Those societies which get into habit of not working, not producing but living

high first lose their honor, then their freedom and finally their future.
2

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

INDEX

>INDEX
ORGANIZATIONAL STRUCTURE OF ISTANBUL METROPOLITAN MUNICIPALITY ................ 6
SITUATION ANALYSIS AND METHODOLOGY........................................................................................ 6
STRATEGIC MANAGEMENT PROCESS IN ISTANBUL METROPOLITAN MUNICIPALITY ..... 7

ENVIRONMENT PLAN AND STRATEGIC PLAN RELATIONSHIP .................................................... 8

COMPONENTS OF STRATEGIC PLAN......................................................................................................... 9
STRATEGIC THEMES ......................................................................................................................................10
STRATEGIC LAYERS ........................................................................................................................................10
STRATEGIC GOALS ..........................................................................................................................................11
MAIN SERVICE AREAS WHERE STRATEGIC OBJECTIVES ARE EFFECTIVE ............................12
GENERAL MANAGEMENT AREAS WHERE STRATEGIC OBJECTIVES ARE EFFECTIVE ......13
FOLLOW UP AND ASSESSMENT ...............................................................................................................14

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

FROM THE MAYO

>FROM THE MAYOR

FROM THE MAYOR

Dear Istanbul Residents,

Planning is the rst stage for eective and ecient solution
of problems. Each and any Istanbul resident is aware that
unplanned initiatives started in the 1950s have created
chronic problems for the city. That is the reason why we set
planning as the rst item of the agenda when aspiring to serve
Istanbul.
With this awareness in mind, we prepared Strategic Plan
2010-2014 which may be regarded as our 2nd ve-year term
of service aer the Strategic Plan 2007-2011. We incorporated
all local actors in Istanbul into the process by pursuing a path
encouraging participation while making this plan. We drew
a consistent roadmap providing solutions for every segment
of the society and taking the city to the future. Therefore, we
made this current strategic plan by taking into consideration
our previous 1/100.000 scale Istanbul Environment Plan.
Thus, we have a roadmap in hand providing solutions not
conicting with each other while resolving the problems of
Istanbul and having accurate estimations on the results.
We started the preparation of the plan by analyzing the
situation in the city and the expectations of Istanbul residents
rst. These analyses lighted the way for us in order to determine
the point we are now and the point we will reach in the future.
The satisfaction ratios of the residents, 77 percent in average
for our services in general and 81 percent in transportation,
a very specic area, show that they also appreciate our
services based on plans. Reports issued by international
rating agencies also conrm that our Municipality has a high
budget performance, expense exibility and a socio-economic
view which is above the country average. Satisfaction derived
from our services and the powerful support we have in order
to ensure the continuation of these services motivated us
positively at the preparation stage.

We determined our primary strategic objectives that will

ensure us to reach our strategic goals. We also determined
together with our stakeholders our main activities we will
perform according to determined strategic objectives, the
indicators with which we will follow those activities and the
objective values of such in accordance with our approach
of ensuring participation. We will follow up the results of
the implementation cautiously with annual performance
scorecards of our municipality and its departments.
I wish that Strategic Plan 2010-2014 will conduce to good
services and extend my gratitude to the valuable members of
our council contributing to the preparation process of the plan.
I also extend my love and respects to Istanbul residents.

Kadir TOPBA

Mayor
Istanbul Metropolitan Municipality

We prioritized social, environmental and economical

sustainability theme while making our organizational strategic
plan. We focused on accessibility, productivity, participation
and eectiveness themes in the oering our services. In
accordance with our vision, we grouped our strategic goals
determined in this term of service under three main titles:
Our service commitments in our main service areas for
all our stakeholders with a service-oriented approach
Implementation and methods used while fullling those
commitments in accordance with operational excellence
approach
Our goals on eective management of physical, nancial
and human resources

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

ORGANIZATIONAL STRUCTURE OF ISTANBUL

METROPOLITAN MUNICIPALITY
The administrative structure of Istanbul Metropolitan
Municipality is comprised of the municipal council, municipal
committee and the mayor pursuant to Municipality Law No.
5393 and Metropolitan Municipality Law No. 5216.

