City Development Strategies Volume 2

TBILISI CITY DEVELOPMENT STRATEGY
VOLUME II- final
Vision Strategic Objectives Programs and Projects Monitoring and Evaluation
Vision, Programs and Projects, Monitoring and Evaluation
Table of Contents
Message from the Mayor of Tbilisi ........................................................................................... 3 Introduction............................................................................................................................. 4 Elements of a Vision for Tbilisi ................................................................................................. 5 Tbilisi Vision............................................................................................................................. 5 Strategic Objectives ................................................................................................................. 6 Programs and Projects ............................................................................................................. 7 Programs .............................................................................................................................. 7 Projects .............................................................................................................................. 11 Management, Monitoring and Evaluation ............................................................................. 31 Management ...................................................................................................................... 31 Monitoring and Evaluation ................................................................................................. 33 Timetable for Project Implementation ................................................................................ 40
Annex A:
Maps
Volume II final version 20110905
page 2
Message from the Mayor of Tbilisi

Formulating the Tbilisi Vision is a celebration of our identity as a city and an exploration of our relationship with the rest of the world. Tbilisi starts its historical journey to accomplish its destiny as a global city.
Tbilisi 2030, a global city for global partners!
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Introduction
This document presents the vision, the four chosen strategic objectives, the 18 programs and 86 1 projects that the City of Tbilisi is interested to implement within the framework of the City Development Strategy 2030. The last paragraph concentrates on monitoring and evaluating the implementation of the City Development Strategy.
The document starts with an introduction of the elements that have led to the composition of the vision. On the basis of these elements two major statements are developed that show the direction of development for the City of Tbilisi. The statements are merged into the vision that indicates the position the City of Tbilisi wants to achieve by the year 2030. To make the vision operational it is translated into strategic objectives that guide the development of the city. The objectives refer to the findings and analysis as produced in Volume 1 - City Profile and SWOT analysis. The development objectives are translated into programs to guide the areas of intervention that are subsequently detailed into projects. The projects are prioritized to enable City Hall to determine where to put the limited resources to their best use. The physical plan, attached as a separate report, visualizes the projects from a spatial point of view. The plan presents the development considering the existing urban infrastructure, and the interrelationship established between proposed transport, public utilities, economic and social programs and projects. The vision, the strategic development objectives and the programs and the list of projects have been discussed extensively with stakeholder groups to ascertain their support. The last part of this document is formed by the monitoring and evaluation system. The institutional setting of the implementation of the CDS is of prime importance. This is described in the chapter on management. The chapter on monitoring and evaluation indicates the targets that are to be met by the year 2030 and how the achievements are to be measured. In this list of indicators, todays situation is regarded as the benchmark for future development. The city will prepare a Capital Investment Plan of Priority Projects separately to enable the City Council to decide on their implementation.
The number of projects can only be made final after all info has been received. page 4
Elements of a Vision for Tbilisi

The Tbilisi Vision finds its origin in the specific identity of the City of Tbilisi and envisages its position in the year 2030 on the international market.
The vision is based on a number of key elements that indicate the specific roles the city wants to play in future. These roles can be subdivided between an internally focused role for its citizens and an externally focused role for the region and the world. The city of Tbilisi intends to offer its citizens a high quality of life and provide services that will allow it to cater for the needs of its users. The city will be managed in a sustainable way, with an increase in service levels and a reduction in pollution levels and appropriate use of energy resources (renewable and non-renewable). In addition, the city intends to be attractive to tourists and business people alike, offering a conducive environment to do business in, provide a safe and profitable climate for investors and an attractive environment that shows the Georgian identity. The City of Tbilisi wants to:
Be a key player in the region Play a proactive role Be sensitive Be balanced
Connected to the world, globally competitive and attractive, an engine of the Caucasian region Dynamic, active and safe, with high aspiration and skills
Respectfully revitalized, carefully designed and built, environmentally friendly, open to its citizens A diverse metropolis, well managed, impartial and with a high level of service
Tbilisi Vision
Tbilisi, a world-class metropolis adapting to global challenges, a dynamic and trustworthy business partner, offering high-quality living within a sustainable and well-managed environment.
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Strategic Objectives
To ensure that the vision is operational, the city requires well-focused strategies that give direction to the activities City Hall is to undertake or to implement in order to stimulate other stakeholders to take initiatives. The city has developed four integrated strategies, one for each of the four sectors described in the City Profile. These strategies will guide the development of Tbilisi till 2030.
Strategic Objective 1 Worldwide Connected City:
Enhance the connectivity of Tbilisi as a strategic, well-equipped location between Europe and Asia.
To be an active player in this continuously changing globalizing world, it is of prime importance that the city is well connected in every sense of the word: physically, via Internet and via social media.
Strategic Objective 2 Competitive City:
Sustain an innovative and productive economy closely linked to the development of human capital.
The city is to determine which business clusters it will host and what facilities it needs to provide to become a key player. The city will create incentives that will stimulate innovative developments and research and take steps to ensure that the education system provides entrepreneurs with well-trained staff.
Strategic Objective 3 Attractiveness and Livability:
Improve the quality of the natural and built environment and sustain affordable urban services and utilities.
It is important for all users that the city is an attractive place: attractive to live in, attractive to visit and attractive to do business in. This implies that basic conditions such as the provision of water, gas, electricity, sewerage and solid waste management are in place and affordable, that the streets are clean and well maintained and that green and revitalization become guiding principles in the refurbishment of urban space.
Strategic Objective 4 Well Governed City:
Increase the performance of the public administration and citizens participation in the public decision-making process.
The major steps the administration took during the last five years need to be consolidated and made visible to the public at large. Clear performance indicators will help City Management to increase the transparency of the organization and determine what types of training are necessary to raise the capacity of its staff. The continuous involvement of citizens in public forums and the use of e-Governance to discuss programs and projects will close the gap between City Hall and the public.
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Programs and Projects

