street infrastructure

still in need of rehabilitation

Recently modernized water supply

network and waste water treatment

station

Recently built waste deposit station Insufficiently developed recycling

Recently replaced natural gas distribution

network

Population,

demographic changes

Tolerant, open-minded multi-cultural

society, multilinguism

Aging population, negative

demographic growth



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and social processes

Growing percentage of people with

higher education

Insufficient technical higher

education graduates

Natural resources Thermal water, forests, natural

protected areas, parks and green

areas, low pollution

Insufficiently exploited resources

Cultural heritage Rich cultural heritage, historical

buildings and monuments, history, art,

folk art museums, memorial houses

Several historic buildings in need for

rehabilitation

Theatre, philharmonic, public libraries Need for subsidies, insufficient

audience

Poetry magazine, poetry annual festival,

yearly folk art, jazz, symphonic music,

theatre festivals

Difficulty in securing the necessary

financial support

Culture promotion institutions

Economy industrial tradition

foreign investments

Overall friendly business environment Relatively large labor taxes

Skilled and dynamic workforce Emigration trend within the skilled

workforce group

Diversified economic activities,

consolidating tertiary sector

Diversified industry – machine

building, automotive parts and wiring,

textiles, foodstuffs, wood processing

and furniture

Relatively low productivity as

compared to the EU standards, few

high-tech activities

Relatively large consumer market Medium to low buying capacity

Presence of supermarket chains Elimination of some of the small

commercial competitors

Industrial parks

Unemployment Moderate to low unemployment Moderate to low unemployment

Tourism Significant touristic potential, historic

buildings and monuments, thermal water,

aqua parks, touristic infrastructure and

Lack of tourism promotion

institutions, lack of marketing plan

for attracting tourists, insufficient



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agencies promotional material, insufficient

leisure infrastructure

Social infrastructure Diversity of social institutions and

NGO’s

Insufficient funding

increasing public-private cooperation in

dealing with social issues

Roma people integration efforts

Quality of living Relatively good housing conditions Low life expectancy,

Growing education level, expanding

higher education institutions

Modest buying capacity

Improving health care infrastructure Insufficient leisure opportunities

Other

Opportunities Threats/Risks

Location Setting up of a regional logistic center

Accessibility Increased number of flights

Infrastructure absorbtion of EU funds

Ring road and corresponding bridge

connected to the motorway network

Difficulties in coordinating

infrastructure interventions,

insufficient funding, incoherent

regional infrastructure investments

loss of influence to the future

regional center

unfavorable evolution of European

crisis

Updated GUP, expansion of inner city

limit

Delayed upgrading process,

inadequate results

Population,

demographic changes

and social processes

Well-developed education institutions

network, well qualified teaching staff

Continuing aging tendency,

continuing emigration trend

Natural resources Navigation on the Somes river Inadequate use of resources

Cultural heritage Insufficient funding for the

rehabilitation of the built heritage



12

Economy Constant or growing interest of foreign

investors for the city

Export dependency, prolongued

world/ European economic crisis

Expansion of the industrial park Lack of greenfield space

Setting up of a business incubator Lack of legal stability

Strengthening of the SME sector Impovering taxation and regulations,

lack of proper support,

Unemployment Growing entrepreneurial spirit Growth of unemployment and

poverty level

Tourism Development of cure, transit, business

and cultural tourism

Inadequate touristic promotion

activities, lack of marketing strategy,

inadequate services quality

Social infrastructure Local, national European support

programmes

Insufficient funding

Quality of living Revigorating economy

Other

The conclusion was that there was an obvious need for a city development strategy, one that

would help decision makers:

Make Satu Mare even more attractive for domestic and foreign investors

Overcome crisis effects and find new ways of generating sustainable, environment friendly

economic growth, by stimulating R&D, IT businesses, high-tech industries, high added

value activities with low or no environmental impact.

Capitalize on the city’s geo-strategic position at a crossroads of commercial, cultural and

touristic routes, promote road infrastructure projects that keep commercial traffic out of the

city and link Satu Mare to the European motorways network (50 km away)

Find ways to bring out the most of the really significant cultural and touristic potential,

make better use of the geo-thermal resources, stimulate projects aiming at creating leisure

opportunities, capitalize on the rather unpolluted environment, protected natural areas,

further encourage environment protection activities, awareness, education

Strengthen bonds to the several higher education institutions that function in the city, better

adapt lower education to the higher education offer and labor market demands, capitalize

on the multi-ethnic, skilled work force

Continue investments in the health care system, attract highly qualified medical staff

Capitalize on the existing network of social assistance institutions, improve cooperation

with the NGO network



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3.3 Urban programming and Urban Task Forces (UTF)

We started off by drafting a rather comprehensive list of stakeholders, including the most relevant

public institutions, universities, business organizations, civil society and private sector

representatives in an attempt to get a broad view on urban issues and define a coherent vision on

its future development. We sent all of them a letter signed by the mayor, explaining in broad lines

what the STATUS project is about, how we intended to approach the elaboration of the city

development strategy and asking for their cooperation. We then had individual meetings with each of

them separately, and most answered eagerly assuming participation. Some, however were either not

able or unwilling to accept the challenge, but by the time the first workshop was organized, the degree

of acceptance was rather satisfying.

A comparative analysis of the initial stakeholders list and that following the first workshop

shows differences that are almost self-explanatory: we were disappointed by the lack of interest

shown by several public institutions, private companies and even the elected representative of a

rather disadvantaged neighborhood and, on the other hand, have received positive feedback from

others whom we had omitted from the initial list. Moreover, there has been a decision to

supplement the initial stakeholders list with members of the Internationally Financed Projects

Department in the City Hall, as they would play a key role in both the elaboration and the

implementation of most of the projects that would result from the strategy. Overall, we ended in

having 31 participants in the first workshop, as compared with the 34 on the initial list.

59%14%

12%

15%

Initial Stakeholders List - 34

Public Institutions

Civil Society

Private Stakeholders

University, R&D



14

Participation in the second workshop was somewhat increased: Some institutions and

organizations sent two, even three representatives (The Satu Mare Metropolitan Area, The

Technical University of Cluj, The Satu Mare Local Taxes and Contributions Department), a few

new institutions showed up that couldn’t make it for the first workshop ( The Satu Mare County

Education and Health Departments), we had a foreign expert in mobility and traffic planning and

two independent architects involved in the elaboration of the new GUP, while the City Hall

decided to send more Internationally Financed Projects Department staff. On the other hand, there

were a few institutions and organizations that couldn’t be present due to a parallel event organized

at county level. Overall, we had an attendance list of 40 in Workshop II.

64%11%

18%

7%

Workshop I Attendance - 31

Public Institutions

Civil Society


University, R&D

59%14%

12%

15%

Workshop II Attendance - 40

Public Institutions

Civil Society


University, R&D



15

Workshop III gathered an attendance of 32, with some institutions missing due to overlapping

engagements, one important addition (The North-West Regional Development Agency) and a

stronger presence of the Water Distribution Company and The County Environment Protection

Agency represented by 2, respectively 3 people.

Overall, we had a great, rewarding experience regarding the willingness to participate in the

debates, to contribute, to bring arguments, to analyze, evaluate, suggest solutions, prioritize etc.

We could conclude by noting that once we managed to get people to come – which was

particularly difficult because of fluid schedules and overlapping engagements – they were more

than eager to contribute.

Setting up an Urban Task Force once the design phase of the Agenda was completed seemed

a justifiable endeavor meant increase the capacity to implement the Strategy. It was also a logical

follow up of the participatory process on which the elaboration of the strategy was based, in the

sense that such an entity can ensure better sustainability, providing a better chance for the

achievement of the objectives and ambitions assumed during the design phase.

Therefore, following a careful assessment of the individual contributions and degree of

involvement, as well as taking into consideration the available expertise in various domains and

the capacity to attract and mobilize additional experts for particular, project-based tasks, a number

of people among the stakeholders were asked to form the nucleus of the Urban Task Force.

The main goals of the workshop dedicated to the formation of the Urban Task Force were to

reach consensus regarding the necessity of setting up this body and its organizational form and

structure. The event was included into the agenda of Workshop III and was organized as a separate

session on July 4th

2014.

72%

19%

6%

3%

Workshop III Attendance - 32

Public Institutions

Civil Society


University, R&D



16

All 32 Workshop III participants took part in the discussion whose conclusion was that for

functionality reasons, we should not set up a large organization, but rather rely on a compact

group of people who can resort to the expertise and support of all the other stakeholders

whenever necessary.

An illustration of the combination of methods used in attracting stakeholders and

maintaining their interest can be found in the following diagram:

Participatorytools in the process of

ST/UA design

public events

letters of intent to

stakeholders

public round tables

individualmeetings

using theGeoblog as a

tool

expert’s assistance

56%19%

19%

6%

Satu Mare Urban Task Force - 18

Public Institutions

Civil Society


University, R&D



17

WG2WG1

WG3 WG4

Regarding the three workshops during which the Satu Mare Development Strategy took shape we may say

they were a beneficial participatory exercise, both for the stakeholders and for the Municipality.

The first workshop took place on November 28-29 2013 and it was primarily focused on identifying

problems. Wehad stakeholders from all fields of activity, able to contribute effectively to the

identification of problems in the areas studied within the project and a team of hired experts in the

following domains: urban planning, social issues, environment, economy and governance.

Based on available documents and information, the team ofexperts prepared the SWOT analyses

for the above-mentioned areas, which was discussed and completedduring the workshop.

Identified weaknesses were stated as problems and then prioritized.

The workshop activity was organized in both plenary sessions and working groups:

1. Urban planning and mobility

2. Social (education, culture, social protection, health)

3. Environment

4. Economy

The topics of discussion for each working group have been the following:

1. Working Group 1 – Urban Planning and Mobility. Moderated by Arête Management

Consulting

Topography, Someş River corridor, roads, industrial sites, urban area, Metropolitan

Area, urban structures, urban regeneration, cultural heritage, urban sprawl, spatial

planning;

Strategic inner-city areas, territorial fragmentation, peripheral neighborhoods, urban

values, public spaces, land opportunities, blocks of flats;

Natural potential (river, lakes, vegetation, forests), gardens, abandoned/under-

used/polluted/degraded areas;

Border point, international airport, express road Nyiregyhaza – Baia Mare, position

relative to other European/national roads, railway infrastructure, inter-modal facilities;



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Roads network, bypass road, traffic, Someş River crossing points (bridges), railway

crossing, streets quality, public transportation, passenger services, sidewalks, bicycle

lanes, alternative (environment friendly) means of transportation, parking places.

2. Working Group 2 – Social field. Moderated by Arête Management Consulting

Population, ethnical structure, labour force, emigration of young people, criminality

rate, wage level, dependency rate, demographic aging, unemployed, birth rate, human

resources, retired persons, professional orientation/reconversion/qualification,

population mentality, human development;

Educational network, infrastructure renovation, places and attendance by levels of

education, cooperation between public institutions and NGOs, elderly care centers,

social projects, shelters for vulnerable people, leisure facilities, vocational education

infrastructure, accommodation and transportation for commuters, social housing,

access of people with disabilities into institutions and transportation means;

Educational level, educational units, educational events, local public expenditure in

education, school population, school dropout, life-long learning;

Medical units, medical staff, medical equipment, life expectancy, mortality rate,

natural increase of population;

Local public expenditure in cultural infrastructure, cultural institutions, cultural

events, books, lack of Summer Theatre, hall of events, Children’s Theatre;

Stadium, Municipal Sports Club, sports events, lack of Olympic swimming pool,

multifunctional sports hall.

3. Working Group 3 – Environment. Moderated by Arête Management Consulting

Air monitoring, air pollution;

Water sources, water quality, geothermal waters;

Water supply, presence of asbestos in the water distribution network, water loss in the

networks;

Waste water collection and treatment;

Waste management, waste disposal, waste agents, recycling, biodegradable waste;

Lack of waste management system.

4. Working Group 4 – Economy. Moderated by Arête Management Consulting

Vicinity of European highways, Satu Mare Metropolitan Area, Data Portal, economic

indicators, average wage, distance to neighboring localities, labor force,

unemployment, industry, active companies, foreign investors, export, services, local

resources and products, industrial parks, agriculture, airport, political and economic

lobby & local marketing, market demand, R&D, technological transfer and applied

research, old technologies, cooperation between education and industry, road

infrastructure, industrial sites, legislation on PPP, TIC, air transportation, clustering,

exhibition hall, absorbtion of EU funds, available competences and skills;

Tăşnad spa, culture and traditions, historical monuments and buildings, local festivals,

protected natural areas, medieval churches, lakes and rivers, fishing, extreme sports



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opportunities, tourism infrastructure, tourism services, staff quality, lack of

information centers and tourism database, rural tourism, business tourism, landscape,

cultural and historic heritage, roads, tourist routes, bicycle lanes.

5. Plenary session – Territorial Governance. Moderated by Arête Management

Consulting

Public debates, transparency of information, cooperation between public and private

actors, business community (best practice).

The topics debated upon by the experts and participants during the second workshop, organized on

March 20-21 2014, in plenary sessions or working groups were:

the strategic framework for the development of Satu Mare, including all relevant

regulations issued at EU/national/regional/local level, applicable during the next

programming period 2014-2020;

the frame of reference for the strategy, comprising the socio-economic analysis for the

Municipality of Satu Mare;

finalization of the problem trees and identification of solutions taking into account the

main orientations (strategic directions) established by the Europe 2020 Strategy and the

commitments of the Romanian government;

establishing the priority axes for the future development of the Satu Mare municipality

and the solutions to address the issues already identified during first workshop, based

on the guidelines derived from the Europe 2020 thematic objectives and the investment

priorities contained by the operational programs for the 2014-2020 period.