Istanbul Metropolitan Municipality Council

Istanbul Metropolitan Municipality Council is the decision
making body of the Istanbul Metropolitan Municipality.
The Council is comprised of members elected directly by the
public and members coming from provincial municipality
councils which comprise one h of the total members.
Metropolitan Municipality Mayor is the chairman of the
Metropolitan Municipality Council.
Municipal Council basically is responsible for establishing
general service policies and strategies such as the approval of
strategic plan and activity reports, determination of budget and
performance standards and approval of city environmental
plan and zoning plans.

Istanbul Metropolitan Municipality Mayor

Istanbul Metropolitan Municipality Mayor is the chairman
of the Municipality administration and the representative of
its legal entity. He is directly elected by the voters within the
borders of the metropolitan municipality.
Istanbul Metropolitan Municipality Mayor is responsible for
managing the municipality in accordance with the
strategic plan;
directing and administrating Municipality resources
and organization;
implementing the decisions taken by the
Municipal Council and Municipal Committee.

Istanbul Metropolitan Municipality Committee

Metropolitan Municipality Committee is comprised of ve
members elected from the members of the council via secret
voting by the Municipality Council chaired by the Mayor for
one year and also includes ve members to be elected by the
Mayor among the head of departments.

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

The Municipal Committee evaluates the strategic plan and

budget and nal account and presents its opinions to the
Municipal Council, makes decision on expropriation and
tenders, decrees on the penalties to be imposed as a result
of the audits and implementations of Bosphorus zoning
applications.

SITUATION ANALYSIS AND METHODOLOGY

Preparation works for Strategic Plan 2010 - 2014 started in
November 2008. Process analysis completed in 2008
constituted a fundamental basis for the works on situation
analysis.
City analysis was conducted to create a foundation for
the historical development, metropolitan development and
current city management structure and presentation of a
general view on Istanbul and Metropolitan Municipality.
Legal obligations and legislation analysis was
conducted to create the legal foundation of the services.
External environment analysis was conducted on four
main dimensions: Political, economic, social and technological
analysis. For each dimension, plans for countries, regions and
cities and plans and programs of the 9th Development Plan,
European Urban Charter etc. were examined and these were
used as inputs for works on the determination of objectives
for service areas.
Scenario analysis were prepared for main service
areas in cooperation with the relevant non-governmental
organizations, universities, public organizations, private
enterprises and expert sta of the Metropolitan Municipality
were used as guidance while determining the objectives.
Stakeholder analysis were evaluated under three subdimensions: Opinions of citizens, corporate stakeholders and
employees.
Analysis on the opinions of citizens carried out on main
service areas revealed that the general satisfaction level of the
citizens beneting from the services of IMM is 77%. Opinions
of citizens were taken into consideration while creating the
service-orientation and operational excellence dimensions
of the strategy maps.
Analysis of the results of the survey conducted for the opinions
of the employees revealed that 86% of all employees are
very pleased and pleased to work at Istanbul Metropolitan
Municipality.
Intra-institutional analysis was carried on human,
nancial, physical and technological resources and showed the
general structure and contributed especially to the creation of
SW (strong, weak) dimensions of SWOT analysis.

Figure 1. Preparation Process and Outcomes of Strategic Plan

Following the SWOT analysis, 1 cooperate scorecard and

19 service scorecards were developed in comply cooperate
strategy map based on Balance Scorecard methodology.
The mission, vision and values of the previous term have been
kept also for the strategic plan 2010 - 2014. However, special
attention was paid for all prioritized strategic goals in the
organizational strategy map for 2010-2014 to support a high
level common goal; increasing the quality of life.
The strategic goals in the organizational strategy map were
determined in all strategic layers by taking into consideration
the strategic themes. Commitments made to stakeholders
were dealt with on the basis of main service areas (MSA) at the
layers of service-orientation. Strategic goals related with the
methods/practices to be taken into account while fullling the
stakeholder commitments on service areas were determined
at the layers of operational excellence. Strategic goals related
with the priority areas for management/assessment of
resources while realizing the implementations were dened
in the third and last layers, ecient resource management.
In the subsequent stage, transition from strategic goals into
strategic objectives were ensured by preparing main service
areas and general management area scorecards by taking
the strategic goals in the organizational strategic map as a
basis. Aerwards, activities/projects and indicators supporting
strategic objectives were determined, and scorecards about

main service areas and general management areas were

created by establishing a connection between them and
the strategic objectives. As a result of these works, 17 goals,
88 objectives, 356 activities and 674 indicators have been
established throughout the organization. In order to support
the regular follow-up and assessment of scorecards, indicators
for each objective and objective values, measurement
frequency of these data, data resource and data ocers have
been identied.