To make the strategies operational, City Hall has chosen 18 programs in the four vital sectors that each contribute to a particular section of the Vision. The list covers ongoing, prepared and proposed projects by international, national and municipal entities. In addition, the list indicates funding sources, including grants and loans provided by international organizations and funds originating from the private sector. At present, the list shows the project domain, the indicative location of the project, the funding source and the elements that form part of the project. The projects mentioned are composed on the basis of information obtained from different sources and organizations as well as from departments of City Hall. The CDS wants to be 2 the platform from which the coordination of all activities in the city will take place. The priority of projects is in line with the key trends and problem areas. A distinction is made between programs to be prepared to start in the short term (1-3 years), medium term (3-7 years) and long term (> 7 years). Funds should be secured for the short-term projects indicated as priority 1. In the lists the priority 1 projects have the code colour red. Priority 2 projects are indicated in yellow. Under the four strategic objectives we have developed 18 programs:
Programs
Strategic Objective 1 Worldwide Connected City:
Enhance the connectivity of Tbilisi as a strategic, well-equipped location between Europe and Asia.
Program 1.1 Accessibility and Mobility
The transport network is of paramount importance for the city, as it grants access to all visitors to Tbilisi. This program implements projects that relate to the expansion and improvement of the public transport system. In addition projects related to the road and rail infrastructure will contribute to the attractiveness of the city. Extra attention will be given to the intermodality of the transport systems and the ease of access for visitors (such as signboards in English). Program 1.2 City Net
The Internet is becoming more and more important in the present globalizing world. This implies that citizens need to have access to benefit from the efficient communication possibilities with City Hall; e-Governance is only possible if access is available to citizens. Investments in broadband and fiberoptic cable will increase speeds of communication Program 1.3 People Connected to People
Events offer possibilities for people to connect to each other and to experience the feeling of the joint identity of being a Tbilisian.
2
Priorities and funding sources are still to be established. page 7
Strategic Objective 2 Competitive City:
Sustain an innovative and productive economy closely linked to the development of human capital.
Program 2.1 Competitive Economy
For the City of Tbilisi to be a key player in the region, it needs to develop physical facilities for new technologies and industries that are attractive to national and international firms. Program 2.2 Creative Economy
The change in approach towards high-tech industries will be the breeding ground for additional research and science facilities in which innovative and creative minds can grow and assist Tbilisi in taking up its new role in the region. Program 2.3 Enterprising Economy
The small and medium enterprises (SMEs) will become the backbone of Tbilisis economy, with a wide diversity in products that can be manufactured in Tbilisi. To make this happen, the city is to continue the provision of a conducive environment. Program 2.4 Tourism Industry
Tourism can become an important part of the economy in Tbilisi, provided the right facilities are in place and the environment is such that tourists feel at home. First, the tourist market needs to determine which segment on of the market it wants to target. On that basis, requirements that meet the needs of the tourists can be detailed. In all cases, this implies an increase in the number of beds and a more informative climate with information offices and kiosks, policemen that speak at least one foreign language, signs that also inform non-Georgian speakers, and so forth. Program 2.5 Skilled Labor Force
In the present situation, supply and demand are not in balance. More research is required to determine training on the skills the SMEs and the bigger firms require. If Tbilisi wants to continue its drive for a more service-oriented society, it is of primary importance that labor is in place to make this happen. Also, a skilled labor force is required that can work in the more advanced production units that are part of a modern manufacturing industry.
Strategic Objective 3 Attractiveness and Livability:
Improve the quality of the natural and built environment and sustain affordable urban services and utilities.
Program 3.1 Green City
The public domain in Tbilisi needs additional green areas to make the city more livable. Although there are many squares and open spaces, the greenery in the city of Tbilisi is less than 5 per cent of the built up area, which is substantially lower than in comparable cities such as Prague or Amsterdam. The riverbanks offer an opportunity for more greenery and public use, rather than their current use as transport corridors.
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Program 3.2
Cultural Heritage
The Cultural Heritage can be divided into tangible and non-tangible items. The built heritage is the most visible part of the richness of the city and contributes to its identity. It is the urban fabric combined with the ensembles that determine the quality of the city. These need to be regenerated, taking both sustainability and identity into consideration. The development of arts and the creative industry and traditional products may offer additional opportunities. The program focuses on a sustainable way to manage and reuse the built urban heritage Program 3.3 Buildings and Housing
The quality of buildings and housing, especially in the light of environmental sustainability and energy efficiency, can be called poor. This offers an excellent opportunity through affordable mechanisms to upgrade public buildings as well as residential blocks. Program 3.4 Social Inclusion and Services
This program focuses on upgrading the health services in Tbilisi. Social services related to the provision of medication and other Out of Pocket expenses for clients of the health sector is an issue to be examined. In addition, a closer look at the education services reveals a possibility for upgrading in connection with the Sustainable Energy Action Plan (SEAP). A survey of the curricula of schools will determine whether the present curricula are still in line with the demands of the market. Program 3.5 Urban Transport and Traffic Management
Investments in the urban transport sector are planned. Upgrading public transport will give Tbilisi an additional asset, required to boost its attractiveness for visitors and business people as well as for its citizens. In addition, Traffic Management will contribute substantially to the environmental targets as indicated in the Covenant of Mayors and the SEAP. Program 3.6 Municipal Utilities
A well-performing system for solid waste management, sewerage and the provision of water, gas and electricity will enhance the attractiveness of the city. This program plans major investments in these areas. Simultaneously, the awareness-increase related to energy efficiency in relation with SEAP programs as a result of the planned awareness campaigns will enhance the performance of the city as a whole. Program 3.7 City Site Regeneration
In the northern and the southeastern part of the city, options for brownfield developments offer opportunities. Research will determine what measures are required to regenerate those sites to bring them in line with international standards. The measures will be implemented through different types of financing mechanisms, including PPPs. More research will divulge the extent of emergency measures required to be well prepared for natural hazards such as mud slides, earthquakes, flooding and the like.
Strategic Objective 4 Well-Governed City:
Increase the performance of the public administration and citizens participation in the public decision-making process.
Program 4.1 Urban Management
This program focuses on strengthening the operational capacity of the municipal organization. It aims at increasing the grip on the performance of the city administration to fulfill its role as facilitating agency in the development of the city as a whole.
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Program 4.2
Civic Engagement
The interaction between City Hall and the citizens is a prime condition for the success of the implementation of the CDS. Communication with the stakeholders is therefore a key element. The active and continuous participation of stakeholders in the decision-making process is a focal point. Program 4.3 Human Resource Development
This program focuses on the development of knowledge and skills of the staff of City Hall. By introducing clear benchmarking for the performance of City Hall, departments will know what will be expected of them and a Training Needs Assessment will reveal the required additional training of its staff to live up to the defined expectations. . 4.4 Public Finance The aim of this program is to increase the effectiveness of the financial system through the introduction of a multiyear budgeting system, to continue Capital Investment Plans and to increase the revenues of the city through a fair taxation system.
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Projects 3
OBJECTIVE 1: CONNECTIVITY