The focus was on finding solutions to the problems identified during workshop 1 and grouping them

under six priority axes (listed below) as pillars for the sustainable development:

PA 1 – Improving accessibility and incentive measures for a sustainable mobility

PA 2 – Environmental protection and promotion of efficient use of resources including energy

efficiency measures at local level

PA 3 – Tourism and cultural heritage, including actions to improve the urban environment, city

revitalization, regeneration and remediation of contaminated sites

AP 4 - Promoting an inclusive socio-economic environment and combating poverty

AP 5 –Promotion of RDI and measures to boost local SMEs competitiveness

PA 6 – An efficient public administration, orientated towards citizens and businesses



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WG2WG1

WG3 WG4

The four working groups were the same as those set up in the first seminar:

a) Urban planning and mobility

b) Social (education, culture, social protection, health)

c) Environment

d) Economy

The main topics discussed within each working group were:

Working Group 1 – Urban Planning and Mobility. Moderated by Arete

Management Consulting

Correlation of the strategy with the proposals and regulations of the future Urban

Master Plan of Satu Mare City (under preparation);

Urban structure, urban heritage, historic area protection against negative effects of

traffic, public spaces, urban regeneration;

Urban development issues: strategic intra-urban lands, solving territorial

fragmentation, peripheral neighborhoods, urban sprawl;

Natural potential (river, lakes, vegetation, forests), gardens, abandoned/under-

used/polluted/degraded lands;

External accessibility: border points, international airport, express road Nyiregyhaza –

Baia Mare, position towards other European/national roads, railway infrastructure,

interchange facilities;

Roads network and traffic: bypass road, connectivity (ring roads), Someş River

crossing points (bridges), railway crossing facilities, streets quality, internal

accessibility;



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Transport: public transportation - infrastructure and services for passengers, sidewalks,

pedestrian streets and areas, bicycle lanes, veloroutes, parking places, accessibility

within the Metropolitan Area.

Working Group 2 – Social Issues. Moderated by Arete Management

Consulting

1. Attracting and maintaining qualified labor in the city;

Training suitable competences for the labor market;

Increase of living standards;

Reduction the school dropout;

Increase city attraction.

Working Group 3 – Environment. Moderated by Arete Management

Consulting

Air monitoring, air pollution;

Water sources, water quality, geothermal waters;

Ecologically sustainable solutions to make the Someş River practicable for water

sports (rowing, kayak, a.s.o.) and for leisure navigation;

Waste water collection and treatment;

Waste management, waste disposal, waste agents, recycling and recovery,

biodegradable waste;

Working Group 4 – Economy. Moderated by Arete Management

Consulting

Vicinity of European motorway network, Satu Mare Metropolitan Area, foreign

investments, services with added value, capitalization on local resources and products,

new / expanded industrial parks (airport industrial park), agriculture and food

processing industry, use of EU funds, available competences and skills of labor force;

Boost tourism by capitalization on the geothermal potential of Satu Mare through

developing an integrated approach leading to the setup of a spa/geriatric tourism

center in parallel with necessary investments to increase the attractiveness of the

Someş River area and rehabilitation of the historic Centre of the city as viable options

for recreation for both residents and tourists;

Support for further development of the technical University in Satu Mare especially in

order to add value and capitalize on local and regional natural resources namely

agriculture, food processing and renewable technologies (geothermal waters) through

applied research;



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Support for high-skilled workforce: investment in high-school laboratory

infrastructure, development of scientific laboratories in local University,

renovating/building new campuses etc.

Following workshop 2, the team of experts came up with the draft Strategic Agenda which was

distributed to the stakeholders for consultation and comments, in preparation for the final

workshop.

Workshop 3took place on July 3-4 2014 and it concentrated – in plenary session - on the design

of the Strategic Agenda, grouping integrated projects under Priority Axes, Investment Priorities

and Specific Objectives.

Furthermore, estimated budgets were discussed, as well as monitoring indicators.

The second day was dedicated to the issues regarding the setting up of the Urban Task Force.

4 Goals and projects of the SUA

Following the fundamental guidelines set forth by the EUROPE 2020 Strategy, the Satu Mare City

Development Strategy 2015 – 2025 is centered around a vision that is expected to be fulfilled by

(integrated) projects meant to achieve Specific Objectives grouped under Investment Priorities that fall

under Priority Axes.

All of these are synthetically presented in the following table (including cost estimation, potential sources

of funding and prioritization within 3 categories) while a more detailed presentation can be found in

ANNEX 1:



23


IP. 1.1. Improving regional accessibility

Specific Objective Project name Total cost estimation (lei) Potential source of

funding Project priority *

1.1.1 Improving regional accessibility of

Satu Mare (to TEN-T and other high speed

roads)

1.1.1.1 City road bypass CCSM, ROP,

NCHNRR A-B

1.1.1.2Express road Nyiregyhaza - Satu Mare-

Baia Mare 6.000.000 euro/km

LIOP (?), ROP,

CCSM, NCHNRR A-B

1.1.1.3 Express road Satu Mare – Halmeu -

Turda 6.000.000 euro/km ROP, CCSM A-B

1.1.2Improving accessibility within

MASM 1.1.2.1 Rehabilitation of CR 193, NR 18H 60,000,000

CCSM, ROP,

NCHNRR A-B

IP. 1.2. Optimize urban mobility including through modernization and development of public transport, based on a sustainable urban mobility for Satu Mare

Specific Objective Project name Total cost estimation Potential source of

funding Project priority*

1.2.1 Improving road network connectivity

(according to GUP and / or mobility plan)

1.2.1.1 Pedestrian and bicycle bridge over the

Someș river, on the railway bridge structure

between Micro 17 - Unio and str. Ș trandului

2,000,000 LCSM A

1.2.1.2 Pedestrian and bicycle bridge over the

Someş river on the axis October 25 Square -

pedestrian route Corneliu Coposu and Liberty

Square

4,500,000 LCSM, ROP A-B



24

1.2.1.3 Road bridge over the Someș river in

the western part of the city (str. Ș trand) 30,000,000 LCSM, ROP B

1.2.1.4 Streets penetration to supplement the

existing road network according to ZUP / GUP 40,000,000 LCSM, ROP A-B

1.2.1.5 Extension and modernization of roads,

intersections refurbishment, according to ZUP

/ GUP

30,000,000 LCSM, ROP A-B

1.2.2. Organizing an efficient, safe,

ecological public transport

1.2.2.1 Integrated project of public transport

system modernization and greening regarding:

- Bus fleet renewal for the public transport

and urban logistics ( electrified or hybrid

vehicles), 13,500,000 lei / 10 hybrid buses - -

- computerization of the transport system

(25,000,000 lei)

- extension of public transport routes

50,000,000 lei

- refurbishment and multiplication of public

bus stops etc.

(10,000,000 lei)

98,500,000 ROP, LCSM A

1.2.3. Stimulating mobility within MASM

1.2.3.1 Intermodal bus terminal in the

northern part of the city - connected to other

transport modes

1,500,000 CCSM, LCSM A-B

1.2.3.2 Intermodal bus terminal in the

southern part of the city - connected to other

transport modes

1,500,000 CCSM, LCSM A-B

1.2.4. Gradual construction of an

infrastructure for cyclists

1.2.4.1 Bicycle lanes to and within the central

area 15,000,000 ROP, LCSM A



25

1.2.4.2. Bicycle parkings (at public institutions

and other public interest activities, in

relationship with public transport stations etc.

10,00,000 ROP, LCSM A

1.2.4.3 Setting up of a network of self-service

bicycle stations 18,000,000 ROP, LCSM A-B

1.2.4.4 Bicycle lanes Bariṭ iu St– Gorunului

St - CR194A, for access to the Noroieni

recreational area

10,000,000 ROP, LCSM A-B

1.2.4.5 Bicycle routes between Satu Mare and

Păuleș ti, Odoreu, Vetiş, Dara 10,000,000 ROP, LCSM A-B

1.2.4.6 Redevelopment of a bicycle route Satu

Mare-Botiz on the narrow railway

embankment

10,000,000 ROP, LCSM A-B

1.2.4.7 Redevelopment of a bicycle route

from Satu Mare to Viile Satu Mare; 10,000,000 ROP, LCSM A-B

1.2.5. Reorganization of the parking

network

1.2.5.1 Creation of a / some park&ride

facilities on the ring road around the

downtown area (in intermodal relation with

public transport stations, bicycle parkings) –

coordination with 3.1.1.1

17,000,000/multi-storey

car park (270 spaces) ROP, LCSM A

1.2.5.2 Creation of a / some parking decks

(under- / aboveground) in the historical

downtown area (in October 25 Square and / or

around Liberty Square area etc.) -

Coordination with 3.1.1.1

40,000,000 lei/

underground car park(400

spaces)

ROP, LCSM A

1.2.5.3 Creation of a parking for large

vehicles (heavy traffic) 3,000,000 ROP, LCSM B

1.2.6. Improvement and expansion of the

infrastructure for pedestrians

1.2.6.1 Pedestrian underground passage under

the railway between Traian and Cimitirelor St. 26,000,000 ROP, LCSM B



26

1.2.6.2 Create / extend roads / areas

reservedfor pedestrians (pedestrian pathways,

shared spaces or zones under 30 km/h)

1,500,000 ROP, LCSM A,B

PA 2 - Environmental protection and promotion of efficient use of resources including energy efficiency measures at local level

IP. 2.1 Investments in water and wastewater/rainwater collection to meet environmental acquis of the European Union



2.1.1 Support for the completion of

connecting households to public water-

sewage network and elimination of

leakages from the drinking water

distribution network

2.1.1.1 Complete connection of Satu Mare

households to the water-sewage public service. 20,000,000 lei

Ongoing SOP

Environment A

2.1.1.2 Rehabilitation of the drinking water

supply network 20,000,000 lei

Ongoing SOP

Environment A

2.1.2 Promoting solutions for indirect

discharge of waste waters (dispersion in

the meadow area) coming from the

Wastewater Treatment Plant (even if they

fully comply with the standards set by

NTPA001)

2.1.2.1 System of indirect discharge of treated

water into the Someș river 900,000 lei CF, ERDF C

2.1.3 Building a buffer tank for the

collection of pluvial waters in case of

heavy rainfall

2.1.3.1 Buffer tank for the collection of pluvial

waters in case of heavy rainfall 1,500,000 lei CF, ERDF A

2.1.4 Effective management of sludge

resulted from the wastewater treatment

plant, including recycling measures

2.1.6.1 Implementation of measures related to

WWTP sludge management 30,000,000 lei CF, ERDF B-C



27

IP. 2.2 Investments in the waste collection and disposal sector to comply with European directives



2.2.1 Support/organization, including

using administrative instruments

(differentiated incentive fees, refusal to

pick up mixed waste etc.) of separate

collection of potentially economically

viable/recyclable waste from households

and companies

2.2.1.1. Increasing the awareness level of the

population and local authorities regarding

specific urban waste management issues.

300,000 lei ACOP, HCOP,

LCSM A

2.2.1.2. Development / Stimulating selective

waste collection by expanding the waste

collection points network


LCSM A

2.2.2 Measures in view to stimulating

the economic use of compost

2.2.2.1 Elaboration of a Guide for the

production of compost in households and in

companies adapted to the specific local

conditions

50,000 lei ACOP, HCOP A

2.2.2.2. Adoption of a procedures manual for

the stimulation of compost production from

biodegradable waste (including offering

specialized technical assistance and necessary

tools)

50,000 lei ACOP, HCOP A



28

2.2.2.3. Support for the setting up of a

specialized company for the production and

capitalization of compost.

ACOP, HCOP,LCSM A-B

2.2.2.4. Extending waste storage capacity at

Doba with an anaerobic composting

installation for biodegradable waste (sludge)

with biogas as a byproduct

1,000,000 lei

LIOP, LCSM, ETC,

Environment Fund,

State budget

B

2.2.3 Measures aimed at stimulating

capitalization of the collected recyclable

waste at local level

2.2.3.1. Elaboration of a market study on the

opportunity of developing recyclable waste

processing industries in Satu Mare

200,000 lei

ACOP, HCOP,

LCSM, Environment

Fund

A-B

2.2.3.2. Preparation by the municipal / county

authorities of the necessary decisions and

procedures in order to stimulate the

development of waste processing industries in

Satu Mare (including compost production out

of biodegradable waste).


LCSM A

IP. 2.3 Supporting energy efficiency and renewable energy use in public infrastructure, public buildings and housing in parallel with drawing up a strategy

aimed to increasing the energy efficiency at municipal level





29

2.3.1. Continuation of thermal

rehabilitation of condominiums including

replacement of roof asbestos tiles

2.3.1.1 Thermal rehabilitation of residential

buildings

ROP, LCSM,

Private sources A

2.3.1.2 Thermal rehabilitation of public

buildings ROP, LCSM A,B,C

2.3.2. Support for energy renewable

resources: solar panels, photovoltaic

panels, geothermal sources

2.3.2.1 Investments in drilling and distribution

of geothermal energy as heating source for the

Satu Mare city

4,500,000 lei/MWt LIOP, ROP, LCSM

Environment fund B

2.3.2.2 Investments in producing thermal

energy based on biomass / solar energy 1,800,000 lei

LIOP, ROP, LCSM

Environment fund B

2.3.3. Ecological public lighting 2.3.3.1 Investments in ecological public

lighting 25,000,000 lei

Romanian-Swiss

Fund, Norwegian

Fund, Environmental

Fund, LIOP, LCSM

A,B

PA 3 – Tourism and cultural heritage, including actions to improve the urban environment, city revitalization, regeneration and remediation of contaminated

sites

IP. 3.1 Improvement of the urban environment, urban revitalization, regeneration and remediation of contaminated sites and promotion of measures to

reduce risks to human health (including noise reduction)





30

3.1.1 Reorganization and redevelopment of

the central area

3.1.1.1 Integrated Territorial Project (ITI) -

rehabilitation of center area partially

pedestrian, improvement and expansion of

pedestrian infrastructure, limited access for

vehicles, parking reorganization, infrastructure

for cyclists: lanes, parkings etc., ecologic

public lighting and rehabilitation of utilities

networks etc. (coordination with 1.2.6.1,

1.2.5.1, 1.2.5.2)

40,000,000 lei +

17,000,000 lei parking (pt.

1.2.5.1)+

40,000,000 lei (pt.

