• Compliance in defining the objectives - the final objective and the most important
parts of the process have to be completely clear to all participants and presented to
the public.
• Readiness of officials/decision-makers for cooperation and team work in the local
self-government and the community in general.
o Officials have to have vision, belief and political courage to react on other
people’s collective proposals
o There has to be willingness to allow for opinions of economic and political
subjects, authorities and the public, as well as to establish cooperation
among the aforementioned
• Understanding of the strategic planning process management, especially by those
who manage the process.
o Local staff and lecturers who know how to conduct strategic planning and
possess the know-how of the matter: planning of capital development, i.e. of
economic development and budgeting.
o Access to information necessary for the strategic planning process - people
who work on the realisation of the process are the ones who present the
information
o Identification of the need for external assistance
How strategic planning is realised at the local level?
The elected municipal management staff, with the assistance of the appointed staff,
should develop the strategic planning process and define what will become a part of
strategic planning and what will not. Considering this, the following has to be taken care
of:
Structure of the Municipal Strategic Planning Process