Program 1.1. Accesibility and mobility: Development and modernization of the transport infrastructure and multimodal nodes Title of the project Location Funding Recommended sources elements Increase capacity of the Tbilisi PPP 1. Extend/secure land Tbilisi International International up 2000 ha Airport Airport 2. Increase the cargo capacity to 20-40000 tons/year 3. Increase the terminal capacity to 1.5-2.5 mill /year 4. Adapt the airport facilities to match the new proposed capacities Construction of Tbilisi ZahesiDidi ADB 1. Road infrastructure northern ring road Lilo2. Connected works International (bridges, road Airport signalization, etc) Build Tbilisi Rustavi urban link TbilisiRustavi Gardabani Tbilisi bypass (Tbilisi Sea) ADB 1. Road infrastructure 2. Connected works (bridges, road signalization, etc) 1. Railway infrastructure 2. Environmental protection
No 1
Project code 1.1-a
Priority
1.1-b
Priority 1 1-3 years
1.1-c
1.1-d
Construction of the railway bypass
ADB
1.1-e
Multimodal transport nodes
International Airport Avlabari Didube (to be confirmed!)
ADB
1. Transfer stations from/to various traffic modes to the entire city/TMA
Annex 1 presents maps with the spatial distribution of the proposed programs and projects.
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Program 1.2. No 5 Project cod 1.2-a Priority Priority 2 3-7 years
City Net: Development of the Internet network Title of the project Location Funding sources Internet network Public City Hall and development institutions Internet Education providers institutions Hotels and commercial spaces Residential
Recommended elements 1. Underground cable (fiberoptic) 2. Street pavement modernization 3. WiFi - meeting places
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People Connected to People Enhance city values through people connectivity Title of the project Location Funding sources Olympic Village 2015 Tbilisi Sea PPP
1.3-b
Production of international cultural events
Theatres Opera house Philharmonic National Museums Sports arenas
Public, national and local, funds
Recommended elements 1. Sport facilities 2. Entertainment facilities 3. Accommodation for athletes 4. Green area 5. Public utilities 1. Classic music and ballet 2. Traditional music and dances 3. Jazz festivals 4. Concerts (pop-rock, etc)
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OBJECTIVE 2: COMPETITIVITY
Program 2.1. Competitive Economy: Development of high-tech industry, research and development facilities for national and international firms Title of the project Location Funding Recommended sources elements Clustered industrial Tbilisi PPP 1. Clean industrial parks (25 ha) International production (the airport 2. Business incubator area) 3. Specialized labs 4. Green spaces 5. Utilities Logistics parks (10 ha) Tbilisi PPP 1. Production space Rustavi 2. Warehouse space highway/railw 3. Green spaces ay 4. Utilities Business park Tbilisi PPP 1. Offices International 2. Conference rooms (the airport and facilities area) 3. Accommodation 4. Parking facilities 5. Green areas 6. Utilities Business Center City center PPP 1. Offices (first phase: 100.000 (former rail 2. Hotel accommodation sqm) station 3. Conference rooms In coordination with the location) and facilities project cod: 2.2-a and 3. Printing and copying 2.2-b center 4. Restaurants and shops 5. Parking facilities 6. Green area 7. Utilities
No 1
Project cod 2.1-a
Priority Priority 1 1-3 year
2.1-b
2.1-c
2.1-d
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Program 2.2.
No 1
Project cod 2.2-a
Priority
2.2-b
2.2-c
2.2-d
2.2-e
Creative Economy: Development of high-tech industry, research and development facilities for national and international firms Title of the project Location Recommended elements High-tech research and City center Public, 1. Offices development facilities (former rail national and 2. High-tech for national and station local fund infrastructure international firms location) 3. Facilities 4. Parking facilities 5. Green area 6. Utilities accommodation Establishment of a green Existing Public, 1. Curricula energy research institute universities national and development local fund 2. Expand existing EU-Joint capacity (spaces and operational equipment) program Expansion of the Existing Public, 1. Curricula education institutions in universities national and development 1. Media local budget 2. Expand existing 2. Arts and Design EU-Joint capacity (spaces and 3. Museum curators operational equipment) 4. Fashion (traditional program and modern) Establishment of a Existing Public, 1. Curricula research and universities national and development development institute local budget 2. Expand existing for the biomedical and EU-Joint capacity (spaces and pharmaceutical industry operational equipment) program 3. Create new facilities Establishment of campus Lisi lake area Public, 1. Education spaces for creative and national and 2. Labs innovative technology local fund 3. Hostel and arts 4. Canteen 5. Libraries 6. parking areas and facilities
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2.3-b
Priority 1 1-3 years Priority 2 3-7 years Priority 2 3-7 years Priority 2 3-7 years
2.3-c
2.3-d
Entreprising economy: Development of SMEs infrastructure ensuring diversity Title of the project Location Funding Recommended sources elements Establishment of District level, Public, 1. Offices Advisory Services and close to national and 2. Business facilities Training Centers governmental local fund 3. Training spaces and offices facilities 4. Parking spaces/facilities 5. Curricula dev. Business incubators District level, Public, 1. Productive spaces; close to national and 2. Equipments; governmental local fund 3. Logistics; offices 4. Parking spaces/facilities Strengthen the Arts & District level Local fund 1. Production spaces; Crafts production Historical 2. Selling spaces center 3. Arts & Crafts Markets 4. Parking spaces/facilities Establishment of agroDistrict level PPP 1. Selling spaces markets 2. Parking spaces/facilities 3. Utilities Establishing the processing and storing plant for fruits and vegetables Gladani (?) PPP 1. Production spaces 2. Storing facilities (cold/dry storing) 3. Parking spaces/facilities 4. Utilities
2.3-e
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Program 2.4. No 1 Project cod 2.4-a Priority
2.4-b
2.4-c
2.4-d
Tourism Industry: Enhancement of tourism facilities and hotel accommodation Title of the project Location Funding Recommended source elements Expand and diversify Airport Private funds 1. Information Kiosks Tourism Centers City center 2. Exhibition City Hall 3. Video facilities Website 4. Arts & Crafts Expansion of facilities for City center City Hall funds 1. Hotel accommodation business visitors (former rail 2. Conference facilities; station 3. Business facilities; location) 4. Restaurants, 5. Parking spaces and facilities Development of HomeCity center, City Hall fund 1. Accommodation Hotels and Hostels Historical and private 2. Guides areas (in the fund 3. Tourism management old housing (developers stock) or/and Nadzaladevi owners) Gladni Expansion of facilities for Citywide Private funds 1. Hotel accommodation midlevel tourists 2. Restaurants 3 Parking spaces and facilities 4. Guides Wellness and fitness cluster (incl. Geriatric educational center) Near Botanic park South-western Plateau of Tbilisi Sea Private funds 1. Hotel accommodation 3. Medical facilities 4. Special sports facilities 5. Restaurants 6. Parking spaces and facilities
2.4-e
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Program 2.5. No 1 Project cod 2.5-a Priority Priority 1 1-3 years 2 2.5-b Priority 1 1-3 years
Development of Labor Force: HRD for integration in the labor market Title of the project Location Funding source Expand vocational District levels Private funds training organizations Public funds
Develop and implement training for unemployed persons
District levels
Public, national and local, funds EU-Joint operational program
Recommended elements 1. Curricula development 2. Training spaces 3. Training facilities 4. Parking spaces and facilities 1. Training spaces 2. Training facilities and equipments 3. Training curricula
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OBJECTIVE 3: LIVEABILITY
Program 3.1. No 1 Project cod 3.1-a Priority Priority 1 1-3 years Green City: Increase the green and pedestrian areas Title of the project Location Funding source Development of Green Public - public City center Spaces/Parks partnership Khudadovi (coordination with the City Hall Forest SEAP Action P1/P1.1) budget and Dighomi Park districts Turtle Lake Roses Park Vere Park th 9 April Park Didgori district Botanic garden and Zoo Mizuri park Public - public rehabilitation and and Tbilisi Zoo partnership modernization City Hall (coordination with the budget and SEAP Action P1/P1.2) districts Green areas District levels Public - public development within the Around new partnership multistory paneland closed City Hall dwelling plots landfills, budget and (coordination with the Gldani and districts SEAP Action P2/P1.1) University Isani Samgori, DidubeChughureti District Redevelopment of City districts Public - public recreational facilities Gldanipartnership Nadzaladevi City Hall District budget and districts Establishment of an amusement park Vake Saburtalo Gldani PPP
Recommended elements Environmental islands Park regeneration Forest rehabilitation
3.1-b
Priority 1 1-3 years Priority 1 1-3 years
Green area development/rehabilitat ion
3.1-c
150 000 green plants 10 000 units of trees 11 400 units of trees/plants
3.1-d
3.1-e
3.1-f
Expansion of pedestrian streets
Historical center
PPP
3.1-g
Revitalization of the Mtkvary riverbanks