1.2.5.2)+

15,000,000 (pt. 1.2.4.1)

ROP, CLSM A

3.1.1.2. Modernization of the Firemen Tower

park, Garden of Rome 4,000,000 lei x 2 parks ROP, LCSM A

3.1.1.3. Rehabilitation of the Dinu Lipatti

Philharmonic 7,000,000 lei ROP, LCSM A

3.1.1.4 Investments for the capitalization of the

Administrative Palace building terrace ROP, LCSM, ETC A,B

3.1.2 Regeneration / rehabilitation of

public spaces in collective residential

districts

3.1.2.1. Integrated projects - redevelopment of

public spaces favorable to non-motorized

traffic (pedestrian or bicycle) inside residential

districts: pathways, shared-spaces or areas

under ’30 (km/h) –Solidarităţii area, Micro

14,15,16,17 area, Carpaţi I, II districts

20,000,000-30,000,000

lei/ district ROP, LCSM

3.1.3 Promotion of a sustained cultural life

3.1.3.1 Setting up of the Romanian language

Puppet Theatre 3,000,000 lei ROP, LCSM A

3.1.3.2 Setting up of the Summer Theater 6,000,000 lei ROP, LCSM B

3.1.4 Development of an integrated project

sports – tourism – leisure: multifunctional

hall on the stadium grounds

3.1.4.1 Development of an integrated project

sport – tourism – leisure: multifunctional hall

on stadium grounds

45,000,000 ROP, LCSM, ETC B



31

IP. 3.2 Sustainable capitalization of natural heritage for leisure and sports



3.2.1 Spatial planning of the Somes

riverbed with a view to practicing / hosting

competitions for water sports

3.2.1.1 Redevelopment of Someș riverbed in

view to ensuring proper fairway 50,000,000 lei ROP, ETC, LCSM B-C

3.2.1.2 Development of public spaces and

recreational and leisure services along the

Someș river

5,000,000 lei

Public – private

partnership, ROP,

LCSM

A,B

3.2.2 Developing an integrated spa

center by capitalizing on geothermal

waters - ITI - at Noroieni

3.2.2.1 Construction of a spa center ROP, ETC, LCSM A,B,C

3.2.2.2 Investment in drilling and construction

of geothermal water pools ROP, ETC, LCSM A,B,C

3.2.2.3 Construction of a geriatric care /

treatment center 67,500,000 lei ROP, ETC, LCSM A,B,C

PA 4 - Promoting an inclusive socio-economic environment and combating poverty

IP. 4.1 Investments in the health and social infrastructures, ensuring inclusive access of disadvantaged categories to public services





32

4.1.1 Support for the elderly and for the

people with special needs

4.1.1.1 Setting up of a multifunctional

residential center for the elderly 6,000,000 lei ROP A

4.1.1.2 Setting up and support for a

multifunctional socio-medical center 10,000,000 lei ROP A-B

4.1.2 Support for the victims of

domestic violence

4.1.2.1 Setting up of a support center for the

victims of domestic violence 2,900,000 lei ROP B

4.1.3 Social and economic integration

of marginalized communities and of

disadvantaged persons

4.1.3.1 Rehabilitation of a building for social

housing units

13,000,000 lei – 120

households ROP A

IP. 4.2 Investing in education, skills and lifelong learning



4.2.1 Reducing and preventing school

dropout

4.2.1.1 Construction/ expansion/

modernization of school campus 2,000,000 –10,000,000 lei ROP, MNE

4.2.2 Development of professional

pathway and training of labor market

required skills

4.2.2.1 Ensuring necessary equipment for

laboratories in elementary schools/

professional schools/ high schools

1,000,000 lei/educational

unit ROP



33

PA 5 –Promotion of RDI and measures to boost local SMEs competitiveness

IP. 5.1 Support of scientific and technical university education



5.1.1 Support for attracting students from

county and regional level to attend a

technical university in Satu Mare

5.1.1.1 Redevelopment of university campus

CL, MEN, POCU A-B

5.1.1.2 Offering merit related grants for

valuable highschool graduates that go to

college in Satu Mare

5.1.2 Support for the development of

technical and applied university education

5.1.2.1 Expansion of laboratories space in the

Satu Mare Extension of the Cluj Napoca

Technical University Campus

CL, MEN, POCU

A-B-C

5.1.3 Supporting university education in

areas that exploit local natural resources

(foodstuffs chemistry, foodstuffs industry,

food safety, agronomy, environment

protection, geothermal waters/energy etc.)

5.1.3.1 Setting up of a university study line for

foodstuffs chemistry/foodstuffs industry/

agronomy/ environment protection/ food

safety/ geothermal energy etc.

CL, MEN, POCU B

IP. 5.2 Support applied research in Satu Mare





34

5.2.1 Support for the setting up of a

regional center for applied research and

continuous training in the field of

advanced design and manufacturing

technologies in partnership with the

Technical University of Cluj Napoca

5.2.1.1 Setting up a regional applied research

center by rehabilitation of kindergarten

building

POC, POCU, CL,

CTE, CJ

A

5.2.2 Support for the establishment of a

regional center for applied research for the

capitalization of local resources (e.g.

agronomy and foodstuffs industry,

environmental protection, renewable

energy - geothermal)

5.2.2.1 Setting up a regional center for applied

research for the capitalization of local

resources

POC, POCU, CL,

CTE, CJ B

5.2.3 Attracting highly qualified

specialists to Satu Mare (providing

housing, transportation subsidies, etc.)

5.2.3.1 Offering housing facilities for highly

trained personnel willing to relocate to Satu

Mare

POCU, CL A,B,C

5.2.3.2 Offering settling bonuses for highly

trained personnel willing to relocate to Satu

Mare

I.P. 5.3 Support the creation of new SMEs to exploit local resources and research results



5.3.1 Expansion of industrial parks /

business incubators

5.3.1.1 Expansion/Setting up of technological

park for food processing industry/ environment

protection technologies

10,000,000 lei A

5.3.1.2 Partnership Agreement for setting up a

regional exhibition center for agronomy/

foodstuffs industry/ thermal water spa tourism/

nonconventional industries

A,B



35


IP. 6.1 A public administration in the service of citizens including e-government



6.1.1 Implementation and certification of

an integrated management system

(environment, quality, health and

occupational safety) in compliance with

international standards ISO 14001, ISO

9001 and OHSAS 18001.

6.1.1.1 Certified integrated management

system for the Satu Mare City Hall 50,000 lei ACOP, HCOP A

6.1.2 Modernization of the City Hall

management

6.1.2.1 Drawing up performance indicators for

the provided services, `by human resources

development and use of modern technologies

ACOP, HCOP A,B

6.1.3 E-administration, One stop shop for

local permits issued electronically and

reduction of administrative burden

6.1.3.1 Digital platform and database of all

local public interventions and their

beneficiaries

ACOP, HCOP A,B

6.1.3.2 Setting up of a One stop shop ACOP, HCOP A,B

6.1.4 General cadaster of Satu Mare

Municipality available online

6.1.4.1 General cadaster of Satu Mare

Municipality available online ACOP, HCOP, ROP A,B



36

IP. 6.2 Building partnerships to implement the city development strategy



6.2.1 Increased capacity of the Satu Mare

municipality to work in local/regional/

international partnerships

6.2.1.1 Creation of project related partnerships

(e.g. rehabilitation of the central historic

downtown in partnership with the buildings

owners, with potential investors in pubs and

restaurants, with bicycle rental facilities

owners, with the philharmonic etc.)

ACOP, HCOP,

LCSM A

*Category of project: A – Priority 1 (Years 1-5); B-Priority 2 (Years 5-10); C-Priority 3 (>10

years);



37

5 Implementation of the SUA

5.1 Key actors responsible for the implementation of the ST/UA

An important point needs to be made clear at this stage: only the Municipality can be responsible for the

implementation of the Strategic Agenda, as the only legal entity that can initiate, ensure funding, launch

and carry out procurement procedures etc.

The Urban Task Force can only act as a support group, assisting the City in carrying out all the complex

procedures regarding the implementation. This has already been made clear in the Partnership Agreement

which states that the UTF is called upon to monitor the implementation of the Development Strategy, as

well as offer (especially know-how) support in various technical fields, as well as for the identification of

possible funding or project related partnerships.

On the other hand, since the strategic document has only just been elaborated, a more or less definite action

(beyond the project prioritization presented in the table above) plan would be – at the time being – a rather

unrealistic endeavor which we will not engage in.

For most of the public interventions included in the Strategy technical projects have yet to be drawn up,

possible funding sources still need to be identified, procurement procedures have to be carried out and then

an implementation calendar can be elaborated, or responsibilities can be assigned to appointed project

management teams.

5.2 Risk assessment

At this stage only a preliminary risk matrix has been drawn up, which is presented in the table below:

Table 1: Risk assessment



38

Priority Axes Investment Priorities Specific Objectives Specific Risks

PA 1 –

Improving

accessibility

and incentive

measures for a

sustainable

mobility

IP. 1.1. Improving

regional accessibility

1.1.1 Improving regional accessibility of Satu Mare (to

TEN-T and other high speed roads)

Investments planned in the National General Master Plan

for Transport are not achieved until 2025, as the NGMPT

does not feature a timeline. If investments are

programmed for 2015-2025, there is a risk of still not

receiving financing. If financed, there is a risk that for

objective reasons works are not completed

1.1.2 Improving accessibility within MASM Lack of support from the County Council

IP. 1.2. Optimize urban

mobility including

through modernization

and development of

public transport, based

on a sustainable urban

mobility for Satu Mare

1.2.1 Improving road network connectivity (according to

GUP and / or mobility plan)

GUP is not approved

Difficulties in land expropriation

1.2.2. Organizing an efficient, safe, ecological public

transport

Risk of inhabitants opposition due to increase in transport

cost

1.2.3. Stimulating mobility within MASM Lack of interest on the part of potential passengers

1.2.4. Gradual construction of an infrastructure for

cyclists

Lack of understanding on the part of vehicle drivers

Lack of interest on the part of potential beneficiaries

1.2.5. Reorganization of the parking network Possible opposition from the vehicle drivers

1.2.6. Improvement and expansion of the infrastructure

for pedestrians

Opposition from the vehicle drivers because driving space

is affected

PA 2 -

Environmental

protection and

promotion of

efficient use of

resources

including

energy

efficiency

measures at

local level

IP. 2.1 Investments in

water and

wastewater/rainwater

collection to meet

environmental acquis of

the European Union

2.1.1 Support for the completion of connecting

households to public water-sewage network and

elimination of leakages from the drinking water

distribution network

Possible lack of interest on the part of the beneficiaries

due to increase in costs

2.1.2 Promoting solutions for indirect discharge of

waste waters (dispersion in the meadow area) coming

from the Wastewater Treatment Plant (even if they fully

comply with the standards set by NTPA001)

Possible difficulties in acquiring the necessary ground

Possible opposition from neighboring households

2.1.3 Building a buffer tank for the collection of

pluvial waters in case of heavy rainfall

2.1.4 Effective management of sludge resulted from Lack of adequate technical solutions / high cost



39

the wastewater treatment plant, including recycling

measures

Lack of interest on the part of the decision makers

IP. 2.2 Investments in the

waste collection and

disposal sector to comply

with European directives

2.2.1 Support/organization, including using

administrative instruments (differentiated incentive fees,

refusal to pick up mixed waste etc.) of separate collection

of potentially economically viable/recyclable waste from

households and companies

Non conformation / non participation of the inhabitants

2.2.2 Measures in view to stimulating the economic

use of compost

Lack of SMEs interested in the activity

2.2.3 Measures aimed at stimulating capitalization of

the collected recyclable waste at local level

Low profitability

IP. 2.3 Supporting energy

efficiency and renewable

energy use in public

infrastructure, public

buildings and housing in

parallel with drawing up

a strategy aimed to

increasing the energy

efficiency at municipal

level

2.3.1. Continuation of thermal rehabilitation of

condominiums including replacement of roof asbestos

tiles

Lack of cooperation from the owners/tenants

2.3.2. Support for energy renewable resources: solar

panels, photovoltaic panels, geothermal sources

Lack of interest on the part of the authorities

2.3.3. Ecological public lighting

PA 3 –

Tourism and

cultural

heritage,

including

actions to

improve the

urban

environment,

city

revitalization,

IP. 3.1 Improvement of

the urban environment,

urban revitalization,

regeneration and

remediation of

contaminated sites and

promotion of measures to

reduce risks to human

health (including noise

reduction)

3.1.1 Reorganization and redevelopment of the central

area

Opposition from the company owners active in the area

during the rehabilitation works

Opposition from the drivers that transit the area frequently

Lack of cooperation from the building owners in the area

3.1.2 Regeneration / rehabilitation of public spaces in

collective residential districts

Opposition from residents using those public spaces

3.1.3 Promotion of a sustained cultural life Insufficient participation of the public and partial non-

sustainability of the investment

3.1.4 Development of an integrated project sports –

tourism – leisure: multifunctional hall on the stadium

grounds

Public opposition due to high investment cost



40

regeneration

and

remediation of

contaminated

sites

IP. 3.2 Sustainable

capitalization of natural

heritage for leisure and

sports

3.2.1 Spatial planning of the Somes riverbed with a

view to practicing / hosting competitions for water sports

Public opposition due to high investment cost

3.2.2 Developing an integrated spa center by

capitalizing on geothermal waters - ITI - at Noroieni

Poor sustainability due to lack of profile SMEs

PA 4 -

Promoting an

inclusive socio-

economic

environment

and combating

poverty

IP. 4.1 Investments in the

health and social

infrastructures, ensuring

inclusive access of

disadvantaged categories

to public services

4.1.1 Support for the elderly and for the people with

special needs

4.1.2 Support for the victims of domestic violence Lack of a foolproof system for identifying eligible

beneficiaries

4.1.3 Social and economic integration of marginalized

communities and of disadvantaged persons

Lack of cooperation from the beneficiaries

IP. 4.2 Investing in

education, skills and

lifelong learning

4.2.1 Reducing and preventing school dropout

Impossibility of eliminating all factors that generate this

phenomenon

Lack of cooperation from parents/students

4.2.2 Development of professional pathway and

training of labor market required skills

Insufficient interest of parents/students

PA 5 –

Promotion of

RDI and

measures to

boost local

SMEs

competitiveness

IP. 5.1 Support of

scientific and technical

university education

5.1.1 Support for attracting students from county and

regional level to attend a technical university in Satu

Mare

Insufficient interest of highschool graduates for attending

tertiary education

Attraction of consecrated university centers

5.1.2 Support for the development of technical and

applied university education


such difficult profiles

5.1.3 Supporting university education in areas that exploit

local natural resources (foodstuffs chemistry, foodstuffs

industry, food safety, agronomy, environment protection,

geothermal waters/energy etc.)


a new profile

IP. 5.2 Support applied

research in Satu Mare

5.2.1 Support for the setting up of a regional center for

applied research and continuous training in the field of

advanced design and manufacturing technologies in

partnership with the Technical University of Cluj Napoca

Difficulties with the financial support for research

projects

Insufficient qualified staff



41

5.2.2 Support for the establishment of a regional center

for applied research for the capitalization of local

resources (e.g. agronomy and foodstuffs industry,

environmental protection, renewable energy - geothermal)

Difficulties with the financial support for research

projects

Insufficient qualified staff

5.2.3 Attracting highly qualified specialists to Satu

Mare (providing housing, transportation subsidies, etc.)

