Strong.action.Jena

Securing and expanding our ability to act

Key project 16 - Scenario 2030 - Financial sustainability

Action approach

The sustainable financing of all municipal tasks is an essential prerequisite for the growth and integrated development of Jena.

It is necessary to develop a financial sustainability strategy beyond the five-year planning periods of the budget and the municipal companies and, in particular, to harmonize the scope and content priorities of municipal investments with this.

The following tasks need to be solved:

• Further development and standardization of the financial management systems and controlling in the core administration, municipal enterprises and participations in order to enable holistic management.
• In-depth investigation of the relationships between growth, investments, financing and refinancing options as part of a "Scenario 2030" as a basis for political strategy decisions.
• Investments that contribute to growth and integrated urban development must be given priority in financing and funding management. They can also be financed to a limited extent by borrowing. However, it must always remain possible to reduce borrowing to zero again in a later phase without further growth.

Objectives

• Ensuring a permanently sound financial basis for the implementation of municipal tasks
• Improve transparency and support decision-making

Implementation status

As a growth concept, the "Scenario 2030" should form the basis for financial sustainability. External factors, above all the pandemic and the economic and social crisis caused by the war, have significantly changed the framework conditions. Scenario 2030 is currently undergoing further development, moving away from a pure growth concept towards an overall view of urban society, economic development, resilience and their financial reflection.

Coordinator

Martin Berger, Department 2 / Finance, Smart City Project

Key project 17 - Strategic management

Approach to action

Strategic management is required for the implementation of this integrated urban development concept and in order to deepen the topics set. It acts as an interface between planning, sustainable financing and implementation. This requires close and continuous cooperation with the Budget, Controlling and Organizational Development departments as well as the Communication and Internal Administration teams.

The tasks of strategic management include

• Ensuring interdisciplinary administrative communication
• Preparing relevant topics for the public relations department
• Ensuring the exchange between future topics in an annual steering meeting/future forums
• Funding management and financing
• Consolidation of monitoring data on urban development and evaluation

Goals

• Implementation and consolidation of the future topics
• Promotion of the interdisciplinary integrated approach

Coordinator

N. N.

Key project 18 - Management and participation control

Approach

The City of Jena has various organizational units and holdings in the form of municipal enterprises, companies and special-purpose associations to perform municipal tasks and provide private services.

As the interface between the municipal shareholdings and own enterprises, the administrative management and political decision-making bodies, the shareholding management takes on tasks of coordination and controlling. This is intended to ensure the influence of the City of Jena on the municipal companies and the achievement of joint strategic and financial objectives.

The tasks of investment management include the following:

• Contact person for the representatives of the City of Jena on the committees of the companies and for the managing directors or plant managers of the municipal companies
• Participation in the agreement of political-strategic and corporate objectives
• Participation in the agreement of general binding principles
• Optimization and further development of the investment portfolio
• Drafting articles of association, bylaws and rules of procedure in accordance with uniform guidelines
• Regular reporting (investment reports)

Objectives

• The city's ability to influence, manage and control the municipal shareholdings
• Ensuring transparency and information

Implementation status

• Reorganization of the investment management (2019)
• Cultural change: moving away from individual companies towards a municipal association
• Addition of segment reporting to the consolidated financial statements

Coordinator

Martin Berger, Department 2 / Finance, Smart City Project