City center (first phase)
City Hall fund
3.1-h
3.1-i
Creation of green belts protecting against wind and dust Establish the green cadastre of Tbilisi
Zahesi (?)
Citywide
Public, national and local, fund City Hall fund
1. Green area 2. Recreational/sport facilities for the youth 3. Expand urban furniture and facilities 4. Utilities 1. Green area 2. Recreational facilities 3. Expand urban furniture and facilities 4. Utilities 1. Pavements 2. Street trees 3. Street lighting; 4. Urban furniture 5. Art works 1. Public spaces 2. Pavements 3. Urban furniture 4. Street lighting 5. Art works 10 000 units of trees
Soft PC equipments
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Program 3.2. No 1 Project cod 3.2-a Priority Priority 1 1-3 years 2 3.2-b Priority 1 1-3 years 3 3.2-c
3.2-d
3.2-e
Cultural Heritage: Conservation and prudent regeneration of heritage buildings and sites Title of the project Location Funding Recommended sources elements Rehabilitation/ Historical 1. Consolidation of the conversion and center structure conservation of building (with special 2. Faade stock attention for 3. Roof listed 4. In-side installations buildings) 5. Art decoration Providing information on City center City Hall 1. Street signs cultural heritage budget 2. Buildings signs EU-Joint buildings and sites 3. Tourist cultural maps operational program Develop Art Center City center City Hall 1. Education spaces Network Arghmashene budget 2. Workshops beli Ave. EU-Joint 3. Shops Kalaubani operational 4. Promotion Districts program Set up guidance City Hall City Hall 1. Methods provided for the historic budget 2. Materials areas EU-Joint 3. Building permission operational program Training center for City Hall 1. Curricula professionals and budget development laborers involved in EU-Joint 2. Training spaces rehabilitation and operational 3. Training logistics conservation works program
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3.3-b
3.3-c
3.3-d
Public Buildings and Housing: Improve and develop the city public building and housing stock Title of the project Location Funding Recommended source elements Energy efficiency Districts Public - public 1. Heating system rehabilitation measures partnership 2. Lighting for public administration City Hall 3. Refurbishment of buildings (coordination budget and buildings exterior with the SEAP Action districts structure MB1, MB2, MB3, MB4) 4. Renewable energy sources Energy efficiency Districts: Public - public 1. Construction rehabilitation of Zemo partnership (faades) multistory panel Chughureti City Hall 2. Heating pipelines apartments budget and 3. Basement pipelines (coordination with the districts 4. Metering system for SEAP drinking water, hot Action RB1, RB2, RB3, water and heating RB4) 5. Elevator repair/lighting Support registration and Districts: Public - public 1. Juridical support enhancement of the Didubepartnership 2. Data base condominium Chughureti City Hall 3. Training for associations Didgori budget and association districts representatives Private housing Ortachala Public-private 1. Apartments development partnership 2. Parking and garages City Hall land 3. Green spaces and developer 4. Public utilities funds 5. Access roads
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Program 3.4.
No 1
Project cod 3.4-a
Priority Priority 1 1-3 years
3.4-b
3.4-c
3.4-d
3.4-e
3.4-f
3.4-g
3.4-h
3.4-i
Social Inclusion Services: Development of medical, educational and social services in hygienic and safe locations Title of the project Location Funding Recommended source elements Rehabilitate the health Districts Public, 1. Hospitals urban infrastructure national and 2. Clinics (coordination with the local, funds 3. Diagnostic centers SEAP Action MB1, MB2, 4. Pharmacy MB3, MB4) 5. Energy efficiency measures Deliver free Medical City Hall fund 1. Clinics and labs consultations for annual centers in 2. Pharmacy checkups districts 3. Equipments Rehabilitate, modernize Districts Public, 1. Education spaces and diversify the national and 2. Sport facilities universities and the high local, funds 3. Workshops and school infrastructure libraries (coordination with the 4. Public utilities SEAP Action MB1, MB2, 5. Energy efficiency MB3, MB4) measures Rehabilitate, modernize Districts Public, 1. Education spaces and diversify the primary national and 2. Education facilities school infrastructure local, funds 3. Public utilities (coordination with the 4. Energy efficiency SEAP Action MB1, MB2, measures MB3, MB4) Rehabilitate, modernize Districts Public, 1. Education spaces and and equip national and facilities kindergartens/crches local, funds 2. Eating and sleeping (coordination with the facilities SEAP Action MB1, MB2, 3. Medical survey spaces MB3, MB4 4. Public utilities Citizens' involvement in Districts City Hall fund 1. Regular assessment the management of 2. Monitoring kindergartens and 3. Finance schools Adapt existing public Public City Hall fund 1. Parking spaces buildings and create buildings 2. Elevators facilities for people with 3. Building entrances physical handicaps 4. Toilets; 5. Bus stops and bus fleet Create new facilities for Districts level City Hall fund 1. Canteens economically vulnerable 2. Laundry groups, people with 3. Homeless shelters physical handicaps Temporary shelter City Hall fund 1. Accommodation provision 2. Installation 3. Equipment Cooperation with NGOs in operating the social services for vulnerable groups City Hall fund 1. Provision of food 2. Health assistance 3. Emergency situations
10
3.4-j
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Program 3.5. No 1 Project cod 3.5-a
3.5-b
3.5-c
3.5-d
3.5-e
3.5-f
3.5-g
3.5-h
3.5-i
10
3.5-j
Urban Transport and Traffic Management Increase mobility, quality and safety of the transport infrastructure Title of the project Location Funding Recommended source elements Develop transport Districts: Public-public 1. Roads/crossroads infrastructure, city roads Didubeprivate 2. Street trees (coordination with the Chughureti partnership 3. Street lighting SEAP Action G1, G2, S1) Didgori City Hall 4. Traffic lights budget, 5. Advertising billboards district budget Develop parking scheme City Center City Hall fund 1. Parking spaces aboveand facilities and underground 2. Garages and car services 3. Parking meters 4. Signing 5. Green spaces/trees Develop alternative Access to the City Hall fund 1. Urban Tram line traffic in the city Tbilisi Sea 2. Bicycle lanes Access to the Zoo-Mitzuri Park Left bank of the Mtkvary river Municipal transport City Hall fund 1. Public transport fleet improvement and renewal development 2. Alternative energy (coordination with the transport SEAP Action Y2, Y3) 3. New transport lines Implement integrated Districts City Hall fund 1. Computer/GPS traffic management Chavchavadze systems system (Traffic Control 2. Video monitoring Center) equipment 3. Display panels Extend the Vere river Gmirta ABD 1. Highway highway Moedani2. Signage Delisi Metro 3. Environmental station measures Build Didube Bridge DigomiABD 1. Bridge Saburtalo 2. Connection to existing Samtredia Str. roads and Gelovani 3.Signalization Ave. Construct Gorgasali Gorgasali ABD 1. Tunnel Tunnel Street 2. Connection to existing roads 3.Signalization Road construction to Rike- Shavi ABD 1. Road infrastructure increase mobility Zgvis Kucha 2. Street trees 3. Street lighting Extend the Metro line Vaja Pshavela- ABD 1. Metro line Universiteti 2. Metro station Metro 3. Installation 4. Equipment 5. Signalization 6. Access
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Program 3.6. No 1 Project cod 3.6-a Priority
3.6-b
3.6-c
3.6-d
3.6-e
Municipal Utilities Improve and extend the public utilities infrastructure Title of the project Location Source Recommended funding elements Drinking water sources Public, 1. Water source capacity modernization at national and 2. Pipelines international standards local, funds 3. Treatment plant 4. Labs for water quality monitoring Drinkable water network Didube Public-public 1. Pipelines modernization and Chughureti partnership 2. Metering systems development district City Hall 3. Pumping stations Budget and districts Sewerage network Didube Public-public 1. Pipelines for domestic modernization and Chughureti partnership wastewater development district City Hall 2. Pipelines for Budget and rainwater districts 3. Pipelines for industrial water Wastewater treatment Tbilisi Public-public 1. Specific investments plant: develop capacity treatment partnership (physical, chemical, and modernization plant City Hall and/or biological (coordination with the Budget and processes) and water SEAP Action WW1, districts quality monitoring WW2) Waste management Gladani 2 and City Hall fund 1. Waste handling and (coordination with the Iagluja transport SEAP Action L1, L2, L3) Nori landfill 2. Methods of disposal 3. Energy recovery 4. Equipment and technology
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Program 3.7.
No 1
Project cod 3.7-a
Priority
3.7-b
City Sites Regeneration and Hazard Risks Protection Reuse of polluted industrial sites and reduction of risks caused by natural disasters Title of the project Location Source Recommended funding elements Industrial brownfield Railway PPP 1. Site development for redevelopment station economic activities relocation 2. Access roads and public utilities Several Industrial sites with clear ownership Consolidate land-slide Zemo Public-public 1. Land consolidation prone areas Chughureti partnership: 2. Environmental Tbilisi city protection budget and the DidubeChughureti District
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OBJECTIVE 4. GOOD GOVERNANCE