Insufficient motivation for relocation

I.P. 5.3 Support the

creation of new SMEs to

exploit local resources

and research results

5.3.1 Expansion of industrial parks / business

incubators

Lack of interest on the part of investors for industrial

parks/business incubators

PA 6 – An

efficient public

administration,

orientated

towards

citizens and

businesses

IP. 6.1 A public

administration in the

service of citizens

including e-government

6.1.1 Implementation and certification of an integrated

management system (environment, quality, health and

occupational safety) in compliance with international

standards ISO 14001, ISO 9001 and OHSAS 18001.

Difficulties in building and implementing the system

Insufficient motivation of employees for implementing

the system

6.1.2 Modernization of the City Hall management Opposition from staff against applying rigorous

performance criteria

6.1.3 E-administration, One stop shop for local permits

issued electronically and reduction of administrative

burden

Difficulties in administrative reorganization

Difficulties in training the necessary staff

6.1.4 General cadaster of Satu Mare Municipality

available online

Impossibility of completing this complex documentation

within the given time span

IP. 6.2 Building

partnerships to

implement the city

development strategy

6.2.1 Increased capacity of the Satu Mare municipality to

work in local/regional/ international partnerships

Lack of trust on the part of investors in the PPP system



42

General Risks

Technical Financial Institutional Legal

Insufficiently elaborated technical

projects

Lack of sufficient resources for the

implementation

Limited support from the part of the

City Hall for the implementation of

the strategy

Legislation and government policy

changes that cannot be anticipated at

the moment of the strategy

elaboration

Local technical competences deficit Investment value and operating

costs are underestimated

Lack of sufficiently qualified local

contractors for certain projects

Legal barriers that come up due to

the reglementation of certain

domains

Underestimating costs and

overestimating locally available

resources

Significant delays in payments to

the contractors that can stop works,

delay execution and increase costs

Insufficient competence level of the

City Hall staff

Slow judicial procedures

Poor quality works generating

increase of maintenance and repair

costs

Investment cost increase following

project reevaluation

Delays in approving technical

projects and issuing construction

permits

Legal uncertainties regarding the

properties involved in investments

projects

Less than optimal technical

solutions

Insolvency of contractors / suppliers

that can block projects

Uncertainties regarding the

operation having significant

influence on prioritizing the strategy

specific objectives

Selected contractors do not have the

necessary technical capacities for

carrying out works

Changes in the taxation system Lack of sufficiently qualified staff

for carrying out specific

assignments

Changes in the technical

requirements of the project

Increase of interest rates to an

unsustainable level

Lack of interest on the part of

certain institutions in solving

specific problems

Temporary suspension of FESI Limited capacity of attracting EU

funding

Delays in launching operational

programmes



43

5.3 Sustainability of the SUA

The Satu Mare City Development Strategy 2015 – 2025 has been from the start conceived to follow the

fundamental guidelines defined by EC through the Europe 2020 Strategy, aiming at sustainable

development.

Even a brief survey of the priority axes, investment priorities, specific objectives and proposed projects

presented below clearly demonstrates the same approach.

Infrastructure interventions have in view the decrease of fossil fuel use, the promotion of non-motorized

mobility, public transport interventions aim at replacing the bus fleet with electric/hybrid vehicles, there is

a consistent section dedicated to the promotion of energy efficient measures for housing units and public

buildings, even the use of geo-thermal resources for heating, tourism measures primarily have in view

ecologic interventions along the Someş river banks and the use of thermal water, economy interventions

aim at increasing added value and better use of local resources by means of applied research and without

intensive energy consumption, while social interventions aim at promoting an inclusive environment for

disadvantaged groups.

5.4 Monitoring and evaluation

As already mentioned above, during the final workshop experts and stakeholders have defined the

monitoring indicators for the Satu Mare Development Strategy 2015-2025 which are presented in the table

below.

According to the Partnership Agreement for the setting up of the Urban Task Force, the group will have

ordinary meetings every three months and extraordinary ones whenever at least 5 of the members deem

necessary. Therefore, since the group has only been officially constituted in September, their first meeting

will take place in December 2014, when it is expected that they will start discussing how they will assume

roles regarding monitoring particular projects according to their individual expertise.



44


PI - 1.1. Improving regional accessibility (result indicators)

Bypass road for transit traffic (according to mobility study)

2015 2020 2025

0 40% 80%

Decrease of car accidents number in the city

2015 2020 2025

0 5% 10%

Support of sustainable commuting with the SMMA

2015 2020 2025

0 5% 10%

OS 1.1.1.Improving regional accessibility of Satu Mare (to TEN-T and other high speed roads)– output indicators

No. km constructed roads

2015 2020 2025

0 11+25+15 20+50+35



45

OS 1.1.2 Improving accessibility within the SMMA – output indicators

No. km of modernized roads

2015 2020 2025

15 35

PI 1.2 Optimize urban mobility based on a sustainable urban mobility plan for Satu Mare (result indicators)

Decrease of traffic waiting time

2015 2020 2025

15% 25%

Decrease of GHG (according to town hall study)

2015 2020 2025

10% 30%

Increased no. of public transport trips /% of PT trips in the modal structure of travel

2015 2020 2025

8% 15%

Increased passengers satisfaction

2015 2020 2025

8% 15%



46

Increased trip safety / reduced no. of accidents

2015 2020 2025

10% 20%

Increased no. of PT trips in the urban and suburban areas

2015 2020 2025

0% 15% 30%

Decreased no. of car commuting trips to Satu Mare

2015 2020 2025

0% 8% 15%

Increased % of non-motorized trips in modal travel structure

2015 2020 2025

0% 12% 20%

Reduced no. of street parking places / reduced no. of cars parked on the street

2015 2020 2025

200 1000 2000

Area of roadway given up for pedestrians/cyclists (sqm)

2015 2020 2025



47

500 4000 7500

Increased no. of pedestrian trips / % of pedestrian trips in modal structure of travel

2015 2020 2025

0% 10% 20%

OS 1.2.1. Improving road network connectivity (according to GUP and / or mobility plan) – output indicators

No. of km of built roads

2015 2020 2025

0 6 12

No. of km of widened roads

2015 2020 2025

0 0,5 2

No. of km of rehabilitated/modernized roads

2015 2020 2025

0 25 50

OS 1.2.2. An efficient, safe, ecological public transport – output indicators

No. of electric / hybrid vehicles purchased

2015 2020 2025



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0 5 10

No. of PT stations modernized

2015 2020 2025

0 200 200

No. of km of PT roadway modernized

2015 2020 2025

0 5 10

OS 1.2.3. Stimulating mobility within SMMA – output indicators

No. of bus terminals with intermodal transfer facilities newly built

2015 2020 2025

0 1 2

OS 1.2.4. Design and (gradual) build of an infrastructure for cyclists – output indicators

No. of km of built lane

2015 2020 2025

0 50 150

No. of parkings/parking places built (for bicycles)

2015 2020 2025



49

30 300 600

Area covered by self-service (km2)

2015 2020 2025

0 1,2

5

OS 1.2.5. Reorganization of parking network – output indicators

No. of parking places created in decked structures

2015 2020 2025

0 300 1000

OS 1.2.6. Improvement and expansion of the infrastructure for pedestrians – output indicators

Area/no. of sqm streets for pedestrians: pathways/areas under 30 km/h, shared-space

2015 2020 2025

400 2000 5000

PA 2- Environmental protection and promotion of efficient use of resources including energy efficiency measures at local level

PI 2.1 Investments in water and wastewater/rainwater collection to meet environmental acquis of the European Union (result indicators)

Complete connection of housing units to the drinking water/wastewater public network

2015 2020 2025

99,98% / 98,05% 100% / 100%



50

Elimination of leakages in the drinking water distribution network

2015 2020 2025

35% 23% 18%

Increased rate of compliance with NTPA 001

2015 2020 2025

97% 100% -

Increased quality of wastewater treatment processes

2015 2020 2025

97% 100% -

OS 2.1.1 Support for the completion of connecting households to public water-sewage network and elimination of leakages from the drinking water

distribution network – output indicators

No. of households connected to drinking water/wastewater distribution network

2015 2020 2025

44103/43251 44112/44112

Length of rehabilitated drinking water distribution/ sewage network

2015 2020 2025

13,26 / 27 14,66 / 27

OS 2.1.2 Promoting solutions for indirect discharge of waste waters (dispersion in the meadow area) coming from the Wastewater Treatment Plant (even if



51

they fully comply with the standards set by NTPA001) – output indicators

Volume indirectly discharged / Volume totally treated (%)

2015 2020 2025

0 50 80 - 100

OS 2.1.3 Building a buffer tank for the collection of pluvial waters in case of heavy rainfall – output indicators

Functional buffer tank

2015 2020 2025

0 1

OS 2.1.4 Effective management of sludge resulted from the wastewater treatment plant, including recycling measures –output indicators

Volume of recycled treated sludge/total volume of treated sludge produced (%)

2015 2020 2025

0% 30% 60%

PI 2.2 Investments in the waste collection and disposal sector to comply with European directives(result indicators)

Fully functional selective waste collection system

2015 2020 2025

0 1 1

Volume of stored biodegradable waste



52

2015 2020 2025

5000 3500 1500

OS 2.2.1 Support/organization, including using administrative instruments (differentiated incentive fees, refusal to pick up mixed waste etc.) of separate

collection of potentially economically viable/recyclable waste from households and companies – output indicators

No.of awareness campaigns organized by the City Hall

2015 2020 2025

4 25 45

No. of functional selective collection points created

2015 2020 2025

250 260 270

OS 2.2.2 Measures in view to stimulating the economic use of compost – output indicators

Volume of biodegradable waste processed

2015 2020 2025

1500 t 3000t 5000t

OS 2.2.3 Measures aimed at stimulating capitalization of the collected recyclable waste at local level – output indicators

Volume of locally recycled waste

2015 2020 2025



53

5000t 12000t 20000t

PI 2.3 Supporting energy efficiency and renewable energy use in public infrastructure, public buildings and housing in parallel with drawing up

a strategy aimed to increasing the energy efficiency at municipal level (result indicators)

Reduced energy losses in residential/public buildings (MWh)

2015 2020 2025

7,48 30,8 57,2

Reduced energy consumption for public lighting

2015 2020 2025

100% 40% 40%

OS 2.3.1. Continuation of thermal rehabilitation of condominiums including replacement of roof asbestos tiles – output indicators

No. of thermally rehabilitated buildings

2015 2020 2025

850 3500 6500

OS 2.3.2. Support for energy renewable resources: solar panels, photovoltaic panels, geothermal sources – output indicators

Percentage of households/public buildings using thermal energy from geothermal/biomass/solar (%) sources

2015 2020 2025

5% 20% 30%



54

OS 2.3.3. Ecological public lighting – output indicators

Percentage of ecological public lighting

2015 2020 2025

0 100% 100%

PA 3 – Tourism and cultural heritage, including actions to improve the urban environment, city revitalization, regeneration and remediation of

contaminated sites

PI 3.1 Improvement of the urban environment, urban revitalization, regeneration and remediation of contaminated sites and promotion of

measures to reduce risks to human health (including noise reduction) (result indicators)

Increased no. of downtown located companies active in fields related to tourism and recreational activities

2015 2020 2025

0 15 20

Increased quality of living/Increased satisfaction of population (survey)

2015 2020 2025

35% 50% 70%

OS 3.1.1 Reorganization and redevelopment of the central area – output indicators

No. of sqm of rehabilitated roadway

2015 2020 2025



55

1500 12000 18000

No. of sqm of new pedestrian pathway

2015 2020 2025

0 1200 2000

No. of ml. of rehabilitated public infrastructure (water/sewage/gas)

2015 2020 2025

13,26 / 27/ 0 14,66 / 27 / 6

No. of km of bicycle lane

2015 2020 2025

7 50 100

No. of sqm of redeveloped park area

2015 2020 2025

0 19000 40000

No. of sqm of rehabilitated buildings facades

2015 2020 2025

0 2500 5000

OS 3.1.2 Regeneration / rehabilitation of public spaces in collective residential districts – output indicators



56

No. of sqm of redeveloped/rehabilitated public space

2015 2020 2025

0 7000 12000

OS 3.1.3 Promotion of a sustained cultural life – output indicators

No. of cultural events

2015 2020 2025

150 200 350

OS 3.1.4 Development of an integrated project sports – tourism - leisure – output indicators

Multifunctional hall/stadium built

2015 2020 2025

0 0 1

PI 3.2 Sustainable capitalization of natural heritage for leisure and sports (result indicators)

Organization of regional/national watersports competitions

2015 2020 2025

0 2 3

Increased number of tourists

2015 2020 2025



57

3% 15% 35%

OS 3.2.1 Spatial planning of the Somes riverbed with a view to practicing / hosting competitions for water sports – output indicators

Length of river/banks redeveloped

2015 2020 2025

0 800 1400

No.of participants involved in nautical sports/year

2015 2020 2025

30 200 350

OS 3.2.2 Developing an integrated spa center by capitalizing on geothermal waters - ITI - at Noroieni – output indicators

Functional thermal water spa and geriatric center

2015 2020 2025

0 1 1

PA 4 - Promoting an inclusive socio-economic environment and combating poverty

PI 4.1 Investments in the health and social infrastructures, ensuring inclusive access of disadvantaged categories to public services

Decreased no of people exposed to social exclusion risk

2015 2020 2025

-5% -9%



58

OS 4.1.1 Support for the elderly and for the people with special needs – output indicators

No. of centers rehabilitated/built

2015 2020 2025

4 6 8

No. of assisted persons

2015 2020 2025

300 400 500

OS 4.1.2 Support for the victims of domestic violence – output indicators

No.of centers rehabilitated/built

2015 2020 2025

0 1 1


2015 2020 2025

0 40 40

OS 4.1.3 Social and economic integration of marginalized communities and of disadvantaged persons – output indicators

No.of centers rehabilitated/built

2015 2020 2025



59

1 2 3


2015 2020 2025

1030 + 70 1400 2300

PI 4.2 Investing in education, skills and lifelong learning (result indicators)

School dropout percentage of total population under 24 years old in Satu Mare reduced by 3%

2015 2020 2025

-1% -2% -3%

Increased number of tertiary education graduates in the Satu Mare under 35 population

2015 2020 2025

+500 +3500 +8000

OS 4.2.1 Reducing and preventing school dropout – output indicators

No. of high school campuses created/modernized/extended

2015 2020 2025

0 1 2

OS 4.2.2 Development of professional pathway and training of labor market required skills – output indicators