STRATEGIC MANAGEMENT PROCESS IN

ISTANBUL METROPOLITAN MUNICIPALITY
Harmonization of the following management tools with each
other was tried to be achieved while building the strategic
management process in Istanbul Metropolitan Municipality.
Strategic Plan
Performance Program
Budget
Investment Program
The process ow of the strategic management process
including these management tools realized by the bodies and
departments of the organization is given below.

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

Figure 2.

Istanbul Metropolitan Municipality Strategic Management Processes

ENVIRONMENT PLAN AND

STRATEGIC PLAN RELATIONSHIP
The themes and strategic goals determined in the
Organizational Plan were associated to the components of
city vision identied for service areas in 1/100.000 scale
Environment Plan.
In city environment plan, vision of the city was dened as
Establishing a globally strong city identifying itself with its
historical, cultural and natural identity values, prioritizing
mainly the superior qualities in the areas of culture and tourism,
reecting the principles of environmental, social and economical
sustainability to the locality and thereby, increasing the quality
of life, turning its economic structure into an economy based on
science and technology and focusing on trade and services and
utilizing its organizational and spatial plans eectively while
establishing an ecient city management/administration
ensuring participation

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

Figure 3.

Basic Components of City Vision Identified as per City

Environment Plan

The following table 1 shows which components of the city vision plan specied in the Environment Plan are supported by which
strategic themes and strategic goals in the organizational strategic plan in accordance with the main service areas and general
management areas.
Table 1. Environment Plan and Organizational Plan Relationship

Organizational Plan Relationship Framework

Strategy Development
SG.17
SG.17
SG.17
SG.17

SG.17

SG.17

Organizational Audit
SG.17
SG.17
SG.17
SG.17
SG.17

SG.16
SG.16

SG.17

External Aairs Management

Ailiates Management
SG.15
SG.15
SG.15

SG.14

SG.15

SG.15

SG.14

SG.13
SG.13
SG.13
SG.13
SG.13

SG.12

SG.11
SG.11

SG.11

SG.10
SG.10

SG.11

SG.15

Public Relations and Communications Management

Human Resources Management

SG.13

Supply Management

Information Management

Financial Resources Management

SG.10

SG.9
SG.9

SG.10

SG.8
SG.8

SG.10

SG.7
SG.7

SG.9

SG.6
SG.6

SG.9

SG.8

SG.9

SG.6

SG.9

Project and Implementation Management

Disaster Management

City and Social Order Management

Cultural Services Management

SG.6

Transportation Services Management

Urban Development Management

Environmental Management
SG.5
SG.5

SG.5

SG.2

utilizing the organizational

and spatial plans as an
eective tool

SG.2

ensuring eective
and participatory city
management

SG.1

SG.1

turning economic structure

into an economy based

science and technology

oriented trade and services

SG.7

General Management Areas

SG.6

Health Services Management

SG.4

Social Support Services Management

reecting the principles of

environmental, social and
economical sustainability
to the locality

SG.3

SG.2

SG.1

Putting its superiority in

the areas of culture and
tourism to the fore

SG.1

SG.1

Eectiveness

Accessibility

Participation

Productivity

identifying itself with

historical, cultural and
natural identity values of
the city

SG.1

A Globally Strengthened City with High Quality of Life

Main Service Areas

City Vision Component

Sustainability

City Vision

Strategic Themes

* SG : Strategic Goals

COMPONENTS OF STRATEGIC PLAN

VISION
The leading and pioneering municipality which makes
Istanbul, the apparent face and opening gate of Turkey to
the world, a sustainable city with a high quality of life by
patronizing its unique heritage.

MISSION
Render the local services with a fair, high-quality, open
minded, eective and ecient understanding of management
by fullling our historical responsibility towards Istanbul,
the meeting point of civilizations, with the aim of increasing
its quality of life, strengthening its authentic identity and
making it one of the major cities of the world.

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

VALUES

STRATEGIC THEMES

Equity
Our municipality has adopted the principle of acting in full
compliance with applicable laws and treating all stakeholders
equal in rendering the public services.
Condence
Our municipality gives priority to gain the condence of
citizens of Istanbul, its personnel and the stakeholders and to
deserve and maintain this condence at all times.