Program 4.1. Urban Management: Strengthening the operational and marketing capacity of municipal public institutions Title of the project Location Source Recommended funding elements Establish an urban Tbilisi-wide City Hall 1. Demographic data observatory for decisionbudget 2. Urban infrastructure making support system data, land and building cadastre/public utilities cadastre 3. Social groups data 4. Economic data 5. Environment data 6. Computer system and software 7. Training Quality management Public City Hall 1. Performance (CAF or ISO 9001, 14001, municipal budget indicators for public etc) institutions International services and utilities funds 2. Improved monitoring (projects) of City Hall activities 2. Computer systems and specialized equipment 3. Job description 4. Training Establish a coordination City Hall City Hall 1. Staff unit for the CDS budget 2. PC equipments International implementation 3. Training funds (projects) Develop the Tbilisi EPA City Hall 1. International markets enterprise partnership budget and organization 2. Conferences, fairs
No 1
Project cod 4.1-a
Priority Priority 1 1-3 years
4.1-b
4.1-c
Priority 1 1-3 years Priority 1 1-3 years Priority 1 1-3 years Priority 2 3-7 years
4.1-d
4.1-e
Promoting Tbilisi globally
EPA
City Hall budget
4.1-f
Establish the Olympic municipality authority
City Hall
City Hall budget and Government financial support
1. Foreign investments 2. Tourists/visitors 3. Overseas students 4. Lobbying for Tbilisi 5. Business Link 1. Promotion 2. New permanent sports venues 3. Transport infrastructure and services 4. Reconverting the Olympic facilities for long-term use after the Olympic event
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4.1-g
Strengthen the financial management capacity of Tbilisi City Hall
City Hall
City Hall
1. Provision of hardware and software for accounting 2. Coaching and training
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Program 4.2. No 1 Project cod 4.2-a Priority Priority 1 1-3 years Priority 1 1-3 years
Civic Engagement: Impovment of communication and citizens participation Title of the project Location Source Recommended funding elements Develop the CDS City Hall fund 1. Computer system Interactive website 2. WiFi - meeting places
4.2-b
Enhance the toolkit for public participation
City Hall fund EU-Joint operational program
4.2-c
Strengthen the citizens information center facilities
City Hall fund
1. City Forum 2. Planning workshops 3. Community newspaper 4. Participatory budgeting 5. Participatory planning 1. Information Kiosk 2. Exhibition, libraries 3. Video facilities 4. Staff
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Human Resource Development: Development of civil servant knowledge and skills Title of the project Location Source funding Implement professional City Hall City Hall fund training for municipal EU-Joint staff operational program
4.3-b
Exchanges international experience with similar institutions
City Hall
City Hall fund EU-Joint operational program
Recommended elements 1. Training needs assessment 2. Curricula development 3. ToT programs 4. Training spaces and facilities 5. Monitoring and evaluation system 1. Conferences 2. Best practices 3. Associative structures
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4.4-b
4.4-c
Public Finance: Increase effectivity of the municipal financial system Title of the project Location Source Recommended elements funding Increase local budget City Hall City Hall 1. Municipal fees (casino, revenues budget construction, transport) 2. Municipal taxes (parking, advertising) 3. Selling, leasing municipal properties Improve tax collection City Hall City Hall 1. Taxpayers data bank budget 2. In advance payment bonuses Adopt participatory programming budgeting system City Hall City Hall budget 1. Allocation of the budget 2. Public spending projects 3. Spending proposals
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Management, Monitoring and Evaluation