No. of laboratories modernized



60

2015 2020 2025

0 5 10

PA 5 –Promotion of RDI and measures to boost local SMEs competitiveness

PI 5.1 Support of scientific and technical university education (result indicators)

Increased no. of scientific/technical university graduates who work in fields related to their studies

2015 2020 2025

5% 15% 20%

OS 5.1.1 Support for attracting students from county and regional level to attend a technical university in Satu Mare – output indicators

No of university students coming from outside Satu Mare

2015 2020 2025

0 1 1

OS 5.1.2 Support for the development of technical and applied university education – output indicators

No of technical university graduates

2015 2020 2025

60 90 160

No. of sqm of rehabilitated building / no. of sqm of extended space for laboratories

2015 2020 2025



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200 500 700

5.1.3 Supporting university education in areas that exploit local natural resources (foodstuffs chemistry, foodstuffs industry, food safety, agronomy,

environment protection, geothermal waters/energy etc.) – output indicators

University department established

2015 2020 2025

1 1

No of foodstuffs chemistry / foodstuffs industry / food safety / agronomy / environment protection / geothermal waters /energy etc. graduates

2015 2020 2025

PI 5.2 Support applied research in Satu Mare (result indicators)

No. of patents/trademarks registered by the Satu Mare research center

2015 2020 2025

2 8 18

No. of RDI projects transferred to industry

2015 2020 2025

2 8 18

OS 5.2.1 Support the establishment of a regional center for applied research and continuous training in the field of advanced design technologies and

manufacturing in partnership with the Technical University of Cluj Napoca -output indicators

Functional regional applied research and life learning professional training center in the field of design and manufacturing advanced technologies



62

2015 2020 2025

0 1 1

No. of research projects completed

2015 2020 2025

2 20 30

OS 5.2.2 Support for the establishment of a regional center for applied research for the capitalization of local resources (e.g. agronomy and foodstuffs industry,

environmental protection, renewable energy - geothermal)– output indicators

Functional applied research center for the capitalization of local resources

2015 2020 2025

0 1 1

No. of research projects completed

2015 2020 2025

0 6 11

OS 5.2.3 Attracting highly qualified specialists to Satu Mare (providing housing, transportation subsidies, etc.)– output indicators

No. of attracted highly qualified specialists

2015 2020 2025

0 10 25



63

PI 5.3 Support the creation of new SMEs to exploit local resources and research results (result indicators)

Increased number of functional SMEs/1 000 inhabitants

2015 2020 2025

0% 5% 10%

Increased no. of jobs in local SMEs

2015 2020 2025

2% 7% 15%

OS 5.3.1 Expansion of industrial parks / business incubators – output indicators

No. of business centers/incubators redeveloped/developed technological parks

2015 2020 2025

0 1 1

No. of SMEs attracted /occupancy rate

2015 2020 2025

0 10 15


PI 6.1 A public administration in the service of citizens including e-government (result indicators)



64

Increased satisfaction of citizens regarding the services supplied by the Satu Mare City Hall

2015 2020 2025

35% 50% 70%

OS 6.1.1 Implementation and certification of an integrated management system (environment, quality, health and occupational safety) in compliance with

international standards ISO 14001, ISO 9001 and OHSAS 18001– output indicators

Functional Functional integrated management system

2015 2020 2025

0 1 1

OS 6.1.2 Modernization of the City Hall managementbydrawing up performance indicators for the provided services, by human resources development and

use of modern technologies – output indicators

System of performance indicators

2015 2020 2025

0 1 1

OS 6.1.3 E-administration, One stop shop for local permits issued electronically and reduction of administrative burden – output indicators

No. e-administration services functional

2015 2020 2025

0 2 5

OS 6.1.4 General cadaster of Satu Mare Municipality available online– output indicators



65

General cadaster of Satu Mare Municipality available online

2015 2020 2025

0 1 1

PI 6.2 Building partnerships to implement the city development strategy (result indicators

No. of investment priorities fully implemented

2015 2020 2025

0 0 14

OS 6.2.1 Increased capacity of the Satu Mare municipality to work in local/regional/ international partnerships– output indicators

Functional Urban Task Force for the implementation of the development strategy

2015 2020 2025

1 1 1

Nr. social partners of the Satu Mare City Hall

2015 2020 2025

2 5 8

Partnerships focused on the investment priorities included in the development strategy

2015 2020 2025

1 3 6



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5.5 Recommendations for the implementation of the SUA

During the strategy implementation period, the cooperation between authorities and stakeholders will

continue in order to ensure the transparency of decisions and community acceptance.

Formalizing an implementation mechanism involves several stages that begin with the creation of a

working group who will supervise the process throughout its duration. The advantages of such a

mechanism are obvious. Besides the aforementioned transparency and acceptance, the cooperation between

local authority and community representatives will lead to a continuous exchange of views on common

interest problems and, consequently, to making important decisions. At the same time, a basis is created for

the next strategic collaborations or for solving certain needs/problems that could not be referred to when

formulating the strategic document. Community cohesion is also an important advantage from the

perspective of civil society.

The phases that are to be gone through during the implementation period of the strategy are summarized

below:

I. Formation of a Urban Task Force for strategy implementation (UTF)

The basic principles of the working group were established together with the stakeholders

during the third workshop, held in early July 2014. The UTF includes Satu Mare authorities and

interested organizations representatives who took part in all discussions and related activities

during all three workshops within the project. It also includes a wide range of organizations in

all strategic areas: economic, environmental and social infrastructure. The UTF is designed to

track the implementation of the projects defined in the projects portfolio within their time frame,

and also to monitor the projects (output) and the strategic (result) indicators for the effects to be

reflected at city, community level.

The UTF members were required to elaborate the Partnership Agreement as a constitutive

document including a minimum series of working procedures for monitoring the indicators.

In the absence of a previous similar work experience, during the strategy execution it may be

necessary to adjust / adapt these internal documents in order to meet the realities occurring

during the implementation of such a comprehensive program. This strategy adjustment is not

meant to alter the UTF credibility or ability in any way, but rather to prove the flexibility of its

members. Therefore, those represented should not hesitate when such decisions need to be

made.

II. Creating partnerships

Besides the UTF who supervise the correct execution of the strategic plan, in order to fulfill the

purpose, namely the development and implementation of major / complex and sensitive projects

- either included in the strategic document or occurred as a response to certain emerging needs –



67

other human and material resources may be required, the formation of yet other partnerships

might be necessary. The liability of each party shall be clearly defined, avoiding shared

responsibility and risk intervention failure with waste of available resources.

Regarding regional projects execution, the complementarity of interventions, including the use

of resources, is a prerequisite for success. Lack of correlation between implementation and

resources allocation graphs, drafted by each region, as well as inefficient cooperation between

the responsible authorities within the involved regions, can lead to partial or total failure of the

project and to the waste of already scarce resources.

If innovative projects are carried out, less common in national context, partnership with

professional institutions at international level can be salutary in order to achieve the desired

results.

III. Monitoring the strategy implementation

Monitoring is a distinct activity during the strategy implementation period, which highlights the

deviations from the execution schedule and the eventual problems occurred during the measures

/ interventions development.

The UTF and, where appropriate, the partnership members will assess the achievements of the

strategy implementation process on two levels:

- at project level, by assessing: the execution of activities according to the schedule and

allocated resources, the achievement of the expected results to the quality intended. If

any problems occur, measures will be taken in order to solve them and their

implementation will be supervised;

Each project assessment will be carried out on a quarterly basis;

- at the strategy level, by assessing: the aggregate effects (result indicators) obtained at

community level as a result of projects implementation and any other effects that were

not initially foreseen;

The strategy assessment will be carried out on an annual basis;

IV. The strategy assessment

The strategy assessment required to be carried out annually shall be conducted taking into

account at least the following criteria:

- relevance of interventions related to the community needs;

- effectiveness of interventions, achievement of strategic objectives;

- efficiency of:

implementation system (at the level of Satu Mare City Hall and established UTF,

eventually of established partnerships);

interventions (obtained effects/outputs related to the allocated resources)



68

6 Project Fiches: Priority projects corresponding

to each goal / objective of the SUA

The table on pp.23-36 presents the projects number, description, estimated cost, funding opportunities and

envisaged timeline. With the exception of two infrastructure projects (1.1.1.2 and 1.1.1.3) all projects are

located exclusively in Satu Mare. Opportunities for partnerships have not yet been taken into consideration,

although they will surely be discussed at the right time.

7 The Poster Plan



69



70



71

8 Conclusions

One can say that the participatory process of the elaboration of the Satu Mare Development Strategy 2015

– 2025 has been a rewarding experience for all those involved, both because the result (the document) has

so far been regarded as satisfactory and because the process itself has managed to generate a very positive

work atmosphere, one in whichthe willingness to participate in the debates, to contribute, to bring

arguments, to analyze, evaluate, suggest solutions, prioritize etc. emerged as the natural way to be

in the given context.

We could conclude by noting that once we managed to get people to come – which was

particularly difficult because of fluid schedules and overlapping engagements – they were more

than eager to contribute. Throughout the three workshop meetings the stakeholders readily

engaged in the debates generated in the workgroups, contributing with information, expertise and

suggestions to the shaping-up of the Strategic Agenda. Good moderation also helped, together

with the careful establishing of a positive, relaxed atmosphere of pertinent discussions among

equals, whereby everyone could feel their opinion counts. There were no patronizing attitudes, no

attempts to ignore or soften negative aspects. Overall, we are quite satisfied with the degree of

active participation and genuine interest we could observe throughout the process and which,

despite our somewhat pessimistic expectations, did not decrease towards the end.

We are aware that ensuring a long-term participatory process in urban development is an even

more difficult task, but we do count on the already established relations and work atmosphere

within the group to play an important role. The more than democratic way the UTF partnership

agreement is conceived will also definitely help maintain this positive atmosphere. Other than that,

we will try to keep people motivated by showing appreciation for their efforts, by making sure that

as many as possible of their ideas and projects get implemented, by small incentives like, maybe

offering training, organizing social events, ensuring publicity for their work.

9 References

The Satu Mare City Development Strategy 2015 – 2025



72

10 Annexes

ANNEX 1



73

3. Development priority axes

The development vision of Satu Mare Municipality with the 2025 horizon will be sustained through six

priority axes of intervention, thus ensuring, through integrated implemented projects, the basis for a

sustainable, inclusive and intelligent growth, in accordance with the guidelines set out at EU level through

the Europe 2020 strategy as follows:

1. PA 1 – Improving accessibility and incentive measures for a sustainable mobility

Through this integrated development priority axis, the purpose is to improve the quality of

territorial (external) and urban (internal) accessibility in a sustainable manner, as a major premise

of a territory economic development, generally, and of a city, particularly. A good development of

passengers and freight flows is the main condition of connecting urban areas to regional, national

and continental economic streams.

The improvement of the accessibility is an incentive not only to expand the trade but also on

mobility mitigation within the Metropolitan Area Satu Mare, with positive effects on the medium

and long term regarding the increase of employment and the enticement of well-trained workforce

from the localities on which Satu Mare Municipality exerts a degree of influence.

A basic attribute of the Europe 2020 strategy is the sustainability, i.e. the capacity of a system to

provide a better quality service / product with a reduced consumption of resources especially from

the non-renewable and polluting category. Thus, through local development strategies, the increase

of the life quality will be carried out by providing services based mainly on renewable energy or

with a low pollution degree.

2. PA 2 – Environmental protection and promotion of efficient use of resources including energy

efficiency measures at local level

Through this integrated development priority axis it is aimed on the one hand:

Compliance with environmental standards and European directives transposed into

national law and assumed by Romania under the Treaty of Accession regarding: i) a

centralized supply of drinking water as a measure of increasing the comfort and health

status of city residents; ii) collection and wastewater treatment respecting the principle of

water discharge back to the nature at the same quality and parameters in which it was

taken; iii) integrated waste management especially considering the biodegradable waste

amount decrease deposited in the ecological landfills and ensuring of recycling degree

according to EU directives;

and, on the other hand, environmental protection by increasing efficiency of resources use:

Promoting measures in order to increase energy efficiency and use of renewable energy in

public infrastructure, including public buildings and residential sector. This investment

priority will have a dual effect, both reducing carbon emissions through the use of



74

renewables for domestic heating and hot water and resource protection through the thermal

rehabilitation of buildings, implementation of projects to ensure a public lighting with a

reduced consumption of energy (green lamps etc.) that will lead to substantial savings of

energy consumption.

3. PA 3 – Tourism and cultural heritage, including actions to improve the urban environment, city

revitalization, regeneration and remediation of contaminated sites

By implementing the measures comprised by this axis it is envisaged the city revitalization, due to the

capitalization of local heritage, of a more attractive and healthy urban environment. The main interventions

which shall be supported concern:

Reorganization and redevelopment of the city historic central area, and also the

development of urban tourism offer, by supporting the spa and leisure activities;

Improving the quality of living, particularly in collective residential areas

The capitalization of natural heritage for leisure and sport, firstly the opportunity conferred

by the Someș river crossing the city, taking into account the amelioration and preservation

of the existing ecosystem.

4. AP 4 - Promoting an inclusive socio-economic environment and combating poverty

The development of this axis is based on the thematic objectives set by the Europe 2020 strategy

for the social field:

TO8: Promoting employment and supporting labor mobility

TO9: Promoting social inclusion and combating poverty

TO10: Investing in education, skills and lifelong learning

The strategic objectives of the municipality in the social field are subordinated to those above,

being defined as:

To decrease the number of social exclusion cases

To decrease school dropout

To increase competencies in line with labor market requirements

To entice medical staff in the city

By implementing the measures under this axis it is aimed to develop the accessibility and quality of

social and health services provided within Satu Mare Municipality, to reduce the spatial

concentration of poverty and to increase the employment and social inclusion degree, and also to

improve the educational infrastructure required for a modern specific process in line with the trends

of the labor market.

5. AP 5 –Promotion of RDI and measures to boost local SMEs competitiveness



75

Through the Reform Programme 2011-2013, Romania has committed to allocate 2% of its GDP on

RDI activities until 2020 Given that in 2012 Eurostat recorded for Romania only 0.47% of GDP

allocated for RDI, it is clear that achieving the set target requires a collective effort from both the

central and local public authorities and the private sector to allocate funds for this purpose and

achieve practical results that will lead to an increased competitiveness of the Romanian economy.