Management
Implementation of the Tbilisi Development Strategy

Rationale and Objective
The City of Tbilisi has embarked on the composition of a City Development Strategy. This strategy encompasses a number of programs and projects that will substantiate the vision as laid down in the CDS document. To ensure that interaction between the proposed projects takes place and to optimize the effectiveness and impact of the Strategy, a Coordination Unit will form the executive body that will link all interventions in the City of Tbilisi. The objective of the Coordination Unit is to plan, guide and monitor the activities of the public and private sector stakeholders that relate to the implementation of the City Development Strategy as approved by the City Council on . The Coordination Unit is the entity that ensures that all stakeholders are aware of the links between the ongoing and planned projects. In addition, the Unit will act as initiator in the discussions on integration of activities and propose measures for optimization. The Unit will monitor the financial implementation of the Strategy. It will play a role in securing funds for planned activities.
Overall Management Structure and the Institutional Setting

The proposed management structure of the CDS implementation is made up of two levels: the decision-making level where the Steering Committee under guidance of the Mayor will provide the political commitment and the executive level where the day-to-day coordination of the implementation will take place. In the Steering Committee the Mayor, the Vice Mayors, the Deputy Mayor, representatives of the Tbilisi Council and, when required, line ministries will be invited to participate (depending on the project sector) to ensure coordination. A secretariat will ensure continuity and the provision of the necessary documentation. At the executive level a dedicated entity, close to the Mayor, will oversee and coordinate the implementation of the City Development Strategy in order to coordinate the ongoing activities. This entity will only be able to fulfil this role if adequate expertise is available in the form of an experienced urban planner, a real estate property manager, a financial controller. Sectoral coordinators, depending on the projects will monitor the execution of agreed projects, in line with the City Development Strategy. The coordination unit should meet with the Steering Committee on a quarterly basis on progress (financial and physical) and on experienced bottlenecks that require high-level decisions. A yearly report is mandatory. After auditing the report will be placed on the Citys website. The actual implementation of projects will be the responsibility of sectoral departments in close collaboration with line ministries where applicable. The Mayor of Tbilisi will implement the City Development Strategy. The Mayor will be assisted in the implementation by a Steering Committee consisting of: The Vice Mayor Two representatives of the City Council Three representatives of the private sector Three representatives of the non-governmental sector One representative of each of the six districts One representative from Rustavi
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One representative from Gardabani
The Steering Committee has the Coordination Unit as its executive body. The Steering Committee will convene at least twice a year, or at any other time it deems necessary.
Composition of the Coordination Unit, Role and Responsibilities

The Coordination Unit is an executive body that consists of: A team leader An urban planning and management expert A financial expert with real estate affiliations A legal expert Secretarial support To use the established the momentum brought about by the composition of this CDS, the executive body must start as soon as possible and has to be fully operational within one year. The CDS Coordination unit should start with sufficient resources, such as trained personnel, equipment and urban information organized in a data base (incrementally developed and updated). The main responsibilities are presented here in four blocks:
1. Coordination 1. To ensure that each projects objectives and activities are in line with the countrys/TMA current priorities. The main activity lies in the establishment of the ToRs for the individual projects. 2. To ensure that all stakeholders concerned with the implementation of individual projects understand their role and responsibilities under the project and the links with other projects. 3. To develop an effective roadmap for everyone involved with project implementation. 2. Executive Tasks 1. Prepare/update the operational plan. 2. Coordinate with procurement department and investments departments and guide them on preparation of required documents as per national building regulations/legislation or as prescribed by the international financial agencies. 3. Monitor the project implementation process in terms of time and budget allocation and expenditure. 4. Support production of multiskilled workforce matching national/international standards (training). 3. Supervision and Monitoring 1. Suggest suitable location/site for new construction. 2. Inspect the site to ensure that all the related rules, regulations and safety precautions have been followed. 3. Monitor the list of indicators in the CDS or approved by the City Councils 4. Monitor the quality of construction periodically to ensure that buildings are constructed in the safest and sturdiest manner. 4. Reporting and Documentation 1. Preparation of Reporting Formats, Checklists and Guidelines, as necessary to facilitate/supplement/document the various activities envisaged. 2. Preparation of Progress Report for City Hall and for financial agencies (including the final one). 3. Preparation of reports on a monthly basis.
Tasks in Detail
The Coordination Unit will compose a multiyear planning document in which all activities of City Hall and other stakeholders will appear. The Planning Document will describe the relation between projects and will indicate where and how
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collaboration between individual projects will be realized. The coordination unit will initiate discussions between responsible authorities in charge of the planned projects and will assist the implementing agencies in optimizing their planned activities. The Coordination Unit will instigate discussions with funding organizations to secure funds for projects that the Steering Committee has indicated with a priority status and that are not yet provided with sufficient funds. The Coordination Unit will monitor the progress of activities and will assist in the clearing of obstacles that hinder the timely implementation of agreed projects. The Coordination Unit will organize biweekly meetings with concerned stakeholders to disseminate information obtained on progress and financing. The Coordination Unit team leader will attend a weekly management meeting with the Mayor, the Vice Mayor and the Deputy Mayors, where he will be informed on ongoing and planned activities and will inform participants on encountered obstacles, the way these will influence the planned activities and will inform the meeting on the way these can be solved. The Coordination Unit will report on a quarterly basis to the Steering Committee on its past and planned activities. The year-plan will guide the coordination unit and will contain the targets for the running year. It will contain benchmarks that will allow the monitoring of the effectiveness of the Unit.
Qualifications of Staffing of the Unit

An Urban Management Expert, an Urban Finance Expert and a Legal Expert compose the professional structure of the Unit. For the leader/director of the Unit, preference is given to a person with an (international) Masters title in Public Administration, Business Administration (MBA), Urban Management or a similar field and with at least 15 years of working experience in managing complex procedures and processes. The following competences are of importance: Strategic insight, Politically sensitive, Politically un-liaised, Good network inside and outside City Hall, Proven experience in project implementation, Strong problem-solving abilities.
Monitoring and Evaluation

Monitoring activities are aimed at improving the efficiency and effectiveness of projects management during the strategy implementation stage. Evaluation refers to understanding the way planned resources were used, and the impact they generated on the short and long term. Monitoring and evaluation indicators are quantitative and qualitative, and cover efficiency, effectiveness and impact aspects. Efficiency aspects are measured by indicators describing how quickly and correctly a project is implemented, what the costs are, and what the ratio between the used resources (financial, human, technical, etc.) and the project output is. Effectiveness indicators measure to what extent the project contributes to reaching the strategy objectives. Impact indicators assess the projects contribution to community transformation/development, through the difference between the initial stage (before the project) and the situation after the project implementation.
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The efficiency indicators should be identified per project and monitored by the projects implementation units during the projects implementation, and by an external monitoring body, according to a monitoring plan that focuses on measuring outputs. The effectiveness and impact indicators are formulated in the following list, per type of projects, and should be monitored by a dedicated agency. The List of Indicators The mentioned indicators and figures are a first draft, to be discussed and finalized in close consultation with stakeholders. The term existing situation in this part implies that the present situation needs to be benchmarked to ensure that the effect of the intervention can be measured after implementation.
1. Connectivity
An increase of the capacity of the terminals of Tbilisi airport (passengers and fright) 60% more than the existing situation An increase in the number of passengers and fright on railway/highway 80% more than the existing situation An increase in the number of multimodal nodes 100% more than the existing situations An increase in the number of Internet connections per 1000 inhabitants 50% more than the existing situation
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2. Competitiveness Economic Infrastructure Projects

An increase of direct foreign investment rate 50% more than the existing situation A reduction of the unemployment rate 80% less than the existing situation An increase in the number of newly established SMEs 100% more that the existing situation An increase in revenues from the sale of the own products/services of SMEs 100% more than the existing situation An increase in the number of hectares for Industrial parks/Logistic centers 100% more than the existing situation An increase in the number of inventions and awarded patents 100% more than the existing situation An increase ininvestments in Research & Development 30% more than the existing situation An increase in the cooperation between private and public enterprises and research institutions 50% more than the existing situation An increase in the number of nights in hotels 60% more than the existing situation An increase in the number of rooms in the hotels 50% more than the existing situation An increase in the number of training courses/programs for unemployed people 100% more than the existing situation
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3. Liveable City
Green City
An increase in the number of green spaces (in hectares) 30% more than the existing situation
An increase of pedestrian areas 300% more than the existing situation An increase in the number of visitors to the Botanic Garden and Zoo 100% more than the existing situation
Cultural Heritage
An increase the number of renovated buildings in the historic center 200% more than the existing situation An increase in the publicity campaign/marketing instruments to promote built cultural heritage reuse 50% more than the existing situation An increase in the number of trained professionals/construction workers in the field of cultural heritage 100% more than the existing situation An increase in the number of established entities specifically working in the area of cultural heritage 100% more than the existing situation
Housing
A reduction in energy consumption 30% less than the existing situation an increase in the number of condominiums associations 50% more than the existing situation An increase in investments in renovations 100% more than the existing situation An increase in the number of new dwellings that comply with the energy efficiency measures 100% more than the existing situation
Social Inclusion
A reduction in the amount on energy bills 30% less than the existing situation An increase in the number of square meters of rehabilitated school spaces 100% more than the existing situation
An increase in the involvement rate of children in primary school 10% more than the existing situation An increase in the participation rate of the adult population to training programs 40% more than the existing situation
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An increase in the number of square meters of rehabilitated health spaces 100% more than the existing situation A reduction of the absenteeism rate due to health conditions 50 % less than the existing situation A reduction in the rate of mortality 10% less than the existing situation An increase in the number of people who have an annual checkup 30% more than the existing situation A reduction in the number of people with contagious diseases 15% less than the existing situation A reduction in the homeless percentage 30% less than the existing situation A reduction in the number of citizens living under the poverty line 50% less than the existing situation An increase in the number of projects for social services 30% more than the existing situation
Transport and Traffic Management

An increase in the number of hectares for organized parking 200% more than the existing situation A reduction of the commuting time within the city using public transport 20% less than the existing situation A reduction of the CO2 emission caused by public transport 50% less than the existing situation An improvement of the quality of the public transport fleet 100% more than the existing situation An increase in the length of public transport lines 50% more than the existing situation An increase in the length of cycling paths 100% more than the existing situation A reduction of the number of accidents caused by traffic 100% more than the existing situation
Municipal Utilities
An increase of the percentage of population (amount of dwellings) that have access to drinking water 20% more than the existing situation An increase in the time period (number of hours per day) of supplying drinking water 50% more than the existing situation
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A reduction of the number of diseases caused by the quality of water (if it the case) 30% less than the existing situation An increase in the wastewater plant capacity 40% more than the existing situation An expansion of the sewerage pipelines in the districts (primary and secondary system) 50% more than the existing situation The establishment of new recycling centers 100% more than the existing situation
City Sites Regeneration

A reduction of the number of hectares of polluted land 100% more than the existing situation
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4. Good Governance
An increase in the number of staff participating in training programs 30% more than the existing situation Respond more effectively to complaints and/or requests by citizens 30% less than the existing situation A reduction of the number of complaints by citizens 30% less than the existing situation. An increase in the number of visitors of the municipal website 50% more than the existing situation An increase in the number of public debates 30% more than the existing situation An increase in the percentage of revenues collected from local taxes 20% more than the existing situation.
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Timetable for Project Implementation

Project 2012 code Q1 Q2 Q3 Q4 1 Connectivity: 8 projects
1.1 Accessibility and Mobility 1.1-a 1.1-b 1.1-c 1.1-d 1.1-e 1.2 City net 1.2-a 1.3 People Connected to People 1.3-a 1.3-b
2013 Q1 Q2
Q3
Q4
2014 Q1 Q2
Q3
Q4
2015 Q1 Q2
Q3
Q4
2016 Q1 Q2
Q3
Q4
2017 Q1 Q2
Q3
Q4
2018 Q1 Q2
Q3
Q4
2019 Q1 Q2
Q3
Q4
2020 Q1 Q2
Q3
Q4
2021 Q1 Q2
Q3
Q4
Project 2012 2013 code Q1 Q2 Q3 Q4 Q1 Q2 2. Competitiveness: 21 projects