Without supported RDI activities, the competitiveness of the Romanian economy will remain on a

low level compared to other countries within Central and Eastern Europe. In this context, the

municipality support for the development of an educational pathway for RDIis absolutely

necessary, being well known that the appetite to pursue a career in research is manifested and

shaped during the upper secondary education (high school). Under these conditions, as a first step

for the establishment of an applied research center in the city, it is necessary to increase education

in high school by proper equipping them with educational materials and laboratory infrastructure,

by awarding meritorious students, by supporting the students with low material opportunities etc.

In the SMEs field, Romania is also ranking the last among EU member states in terms of their

number per one thousand inhabitants. As well, the situation is neither better in terms of quality,

most SMEs carrying out trade activities mainly with incomes which put them in an area of

subsistence with operating periods which typically are not exceeding two years. SM County and

the same name municipality are no exceptions, a situation which requires targeted measures in

order to stimulate and support SMEs with productive activities, especially in fields which exploits

the area resources and those with a recognized added value (ICT, auto and electronic components

and parts etc.).

In this regard in May of 2014, the Law no. 62/2014 amending and supplementing Law no.

346/2004 on the stimulation of establishment and development of small and medium enterprises,

which in Article 19 states, among other things, that the government and public authorities

"organize and conduct at central and local level, knowledge and promotion activities, including

through mass-media, examples of good practices in entrepreneurship, business ethics and

performance, on the form of specific meetings - symposiums, conferences, forums, exhibitions,

discussion clubs, exchanges, rankings and contests or other similar”.

6. PA 6 – An efficient public administration, orientated towards citizens and businesses

Development Plan of the North-West Region for the period 2014 - 2020 sets out the specific

objective of increasing the efficiency and quality of services offered by public administration for

the regional citizens.

Through this priority, Satu Mare City Hall aims to promote measures in order to increase the

efficiency of services provided to citizens, primarily through the introduction of an integrated

management system. It also shall be promoted "single window” measures and extensive facilities

of online payments shall be developed.

At the same time, for the strategy implementation, and within it of generally accepted projects by

community, will be encourage the development and the cooperation in wide partnerships or on

specialized branches, depending on the specific interventions.



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4. Investment priorities and specific objectives


IP. 1.1. Improving regional accessibility

By connecting the city of Satu Mare to the road and rail infrastructure of regional interest, to the major road

and rail infrastructure on the European high speed transport corridors TEN-T Core, it is an important

premise to increase the city accessibility to a broader territory, regional, national, trans boundary, even

continental. This increased territorial accessibility will support the economic growth and the (spa) touristic

attractiveness development of the city.

Specific objectives and opportune projects:

1.1.1. Improving regional accessibility of Satu Mare Municipality (to TEN-T and other high speed

roads)

1.1.1.1. Road city bypass

The creation of a city road bypass is important for regional traffic flow, on west-east direction, by

removing the requirement to transit the city of Satu Mare, with all its consequences of increasing the travel

time.

At the same time, by removing the transit traffic within the city will have numerous positive effects of

physical, economic, environmental, social nature: reducing the volume and traffic jams, especially when

crossing the Someş river on the two road bridges, reducing exhaust emissions, the noise and vibration, a

more pleasant urban environment for residents, tourists and economic agents.

1.1.1.2. Express road Nyiregyhaza -Satu Mare- Baia Mare;

The creation of the express road Nyíregyháza - Satu Mare - Baia Mare will have the advantage of

mitigation of city relationship, within the regional and transboundadry territory on the east-west direction.

1.1.1.3. Express roadSatu Mare – Halmeu - Turda

The creation of the express road Satu Mare - Suplacu of Barcău (Zalau) will connect the city to

Transylvania Highway (A3) and thereby will increase the accessibility of the national territory.

1.1.2. Improving accessibility within MASM

The rehabilitation of several national and county roads on which the commuting between Satu Mare and its

metropolitan area localities is running will increase the comfort of these trips.

IP. 1.2. Optimize urban mobility based on a sustainable urban mobility plan of Satu Mare

Municipality



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(Re)organizing the mobility within Satu Mare Municipality and also within its area of influence - MASM,

must be designed in the future, related to the new logic of sustainable mobility. This new paradigm of

mobility is supported and progressively imposed by the European Transport and Mobility Policy whose

programming documents define a new philosophy, promotes good practices, create new tools for planning

and implementation, by organizing a new type of urban moving systems, based less on individual

motorized mobility and vehicles using fossil fuels and more on collective public transport and non-

motorized modes of transport. This new approach of urban mobility it is to improve the accessibility, to

reduce the pollution and improve the quality of living.

Currently, the model of city adaptation to the car is not only obsolete but also consistently discouraged by

the European Community.

The obligation to carry out a Sustainable Urban Mobility Plan concomitantly with the General Urban Plan

of a locality was introduced by Law no. 190 from 06.26.2013 on the approval of the Government

Emergency Ordinance no. 7/2011 amending and supplementing Law no. 350/2001 on territorial planning

and urbanism (art. 46).

1.2.1. Improving road network connectivity (according to GUP and / or mobility plan)

By improving the city road network connectivity will have the effect of reducing travel distances (more

direct relationship between origin and destination), reducing the traffic volume and encourage non-

motorized travel on foot or by bike.

Improving connectivity of the road network by increasing the number of crossings over the Someş river

could reduce the polarization of motorized flows on the existing bridges. However, by creating the bypass

road it is predicted a decrease in the transit movement resulting in a significant reduction of motorized

traffic and of the pressure existing on the two bridges.

An increased connectivity for pedestrians transit routes is a priority. The creation of direct links as well as

the reduction of displacement distances between the points of interest, especially between those located on

the Someş river sides (residential areas, central area, economic, leisure activities etc.) will boost the choices

for non-motorized travel modes. In this regard, I consider two proposals:

1.2.1.1 Creating a pedestrian and bicycle bridge over the Someș river, on the railway bridge

structure between Micro 17 - Unio and str. Ș trandului;

1.2.1.2 Creating a pedestrian and bicycle bridge over the Someş river on the axis October 25

Square - pedestrian route Corneliu Coposu and Liberty Square which will connect the center located on the

northern shore of Someş with the green spaces area that is planned (the GUP out in preparation) to be

redesigned, on the southern shore of Someş. The immediate benefits are: 1. a direct, comfortable and

pleasant access, walking or cycling, to the downtown area of a large number of inhabitants, residents of

collective housing districts Micro 14, 15, 16, 17; 2. the increase of the central area attractiveness which

may enhance the economic dynamism and can support a process of regeneration and rehabilitation of the

old buildings. In the medium and long term, it would create a touristic route that connects the central area

with the touristic activities and spa facilities planned to be developed in the northern part of the city.



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The proposed pedestrian bridge should be seen not only as a proper infrastructure in operational terms, but

should be approached as a notable presence within the urban landscape of the city of Satu Mare, as a spatial

landmark that can become an element of its identity.1

In a later stage, the creation of a new bridge that connects the road network, the north with the south, on the

western part of the city is worth to be considered.

1.2.1.3 Road crossing bridge over Someș river in the western part of the city (str. Ș trand)

1.2.1.4. Streets penetration to supplement the existing road network according to ZUP / GUP, may

improve the road connectivity and the permeability of certain urban areas. An example is a road

breakthrough in order to connect to the existing road network - Bd. Aurel Vlaicu and Platanului on the

southern shore of Someş river;

1.2.1.5Extension and modernization of roads, intersections refurbishments are also needed.

1.2.2. Organizing an efficient, safe, ecological public transport

1.2.2.1 Integrated project of public transport system modernization and greening is a necessity

and at the same time an opportunity for the current context, when among the European Union's funding

priorities, there is the improvement and greening of public transport systems support. An increased use of

public transport and a decrease of car use as well as the reduction of non-renewable resources consumption

and pollution are the expected effects of this objective.

For Satu Mare Municipality an integrated project of rehabilitation, modernization and greening of the

public transport system and urban logistics is required in order to integrate and coordinate the various types

of interventions:

Vehicle fleet renewal for public passenger transportation and urban logistics (vehicles powered by

fossil fuels / electrified or hybrid);

Extension of public transport routes and rehabilitation of roadways;

The computerization of the transport system;

Redeployment of public transport stations with shorter distances between stops;

Creating modal transfer points (between local and suburban transportation, between bike / car /

public transport etc.).

1.2.3. Stimulating mobility within SMMA

Construction of bus terminals related to modal transfer systems, will have as an effect the encouragement

for the use of the collective suburban and of the local daily transport between Satu Mare and its area of

1It is noteworthy the Turda city's example which, by carrying out an intelligent, creative project of salt mine

redevelopment, a "flagship" project, created an internationally known landmark, so enhancing the touristic attractiveness of the city. Also, many European and American cities construct exclusively pedestrians and cyclists bridges over rivers or major roads that cross their lands, such as, for example Jubilee and Millennium bridge in London, Simone de Beauvoir in Paris, Santiago Calatrava pedestrian bridges in Bilbao, Venice, Calgary, Bilbao and so on



79

influence and, thereby, the reduction of private car movement pendulum. This will lead to the congestion

reduction on roads penetrating within Satu Mare, which is also related to an emissions decrease.

Within Satu Mare Municipality are appropriate:

1.2.3.1 Bus terminal on the northern part of the city (at Botiz with the modal node str. Fabricii);

1.2.3.2 Bus terminal in the southern part of the city (str. Gara Ferăstrău).

These bus stations should also organize the intermodal relation with other transport modes through transfer

parking (park & ride and bike & ride) and a direct and convenient relationship with local public transport

stops.

1.2.4. Design and build (gradual) of an infrastructure for cyclists

The size (approx. 5 km diameter), the plain topography and the greenery of the city represent important

premises for the encouragement and development of cycling by creating appropriate infrastructure. That is

an ecological mode of transport with numerous direct and indirect benefits for the population’s health,

through the physical effort involved and pollution reduction. Increasing the share of cycling has a positive

effect on the quality of public space as well, through diminished use of urban land by this means of

transport, both moving and parking.

A complex infrastructure of bicycle trails, parkings, self-service stations, could be gradually created. An

area where interventions should be done with priority is the central area, which needs to get a new

attractivity for both locals and tourists. There are also required touristic and recreational routes for cyclists,

between Satu Mare and its suburban leisure areas, but also to the localities which generate commuters to

and from Satu Mare.

Following projects are appropriate:

1.2.4.1. Bicycle lanes to and within central area - coordination with 1.3.1.1;

1.2.4.2. Bicycle parkings (at public institutions and other public interest activities, in relationship

with public transport stations etc.);

1.2.4.3. Creation of a network of self-service bicycle stations;

1.2.4.4 Bicycle lanes str.Bariţiu - str.Gorunului - CR194A, for access to the recreational area of Noroieni;

1.2.4.5 Bicycle routes between Satu Mare and Păuleș ti, Odoreu, Vetiş, Dara;

1.2.4.6 Redevelopment of a bicycle route Satu Mare-Botiz;

1.2.4.7 Redevelopment of bicyclelane from Satu Mare to Viile Satu Mare.

1.2.5. Reorganization of parking network



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In order to improve the urban landscape and the quality of housing, the rehabilitation of public spaces is

needed, through recovery of land resources currently affected by ground parking.

A reorganization of parking is required especially in central, historical area, which attracts numerous

pedestrians and concentrates an important architectural heritage in need to be rehabilitated. It is required to

diminish the number of ground parking places (to discourage access by car in the area) and creating in

compensation of parking decks, underground or over ground. One or more intermodal parkings (park &

ride) can be placed on the boundary road around the central area, so that to be possible to leave and use the

public transport, bicycle or just walk to the Liberty square area.


1.2.5.1. Creation of a / some park&ride facilities on the ring road around downtown area (in

intermodal relation with public transport stations, bicycle parkings)–coordination with 3.1.1.1;

1.2.5.2. Creation of a / some parking decks (underground, over ground) in the historical downtown

area (in October 25 Square and / or around Liberty Square area etc.) - Coordination with 3.1.1.1;

1.2.5.3. Creation of a parking for large vehicles (heavy traffic).

Planning of parking plots in the central area should be done in coordination with the integrated project for

the rehabilitation of downtown area (1.3.3.1).

1.2.6. Improvement and expansion of the infrastructure for pedestrians

Improvement of pedestrian infrastructure and of public spaces is essential to increasing quality of living

and travel safety in the city. Solutions of partial transformation into pedestrian pathways or reorganization

as shared-space or slow speed area (under 30km / h) should be adopted in the central area, which must be

thus valued (see action 1.3.3.1) as well as in residential neighborhoods (blocks of flats) that require

community pleasant hubs for pedestrians and cyclists, designed as "spaces for living and social interaction"

and not just as infrastructures for traffic.

Conditions for safe pedestrian movement must also be improved, including at railway crossings.


1.2.6.1. Pedestrian underground passage beneath railway between Traian and Cimitirelor streets;

1.2.6.2. Create / extend roads / areas favorable to pedestrians within neighborhoods: pedestrian

pathways, shared spaces or zones under 30 km/h. This category of streets’ reorganization needs to be

coordinated / integrated in rehabilitation projects part of action 3.1.2.1.

AP 2- Environmental protection and promotion of efficient use of resources including

energy efficiency measures at local level



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IP. 2.1 Investments in water and wastewater/rainwater collection to meet environmental acquis of

the European Union

At European level, public services of water supply and sewage goes through a period of major changes and

enjoys special attention from policy makers. There is an increasing awareness of the social dimension of

public services such as water supply and sanitation and the impact they have on social cohesion.

Water services and sanitation fall within the wider category of public services of general economic interest,

whose uniform regulation in the EU began by elaborating the Green Paper launched by the European

Commission for discussions in all member and candidate countries.

The quality of surface water intended for the procurement of drinking water, protection of groundwater

against pollution caused by certain dangerous substances, protection of waters against pollution caused by

nitrates from agricultural sources, the quality of water intended for human consumption, wastewater

treatment, water management at river basin level are matters governed by European Union directives. Their

provisions were transposed into Romanian legislation and must be fully implemented.

According to the proposed strategic vision for the development of the city of Satu Mare - Horizon 2025,

quality of the Someș river water is crucial for supporting the touristic feature of the city. The need to

improve water quality of the river Someș arises from the provisions of Directive 2000/60/EC - Water

Framework Directive which states that "Member States shall protect and enhance all artificial water bodies

and heavily modified water bodies in order to achieve a good ecological potential and a good chemical

status for surface waters within at most 15 years (2015) since the entry into force of this Directive ".