2.1 Competitive Economy 2.1-a 2.1-b 2.1-c 2.1-d 2.2 Creative Economy 2.2-a 2.2-b 2.2-c 2.2-d 2.2-e 2.3 Enterprising Economy 2.3-a 2.3-b 2.3-c 2.3-d 2.3-e 2.4 Tourism Industry 2.4-a 2.4-b 2.4-c 2.4-d 2.4-e 2.5 Development of the Labor Force 2.5-a 2.5-b
Q3
Q4
2014 Q1 Q2
Q3
Q4
2015 Q1 Q2
Q3
Q4
2016 Q1 Q2
Q3
Q4
2017 Q1 Q2
Q3
Q4
2018 Q1 Q2
Q3
Q4
2019 Q1 Q2
Q3
Q4
2020 Q1 Q2
Q3
Q4
2021 Q1 Q2
Q3
Q4
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Project 2012 code Q1 Q2 Q3 3. Livability: 45 projects
Q4
2013 Q1 Q2
Q3
Q4
2014 Q1 Q2
Q3
Q4
2015 Q1 Q2
Q3
Q4
2016 Q1 Q2
Q3
Q4
2017 Q1 Q2
Q3
Q4
2018 Q1 Q2
Q3
Q4
2019 Q1 Q2
Q3
Q4
2020 Q1 Q2
Q3
Q4
2021 Q1 Q2
Q3
Q4
3.1 Green City 3.1-a 3.1-b 3.1-c 3.1-d 3.1-e 3.1-f 3.1-g 3.1-h 3.1-i 3.2 Cultural Heritage 3.2-a 3.2-b 3.2-c 3.2-d 3.2-e 3.3 Public Buildings and Housing 3.3-a 3.3-b 3.3-c 3.3-d 3.4 Social Inclusion 3.4-a 3.4-b 3.4-c 3.4-d 3.4-e 3.4-f 3.4-g 3.4-h 3.4-i 3.4-j 3.5 Urban Transport 3.5-a 3.5-b 3.5-c 3.5-d 3.5-e 3.5-f 3.5-g 3.5-h 3.5-i 3.5-j 3.6 Municipal Utilities 3.6-a 3.6-b 3.6-c 3.6-d 3.6-e 3.7 City Sites Regeneration/Natural Hazards 3.7-a 3.7-b
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Project 2012 2013 code Q1 Q2 Q3 Q4 Q1 Q2 4. Good Governance: 12 projects

4.1 Urban Management 4.1-a 4.1-b 4.1-c 4.1-d 4.1-e 4.1-f 4.1-g 4.2 Civic Engagement 4.2-a 4.2-b 4.2-c 4.3 Human Resource Development 4.3-a 4.3-b
Q3
Q4
2014 Q1 Q2
Q3
Q4
2015 Q1 Q2
Q3
Q4
2016 Q1 Q2
Q3
Q4
2017 Q1 Q2
Q3
Q4
2018 Q1 Q2
Q3
Q4
2019 Q1 Q2
Q3
Q4
2020 Q1 Q2
Q3
Q4
2021 Q1 Q2
Q3
Q4
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Annex A: Tbilisi Maps Showing the Spatial Distribution of Programs and Projects
Map 1: Transport Infrastructure
1. Connectivity
1.1b 1.1d Consultant proposal
1.1e
1.1 d
1.3 a
1.1 e
1.1b 1.1a
1.1c
Volume II final version 20110905 pag 43
Map 2: Economic Infrastructure
2. Competitiveness
2.3 d-e
2.3 a-b-c 2.2 a-b-d-e
2.1-d
2.3 a-b-c
2.4c
2.3 a-b-c
2.4e
2.1-c 2.3-b 2.4- f 2.1a
2.3 d-e 2.1b
Map 3: Public Utilities and Services
3. Liveability
3.1-c 3.3-a
3.1g
3.1 a-d-e 3.1 a-b-d 3.1-c 3.3-a
3.1 a-b-d
2.4-c 3.2-a 3.4-f 3.5-b
3.1-c 3.3-a
3.3-d 2.4 e 3.1g

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TBILISI CITY DEVELOPMENT STRATEGY

VOLUME II- final

Vision Strategic Objectives Programs and Projects Monitoring and Evaluation

Vision, Programs and Projects, Monitoring and Evaluation

Volume II final version 20110905

Vision, Programs and Projects, Monitoring and Evaluation

Message from the Mayor of Tbilisi

Tbilisi 2030, a global city for global partners!

Volume II final version 20110905

Vision, Programs and Projects, Monitoring and Evaluation

Volume II final version 20110905

Vision, Programs and Projects, Monitoring and Evaluation

Elements of a Vision for Tbilisi

Be a key player in the region Play a proactive role Be sensitive Be balanced

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Vision, Programs and Projects, Monitoring and Evaluation

Strategic Objective 1 Worldwide Connected City:

Strategic Objective 2 Competitive City:

Strategic Objective 3 Attractiveness and Livability:

Strategic Objective 4 Well Governed City:

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Vision, Programs and Projects, Monitoring and Evaluation

Programs and Projects

Priorities and funding sources are still to be established. page 7

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Vision, Programs and Projects, Monitoring and Evaluation

Strategic Objective 2 Competitive City:

Strategic Objective 3 Attractiveness and Livability:

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Vision, Programs and Projects, Monitoring and Evaluation

Strategic Objective 4 Well-Governed City:

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Vision, Programs and Projects, Monitoring and Evaluation

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Vision, Programs and Projects, Monitoring and Evaluation

Project code 1.1-a

Priority 1 1-3 years

Priority 1 1-3 years

Construction of the railway bypass

Multimodal transport nodes

International Airport Avlabari Didube (to be confirmed!)

1. Transfer stations from/to various traffic modes to the entire city/TMA

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Vision, Programs and Projects, Monitoring and Evaluation

Program 1.2. No 5 Project cod 1.2-a Priority Priority 2 3-7 years

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Vision, Programs and Projects, Monitoring and Evaluation

Program 1.3. No 1 Project cod 1.3-a Priority Priority 2 3-7 years

Production of international cultural events

Theatres Opera house Philharmonic National Museums Sports arenas

Public, national and local, funds

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Vision, Programs and Projects, Monitoring and Evaluation

Project cod 2.1-a

Priority Priority 1 1-3 year

Priority 2 3-7 years

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Vision, Programs and Projects, Monitoring and Evaluation

Project cod 2.2-a

Priority 1 1-3 years

Priority 1 1-3 years

Priority 1 1-3 years

Volume II final version 20110905

Vision, Programs and Projects, Monitoring and Evaluation