Reducing water losses in the distribution network of drinking water (about 35% in 20132) represents a

priority for Satu Mare due to social and economic reasons (cost reduction for the population) as well as due

to the need to reduce the risk of contamination of water supplied to consumers.

Specific objectives proposed for the investment priority 2.1 mainly focus on combating pollution of

Someș river waters by measures targeting generalization of passing of all wastewater produced in the city

(full connection to public services - water canal, avoiding the detour of WWTP when excessive rainfall)

through WWTP as well as on improving efficiency of WWTP (expansion and improvement of technical

processes in the plant, including improved management of sewage sludge).

To prevent direct concentrated discharge of treated water in the river area provided for tourism

development and to minimize the content of nutrients and organic matter from water discharged, the

proposal is to promote indirect evacuation of treated waters (spreading in the meadow area). This project is

subject to regaining public possession of the meadow area crossed by the draining pipe coming from the

WWTP Satu Mare.

Implementation of these actions would improve water quality and Somes river banks and ameliorate

groundwater quality. They also target long-term effects on drinking water quality restoration in the upper

groundwater layers. It thus helps to increase the quality of the natural environment by improving the

quality of natural tourism and leisure areas.

2TC APASERV Satu Mare - Annual Report 2013



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Both the European Regional Development Fund (ERDF)3 and Cohesion Fund (CF)

4 support investment

priorities aimed to preserving and protecting the environment, promoting the efficient use of resources by

"investments in the water sector to meet the requirements of EU acquis in the field of environment and to

respond to specific needs identified by Member States for investments that exceed these requirements.

IP. 2.2 Investments in waste sector to comply with European directives

Among main commitments of the Ministry of Environment and Climate Changes in the field of prevention

and management of waste5 are worth mentioning those relating directly to Satu Mare Municipality:

developing measures to encourage waste prevention and reuse, promoting the sustainable use of

resources;

increase the recycling rate and improve the quality of recycled materials, working closely with the

business sector and firms which recover waste;

In order to improve services for the public and business sector, National Strategy for Waste Management is

considering:

promotion of green areas;

supporting initiatives that increase awareness of people to reduce, reuse, recycle and recover waste

from households;

collaboration among local authorities to increase the efficiency and quality of collected waste,

making them easier to recycle and recover;

Collaboration between local authorities and the business sector to improve separate collection and

treatment of waste.

According to the above, the aim of NSWM is to orientate Romania to a “society of recycling” through:

prioritizing efforts in the waste management field in accordance with the waste hierarchy;

encouraging waste prevention and reuse for greater resource efficiency;

development and expansion of separate waste collection systems in order to promote high quality

recycling;

developing / implementing technologies / recycling facilities and / or recover with high efficiency

of extraction and use of raw materials from waste;

supporting energy recovery from waste, where appropriate, for waste that cannot be recycled;

reducing the amount of waste disposed of in landfills.

Much of municipal waste generated in Romania is represented by the bio waste (biodegradable garden and

park waste, food and kitchen waste from households, restaurants, caterers or retail stores compatible with

3REGULATION (EU). 1301/2013 OF THE EUROPEAN PARLIAMENT and THE COUNCIL from 17th December 2013 on the

European Regional Development Fund 4 REGULATION (EU). 1300/2013 OF THE EUROPEAN PARLIAMENT and THE COUNCIL from 17th December 2013 on

the Cohesion Fund 5November 6th, 2013 National Strategy for Waste Management 2014-2020 - NSWM (on 01-Jan-2014 the Act has

been approved by Decision 870/2013



83

waste from food processing units6). Storing this type of waste has adverse effects on the environment

(methane emissions, GHG contributing to global warming) and human health. Therefore, the Landfill

Directive requires a schedule to reduce the amount of biodegradable waste landfilled.

The need for a national policy for the management of sewage sludge7 has occurred as a result of

investments made or in progress for the construction and rehabilitation of treatment plants. Investments are

imposed by requirements of Romania's Accession Treaty to EU. It is estimated that in the coming years

sludge production will increase about five times compared to the current situation.

So far few operators of wastewater treatment plants in Romania have available recovery options for sludge.

Over 90% of sewage sludge produced in Romania is currently stored in sewage plants.

The lack of significant progress in the implementation of sustainable management methods of sewage

sludge is mainly due to the required costs (estimated at about 50% of the total cost of treatment) and

technical difficulties involved in new techniques of sludge disposal. It should not be neglected that in

sewage sludge, chemical compounds that prevent its exploitation for agriculture (just as an example) are to

be found. Sludge quality depends entirely on the quality and control of wastewater discharged into sewage

system.

To comply with EU legislation, operators of wastewater treatment plants must adopt sustainable

management (practicable, sustainable and efficient cost) which involves identifying the best treatment,

recovery and / or sludge disposal options.

Specific objectives of the investment priority 2.2 refers to actions which would significantly improve the

rate of separately collecting from households and firms the recoverable or recyclable waste in parallel with

local development of waste processing / recovering facilities to producing useful raw materials for the

industry.

In order to reduce the quantities of biodegradable waste disposed at the only ecological county landfill, the

proposed specific objective is to commission new composting plants (or plant expansion from Doba). Co-

composting of solid waste could be an option for recovery of sewage sludge subject to a strict control of

sewage discharge of wastewater containing heavy metals or other categories of toxic or hazardous

substances.

Proposed projects within the priority investment 2.2 are eligible for the CF and ERDF which support

"investment in the waste sector to meet the requirements of EU acquis in the field of environment and to

respond to specific needs identified by Member States for investments which exceed these requirements."

These actions would lead to a reduction in waste destined for the landfill from Satu Mare County and the

capitalization of part of the waste as fertilizer in agriculture, ultimately increasing the quality of the

environment by reducing the intake of pollutants in water bodies, soil and subsoil.

6Appendix 1 pt. 3 of Law no. 211/2011

7General Directorate MA SOP Environment: National Strategy for sludge management, Part III. (final version no. 2) -

National Strategy for management of sewage sludge (Project Code: SOP / 6 / AT / I.1.2010), February 2012



84

IP. 2.3 Supporting energy efficiency and renewable energy use in public infrastructure, public

buildings and housing in parallel with drawing up a strategy aimed to increasing the energy

efficiency at municipal level.

Emissions from energy represent most emissions of greenhouse gases (GHG), efficient use of energy

greatly contributing to the achievement of a low carbon economy and combating climate change. The

buildings sector is a major energy consumer and a major contributor to GHG emissions. Public buildings

and blocks of flats in Romania were built to low standards during the communist regime, and renovating

the existing housing stock has been neglected. The energy performance of public buildings and apartment

blocks is therefore very low, the levels of consumed energy placing the buildings sector among the most

significant sources of CO2 emissions.

Within the city of Satu Mare significant improvements are needed in the existing buildings stock, also in

public lighting to ensure both comfort and welfare of the inhabitants as well as sustainability of energy.

Specific objectives included in the investment priority 2.3 refer to both the thermal rehabilitation of public

buildings (including consolidation measures) and of the residential buildings as well as to the projects for

the promotion of renewable energy (solar, photovoltaics, geothermal sources) and public lighting scheme

(replacing incandescent lighting with efficient use of energy lighting , long life lamps providing

appropriate comfort).

Supporting energy efficiency, smart energy management and use of renewable energy in public

infrastructures including public buildings and in housing sector is one of the investment priorities of the EU

funds2014-2020 under the thematic objectives set out in Article 9 of Regulation (EU) 1303/2013,8

consistent with the needs of development and growth potential in Article 15 (1) (a) (i) of the Regulation

and set out in the partnership agreement.

AP 3 – Tourism and cultural heritage, including actions to improve the urban

environment, city revitalization, regeneration and remediation of contaminated sites

IP. 3.1Improving the urban environment, urban revitalization, regeneration and remediation of

contaminated sites and promoting measures to reduce risks to human health (including noise

reduction)

3.1.1. Reorganization and redevelopment of the central area

Reorganization and redevelopment of the central area for the rehabilitation of public spaces and of the

buildings stock, improving urban ambience, will result in an increased attractiveness of the area, a revival

of economic activities, overall a process of urban regeneration. The historic center can become a touristic

8REGULATION (EU). 1303/2013 OF THE EUROPEAN PARLIAMENT and THE COUNCIL from 17th December 2013 laying

down common provisions on the European Regional Development Fund, the European Social Fund, the Cohesion Fund, the European Agricultural Fund for Rural Development and the European Maritime and Fisheries Fund and laying down general provisions on the European Regional Development Fund, the European Social Fund, the Cohesion Fund and the European Maritime and Fisheries Fund.



85

attraction of the city which alongside with spa and leisure activities to represent an appealing "urban offer"

for locals as well as for tourists and investors.


3.1.1.1. Integrated Territorial Project (ITI) - rehabilitation of center area partially pedestrian,

improvement and expansion of pedestrian infrastructure, limited access for vehicles, parking

reorganization, infrastructure for cyclists: lanes, parkings etc., ecologic public lighting and rehabilitation of

utilities networks etc. (coordination with 1.2.6.1, 1.2.5.1, 1.2.5.2) 3.1.1.2. Modernization of the

Firemen Tower Park, Garden of Rome;

Redevelopment of recreational places will be designed with a view to increasing the attractiveness of

the city leading as well, to the progress of adjacent areas.

3.1.1.3. Rehabilitation of "Dinu Lipatti “Philharmonic;

Rehabilitation of the building of a cultural institution such as the Philharmonic brings up several

advantages, e.g. increased safety of spectators / pedestrians, improving the urban landscape and increasing

the attractiveness for tourists, including externally, as a result of organizing international concerts.

3.1.1.4 Investments for the capitalization of the Administrative Palace building terrace.

3.1.2 Regeneration / rehabilitation of some public spaces in residential collective neighborhoods

To increase the quality of housing, priority has to be given to the achievement, primarily within residential

areas collectiveneighborhoods, of small centralities playing the role of community interaction spaces,

suitable for both pedestrians and cyclists.


3.1.2.1. Integrated projects - redevelopment of public spaces favorable to non-motorized traffic

(pedestrian or bicycle) inside residential districts: pathways, shared-spaces or areas under ’30 (km/h) –

Solidarităţii area, Micro 14,15,16,17 area, district Carpaţi I, II.

These projects need to be correlated with interventions under 1.2.1.3.

3.1.3 Promotion of a sustained cultural life

3.1.3.1 The establishment and equipping of Puppet Theatre in Romanian language- theatrical

production is extremely important for an early age education. Lack of a Romanian language puppet theatre

requires its re-establishment either within the premises of an existing cultural institution or by renovating a

different building.

3.1.3.2 The establishment of the Summer Theater - establishment of the Summer Theatre - for the

promotion of quality entertainment of the population, namely the theater, as well as music, Satu Mare City

Hall aims to establishing a summer theater that draws broad categories of citizens, including from

neighboring villages by applying symbolic prices to hosted shows.



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3.1.4 Development of an integrated project sport – tourism - leisure, multifunctional hall on the

stadium plot of land

3.1.4.1 Development of an integrated sports - travel - entertainment, multifunctional hall on stadium grounds - taking into account the city's related endowment of a fairly advanced degree of wear for practicing sports and leisure activities and given the city position as capital of the county, promoter of cultural, sports, tourism and economic activities or, alternatively the necessity to build a multipurpose hall, to host various events, large scale, which would both serve to promote sports and culture among the city's population, as well as to attract tourists to these events. In addition, the facilities of the multi-purpose hall and the organization of international competitions / festivals will, as well, attract foreign tourists.

IP. 3.2 Sustainable capitalization of natural heritage for leisure and sport

3.2.1Spatial planning of Somes riverbed with a view to practicing / organization of competitions for

water sports (Somes corridor organized as spatial development ax at urban and metropolitan / regional

level) - Integrated Project (ITI)).

According to the proposed strategic vision for the development of the city of Satu Mare - Horizon 2025, the

river Somes corridor is of a crucial importance for supporting the touristic feature of the city.

The main destination for tourism purposes of the river sector which crosses Satu Mare city would be sport

and recreational navigation that requires a minimum fairway to provide suitable conditions for boats. The

river sector which crosses Satu Mare city has a high degree of artificialisation, the hydraulic works

undertaken to protect against flooding making the river bed look like a grinding canal but with banks

having a natural look. Lacking of habitat wealth, the sector of interest of the Somes river cannot

accommodate a varied ecosystem as it would be normal for a river of its size.

The river does not ensure the necessary fairway over the whole sector which crosses Satu Mare. There is

even an area where the riverbed is obstructed by the remains of an old demolished building.

The projects related to specific objective 3.2.1 aim primarily to cleaning the river bed of the construction

debris. The solution proposed seeks natural sustainability of navigation limited to a certain size under

conditions of increasing complexity of habitats and maintaining full current floods capacity transit. ERDF

and CF provide support for investment priorities aimed at promoting resource efficiency in terms of

conservation and environmental protection by:

o investment in the water sector to meet EU acquis in the environment and to meet the needs identified

by Member States beyond these requirements;

o preserve, protect, promote and develop natural and cultural heritage;

o protecting and restoring biodiversity and soil, and the promotion of ecosystem services, including

Natura 2000, and green infrastructure;

Planning river sector alongside measures to improve water quality (priority 2.1) will make the area more

attractive than at present (2014) for investments in spaces and facilities for recreation and leisure. The



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measure aims to ensuring quality of natural touristic and recreation area of the Somes river corridor by

improving and further by conservation of existing ecosystem.

3.2.2 Developing an integrated spa center by capitalizing geothermal waters - ITI - to Noroieni

(decontamination of sites available for this purpose owned by City Hall, the carrying out of

geological studies and of drillings, construction of pools and accommodation and treatment facilities

etc.)

Romania occupies third place among European countries in terms of geothermal potential, after Italy and

Greece9, however, a very small part of these resources are exploited and used as a source of heat or for

recreation and spa. Romania can boast a long culture of spa, especially as social services for retired people

and members of trade unions, categories for whom the know-how and anti-aging treatments have been well

established by research conducted over time, currently undervalued.

The presence of these valuable resources is punctually, spread across national territory especially in the

west of the country, including the county of Satu Mare which hosts about 30% of the geothermal waters of

Romania10

.

Underground water reservoir in the county of Satu Mare, in addition to high temperatures (25 ° C at

shallow to 80 ° C at depths of over 1 km) presents features of curative mineral waters containing

carbonated chlorosodic minerals with alkaline properties, low sulfur, bicarbonated. However, the

geothermal resource is modestly valued at the county level (by the resorts of local interest such as Tăşnad

and Acâș ) but not in Satu Mare city, where there is a single pool with thermal water for recreation

purpose.

In order to capitalize the underground geothermal resources in Satu Mare city to its highest value, it is

necessary to approach an integrated vision, thus, the development of a medical spa complex offering just

related services is no longer attractive for tourists, therefore, in order to meet expectations and trends, the

offer should be enriched with wellness and spa components.

Satu Mare city has all the characteristics desirable for the development of spa tourism with a leisure

integrated component, but it is also necessary a clear marketing positioning and the proposition of certain

products that can differentiate the municipality in order to allow the city to enter regional and national

competition primarily with county Bihor and secondly with the offer coming over the border from

Hungary. Developing an attractive spa center is closely linked to staff performance and the existence of a

more diverse offer to include a combination of services in all three areas of this type of tourism in order to

address a wider range of different consumers: health (thermal water treatments and complementary

products such as sludge, algae etc.), leisure (wellness and use of water in a playful manner - water park and

spa) and sport (fitness centers and spa).

Spa tourism builds increasingly its image on the preventive treatment of medical conditions, and on the

relaxation components, thus representing an increasing attraction worldwide. It is practiced by over 10

9http://www.geosee.eu/wp-content/uploads/2014/04/WP-3.1-Romania-final.pdf

10Study on the assessment of current renewable energy sources potential from

Romaniahttp://www.minind.ro/domenii_sectoare/energie/studii/potential_energetic.pdf



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million people and is manifested especially in Europe, distributed in several countries such as Germany (6

million), Italy (1,8 million), France (500.000), Spain (200.000). Regarding the wellness segment, it has a

more widespread popularity worldwide, also because of its more accessible character not necessarily

relying on local natural resources, with an estimated 100 million people who opt annually for such

services.11

Therefore, a combination of the two components, health and relaxation can be an appropriate

development of spa tourism rallied to new consumer needs and trends.

Strengthening of health tourism is encouraged as well by the European Union strategy for economic

development, therefore approx. 95 million euro will be allocated through ERDF within the ROP 2014-2020

for actions like the economic capitalization of the nationally and locally spa tourism potential and

investment in public touristic infrastructure for recreation. The investment objective is in line with the

rehabilitation of the Satu Mare’s historiccenter, the construction of bike trails within the city and to the

leisure areas, as a favorite travel mode so that tourists can benefit from an integrated package of services

and recreation.

AP 4 - Promoting an inclusive socio-economic environment and combating poverty

In Satu Mare, certain categories of people are more at risk of poverty and social exclusion than the general

population: these include women, children, youth, the elderly, people with disabilities, certain ethnic

minorities (especially Roma).

Living in disadvantaged communities presents numerous housing and of ensuring a decent living problems.

So far, infrastructure projects of social housing have not been accompanied by "soft" measures such as re-

professionalization, requalification and support of employment. Precisely for this reason, in order to reduce

the incidence and spatial concentration of poverty, it is necessary the development and implementation of

integrated plans to include, in addition to the mandatory measures, aimed at building / rehabilitation of

social housing as well as complementary interventions in education, health, social and employment related

services.

Besides genetic, environmental, economic and socio-cultural development factors, the population health is

also determined by access to quality health services, which depends almost entirely on health infrastructure.

In addition to medical services, social services infrastructure investments are equally necessary. Reducing

the size of the working population due to the negative dynamics of the labor market, migration of the

working age population etc. exert increased pressure on the social assistance system, determining new

demand for social services and benefits.

Provision for integrated health and social services will be sought after, offered in health and social units, so

that most exposed categories of people (people with chronic illnesses and low income, sick children from

low-income families and young people with certain illnesses coming from state institutions) to receive

support from the municipality. To meet the requirements necessary to achieve the objectives set for by

11

Masterplan for the development of spa tourism - http://turism.gov.ro/wp-content/uploads/2013/05/Masterplan-turism-balnear.pdf



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Strategy 2020 in social field, investments will be made related to the quality of infrastructure, of the

associated facilities aimed at enhancing prevention services, information, media etc. for the creation of pro-

active type of social services. The investment will be funded in the following fields:

o development of modern residential centers providing services on specified or unspecified

time periods which will secure an optimal framework for hosting and care for people in

need, besides boarding, other services can be provided in an integrated manner, personal

care and counseling etc.;

o development of non-residential centers, such as day centers, occupational profile centers,

recovery and social integration centers, and also services provided by social canteens,

social ambulance etc., due to offering of a wide range of services appropriate to different

types needs of beneficiaries;

o construction / rehabilitation / modernization / expansion of medical care infrastructure

(outpatient, emergency room facilities, medical centers, integrated social intervention,

etc.);

o equipping specific medical services infrastructure built / rehabilitated / upgraded /

expanded;

o rehabilitation / modernization / expansion of infrastructure services (non-residential

centers, day centers, respite centers, etc.);

o specific equipping of social services infrastructure constructed / rehabilitated / upgraded /

expanded;

o rehabilitation / modernization / expansion of infrastructure related to leisure, culture and

sport.

The implementation of such measures will have positive results in terms of both social and economic point

of view. Identification, at regional level, of rehabilitation projects, modernization and endowment of social

centers of various types will be made in accordance with the priorities set forth by sectorial strategies in the

field and by the Regional Development Plan.

IP. 4.1 Investments in health and social infrastructure which contribute to development, ensuring

inclusive access of disadvantaged categories of people to public services

This investment priority is addressing the most vulnerable people, identified through the SWOT analysis,

the research documentation and discussions with stakeholders. The provided measures aim for,at the same

time, the strategic directions set out at national, regional or European level in order to sustain the financial

effort of the city of Satu Mare with national or European funds.

National Strategy for Health for the period 2014 - 2020 sets out a number of priorities regarding public

health or health services. For the second category, the provided measures are those to whose achievement

can contribute also the municipalities, in cooperation with county councils managing the medical units.

Regarding the actions and measures that can be taken by Satu Mare City Hall in the field of health, closely

working with the County Council which coordinates health infrastructure is a must, so as investments

implemented for developing the field and attracting competent medical staff to fall under a unified

framework, especially since the city is the leading provider of integrated public services in the county.

According to the SWOT analysis, the elderly are one of the most vulnerable categories, both socially and in

medical terms. To meet their needs, the municipality could involve in the setting up of some medical and

social units, accessible for other vulnerable groups (e.g. members of low-income families).



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In the social field, the high number of low-income elderly requires greater attention to help them through

the creation of modern residential centers that provide diversified services and provide a decent life to those

assisted, who do not have capacity / ability to live alone, the extension of home delivered services for those

who want to live in their own home but cannot handle alone. It is desirable to carry out the measures

proposed by the municipality in cooperation with NGOs active in the field who have the required

experience and personnel.

SWOT analysis revealed a large number of victims of domestic violence. Given the scale of the

phenomenon and the fact that currently, these people do not receive professional help, is useful to be

created by the municipality of a support center, possibly in partnership with an NGO active in the field.

Social inclusion and employment growth targets represent major European objectives taken over by

national strategies. Related measures that lead to achieving the targets and hence of meeting the existing

needs, are addressing a wide range of vulnerable groups that can be supported on multiple levels.

The municipality may act in different directions, depending on the target group:

for young people coming from institutions, their integration into family housing will be considered, as well as training in specialized centers;

Roma people will be guided to qualify for a job in specialized centers, according to the skills and market requirements ;

individuals / families who have applied for social housing will be supported either in residential accommodation or social housing that could be newly built, rehabilitated or upgraded;

for people with disabilities, it will be considered the modernization / rehabilitation / equipment of specific social infrastructure. In addition, the idea of social economy will be promoted. The City Hall could become involved by modernizing and making available of some spaces with modest rent;

victims of domestic violence can be supported through a residential center, and also benefit of specific counseling;

persons returning from prison will be guided, qualified / retrained through a counseling and professional recruitment center, eventually in partnership with specialized NGOs;

IP. 4.2 Investing in education, skills and lifelong learning

Education and training are strategic areas in any modern society, creating conditions for starting a career

and essential in achieving the goals related to employment, social inclusion and standard of living. For this

reason, the Europe 2020 strategy sets as one of main objectives, investment in education, skills and lifelong

learning.

Education and Training Strategy for the period 2014 - 2020 establishes as national targets reduction of

early school leaving, increase the participation rate in tertiary education of young people 30-40 years,

promoting lifelong learning and increase of population participation rate in lifelong learning. A number of

measures related to training are provided at the county level or in the local action plan for vocational

education of Satu Mare County from 2013 to 2020.



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In the city of Satu Mare, amid increasing dropout, which increases unemployment among young people,

the city may act by modernizing school campuses, where low income youth can study, assisted by mentor

teachers, enjoy full boarding and practice extracurricular activities (sports, cultural, etc.).

For the young people with poor financial possibilities, residents in rural areas of the county, who choose to

study in the city, affordable boarding can be created. In addition, children from neighboring villages who

do not want to check in at the campus, transport could be ensured by the municipality under gratuity, based

on student badge on predetermined routes depending on the number of students from respective localities.

In support of mothers with young children who want to return to work, the municipality can ensure new

kindergartens places, in parallel with raising the educational act, all pre-schools, primary, secondary and

vocational education will be modernized and properly equipped (including libraries and laboratories),

knowing that, especially schools of arts and crafts, live a shortage of modern equipment to train

competences required by the labor market.

In view of urban regeneration, the municipality will be able to build or rehabilitate buildings to

accommodate social and community activities, cultural, recreational and sports.

AP 5 –Promotion of RDI and measures to boost local SMEs competitiveness

PI 5.1Support of scientific and technical university education

5.1.1 Support the development of technical university education

Following projects are appropriate for public financing:

granting public support for the setting up of some academic laboratories in the fields of interest;

providing university and research staff, if the case might be, with housing support;

financing the publication of scientific articles in high profile journals in the country and abroad;

providing free use of land / buildings for academic laboratories;

granting public support for the rehabilitation of laboratories in highschools for scientific

disciplines;

granting public support for rehabilitation / equipping / upgrading university campus according to

the law;

granting scholarships high school graduates with very good result who choose to pursue a technical

faculty in Satu Mare;

5.1.2 Supporting university education in areas that exploit local natural resources (food chemistry,

food industry, food safety, agronomy, environment protection, geothermal waters/energy etc.)

The city of Satu Mare is included in the elite pool of the 13 centers established by law as poles of urban

development.

This statute imposes certain responsibilities to the city in relation to a range of criteria such as: i) economic

development potential; ii) RDI capacity (universities, research institutes, centers of excellence; iii) adequate

business infrastructure; iv) accessibility (road, railway, airport, naval); v) public services; vi) capacity of



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administrative association.

Satu Mare Municipality needs to position itself not only as the economic engine of the county but as a

flagship city of region for technologies and activities which capitalize local resources transforming them

into high added value products and services.

In order to meet this goal, it is thus necessary for the municipality to strengthen support for the university

specializations which target and make use of local resources such as food chemistry, food industry, food

safety, agronomy, environment protection, geothermal waters/energy etc.

5.1.3 Support attracting students from county and regional level to pursue a technical faculty in Satu

Mare

According to the SWOT analysis, the great majority of students in the city of Satu Mare are enrolled in

economic and public administration faculties. In order to support the setting up of local research centers

with regional and national visibility, the number of local graduates from technical and scientifical

specializations should be substantially increased. Even though the Technical University from Cluj is

managing the extension in Satu Mare, the tradition still exists for the highschool graduates to attend

technical universities in well-established educational centers. It is thus important for the Municipality of

Satu Mare to support attracting students from county and regional level to pursue a technical faculty in Satu

Mare, and further, to remain and work in the city.

PI 5.2Support applied research within county / city of SM

5.2.1 Support the establishment of a regional center for applied research and continuous training in

the field of advanced design technologies and manufacturing in partnership with the Technical

University of Cluj Napoca


rehabilitation of a kindergarten building with destination regional center for applied research in

partnership with the Technical University of Cluj Napoca

5.2.2 Support the establishment of a regional center for applied research for the capitalization of

local resources (e.g. agronomy and food industry, environmental protection, renewable energy -

geothermal)


rehabilitation / modernization of a building with destination regional center for applied research in

order to capitalize on local resources in partnership with the County Council;

investment in equipping regional center for applied research;

5.2.3Attracting highly qualified specialists in the municipality SM (providing housing, transportation



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subsidies, etc.)


granting funding support by the town hall of Satu Mare for housing of highly skilled specialists

who choose to settle in Satu Mare;

granting reward for specialists from other areas who choose to conduct business activities in the

city of SM (as entrepreneurs in areas with high added value);

IP. 5.3Support the creation of new SMEs to exploit local resources and research results

5.3.1 Expansion of industrial parks / incubators


o creating an exhibition hall/space for SMEs (possibly setting up a "house of SMEs") especially for

SMEs which exploit through value added activities resources available in the area of SM especially in

the food industry, horticulture, agronomy, renewable resources, environmental unconventional

technologies, software etc. .;

o setting up thematic industrial parks with integrated environmental authorization so that SMEs with

related activities may not require additional authorization;

o building of a multifunctional spa center with European grant (including a geriatric treatment center)

and located in a former leisure area of the city (Noroieni);

AP 6 – An efficient public administration, orientated to citizens and businesses

IP. 6.1. Public administration to serve citizens including e-government

During the implementation of the Strategy measures will be undertaken to streamline the activities of the

Satu - Mare town hall in relation to citizens and businesses. In this respect it actions will encompass the

following:

o implementation of measures aimed at institutional management: changing internal procedures and

adoption of integrated management system and introduction of a new system of performance

indicators for the services provided;

o implementation of measures aimed at diversifying and increasing the quality of services provided by

the municipality to the taxpayers: creating one stop shop, extending electronic services, general

cadaster available on-line etc.

IP. 6.2. Building partnerships to design and implement the development strategy of Satu Mare

Municipality

Since the strategic document was done with the participation of broad categories of stakeholders, in order

for the interventions provided for in the actions plan to be implemented in a transparent manner, and the

results to be accepted by the community representatives, it is necessary to keep this collaboration by

creating working partnerships locally on projects topics or broader, depending on the nature of the

intervention.



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As certain measures must be integrated into interventions performed at regional level, the creation of

regional partnerships is also appropriate. Sharing experiences with similar institutions internationally can

also be required in adopting innovative and effective measures, already tested in similar contexts.

Satu Mare Strategic Agenda

Documents

Transcript of Satu Mare Strategic Agenda