Five basic themes taken into consideration while determining

the objectives for the Istanbul Metropolitan Municipality
Strategic Plan 2010-2014 are given below:
Table 3.

Strategic Themes

Strategic Theme

Social/Environmental/
Economic Sustainability

The aim is to protect cultural

heritage and natural structure of
the city, and contribute to the
ght against global warming and
adaptation to climate change in all
works to be realized in all service
areas. The principle of permanence
of the city is adopted for satisfying
the needs of the city and its citizens.

Accessibility

This is the principle suggesting the

easy access to all services by all
citizens including disadvantageous
groups from dierent regions of the
city.

Productivity

This is the principle suggesting the

utilization of the methods to yield
the maximum benet with the
minimum input for performance
of all activities with the high
responsibility approach of public
resources.

Participation

This is the principle suggesting

the strengthening of contribution/
participation
of
external
stakeholders in critical activities
and decisions and coordination /
sharing among the departments of
the organization.

Eectiveness

This is the principle suggesting

the regular follow-up of the results
and outcomes of organizational
activities, assessment of the level
of achievement of outcomes
regarding the fulllment of goals
and objectives and tracking the
planning, implementation and
results of required improving/
preventive activities.

Transparency
Our municipality considers being transparent and accountable
in rendering the public services essential.
Quality
It is essential to ensure that the services rendered by our
municipality meet the requirements and expectations of our
citizens in a high-quality and optimal manner.
Eciency
Our municipality considers utilization of available resources
in accordance with the principles of eciency, eectiveness
and thriiness.
Participation
Our municipality considers communicating with all parties
concerned in planning and rendering the public services by
meeting its stakeholders on a common axis to ensure social
dialogue, participation and adoption essential.
Leadership
We consider being a determined, self-condent, courageous,
innovative and pioneering municipality essential.

STRATEGIC LAYERS
Table 2.

Strategic Layers

Strategic Layers
Service-Orientation

Operational Excellency

This is the layer including the

methods/business practices to be
applied for rendering the services
to be oered to stakeholders. The
strategic goals/objectives for this
layer are related with the activities
required to be performed in the best
possible way in order to support
service commitments.

Resource Management

10

Denition
The "orientation on services"
oered to stakeholders has priority
among the commitments made by
the organization.

The strategic goals/objectives in this

layer are related with the activities
requiring the eective and ecient
utilization of human resource,
nancial resources and other assets
such as information technology,
equipments etc. to be included
in the process while fullling the
commitments made to stakeholders.

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

Denition

Compliance of all goals and objectives with one or more than

one strategic theme was required while determining them.

STRATEGIC GOALS
Principles of 1/100.000 scale City Environment Plan were taken as basis while preparing Strategic Plan 2010-2014. Special
importance was given to adoption and implementation of all objectives supporting the principle of Social, Environmental and
Economic Sustainability forming the basis of this plan by all departments. Strategic goals of Istanbul Metropolitan Municipality for
2010-2014 are shown below in Organizational Strategy Map for 2010-2014:

Figure 4. Istanbul Metropalitan Municipality Strategic Map /2010-2014

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

11

MAIN SERVICE AREAS WHERE

STRATEGIC OBJECTIVES ARE EFFECTIVE
MAIN SERVICE
AREA
URBAN
DEVELOPMENT
MANAGEMENT

TRANSPORTATION
SERVICES
MANAGEMENT

SOCIAL SUPPORT
SERVICES
MANAGEMENT

HEALTH SERVICES
MANAGEMENT

ENVIRONMENTAL
SERVICES
MANAGEMENT

CULTURAL
SERVICES
MANAGEMENT

CITY AND
SOCIAL ORDER
MANAGEMENT

DISASTER
MANAGEMENT

12

STRATEGIC GOALS

STRATEGIC OBJECTIVES

Realizing Infrastructure Works to Enable Planning

Extending Integrated Planning Approach and Practices
Enabling Urban Transformation Practices
Extending Practices Supporting Aesthetical Aspects of the City
Enabling Housing Audits
Protecting Natural, Historical and Cultural Values in Bosporus and therefore, Making them
Suitable for Public Utilization
Extending Public Transportation and Increasing Its Comfort
Strengthening Transportation Infrastructure
Managing Traic Eiciently
SG2.Providing Economic, Fast, Safe
and Comfortable Transportation
Extending Environmentally-Conscious Transportation Services and Projects
Service
Strengthening Coordination among Planning, Project Preparation and Implementation
Departments
Strengthening Cooperation with Stakeholders on Transportation Services Management
Enabling and Extending Services for Disadvantageous Groups
Enabling and Extending Vocational Course Activities
Increasing the Accessibility to Services in Municipality Facilities
SG3.Developing and Extending
Support Services for Social Needs of Turning Shanty Houses on Municipality Parcels into a Settled Area
City Residents
Strengthening Cooperation with Stakeholders and Volunteers on Social Support Services
Increasing Service Level of Funeral and Cemetery Services
Strengthening Coordination among Social Support Departments
Enabling and Extending Protective Health Services
SG4.Contributing to Sustainable
Contributing to Eicient Provision of Prehospital Emergency Health Services
Development of Life Quality in Health
Enabling and Extending Preventive Health Services
Services
Contributing to Eicient Fight Against Zoonotic Diseases
Extending Environment Protection Practices
Enabling Waste Management
SG5.Providing a Sustainable Healthy Enabling and Extending Activities for Renewable Energy and Energy Eiciency
Environment
Extending Green Zones
Developing Practices for Prevention of Marine Pollution
Strengthening Cooperation with Stakeholders for Environmental Management
Increasing Accessibility to Cultural Services
Increasing the Awareness for the Richness of Cultural Life in Istanbul
SG6.Contributing to Protection and
Increasing the Number of Practices for Protection of Cultural and Natural Assets
Promotion of Cultural Heritage of City
Enabling Culture Tourism Activities
and Enrichment of Cultural Life
Strengthening Cooperation with Stakeholders on Cultural Services Management
Strengthening Coordination among Cultural and Promotion Service Departments
Enabling Audits on Social Order
Enabling Environment Protection Audits
Enabling Audits on City Aesthetics
SG7.Contributing to Improvement
Increasing and Enabling Activities for Protection of Consumer Rights
and Extension of City and Social Order
Establishing an Eicient System for Follow-up of Audit and Implementation Outcomes
Strengthening Coordination among Audit and Implementation Departments
Strengthening Cooperation with Stakeholders and Volunteers on Audit Services
Performing Activities to Prevent/Decrease Damages
Increasing the Capacity for Disaster Response
SG8.Developing the Capacity of
Increasing the Performance for Disaster Response
Disaster Response and Improvement
Extending Practices to Raise Awareness for Disasters
with Eicient Risk Management
Strengthening Coordination among Disaster Management Departments
Strengthening Cooperation with Stakeholders and Volunteers on Disasters
SG1.Contributing to Creation of
a Livable City by Guiding Social,
Economic and Physical Development
with an Approach Respecting Natural,
Historical and Cultural Heritage of
the City

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

GENERAL MANAGEMENT AREAS WHERE

STRATEGIC OBJECTIVES ARE EFFECTIVE
GENERAL
MANAGEMENT
PROJECT
PREPARATION AND
IMPLEMENTATION
MANAGEMENT

STRATEGIC GOALS
SG9. Managing Project Preparation
and Implementation Processes in
Main Service Areas Eiciently and
Eectively

SG9. Managing Project Preparation

LEGAL PROCESSES and Implementation Processes in
MANAGEMENT
Main Service Areas Eiciently and
Eectively

FINANCIAL
RESOURCES
MANAGEMENT

SG10. Managing Our Financial

Resources and Assets with
Sustainable Service Approach

INFORMATION
MANAGEMENT

SG11. Ensuring Fast Access to Right

Information Regarding Our Service
Areas

SUPPLY
MANAGEMENT

SG12. Managing Supply Process

Eiciently and Eectively

HUMAN
RESOURCES
MANAGEMENT

SG13.Providing "Solution-Oriented
Services with Qualified Employees
SG17. Developing Our Organizational
Structure and Business Methods with
Continuous Development Approach

PUBLIC
RELATIONS AND
COMMUNICATIONS
MANAGEMENT
AFFILIATES
MANAGEMENT

STRATEGIC OBJECTVES
Planning and Preparing Projects for Requests of Implementation in the Most Eective Way
Managing Expropriation Works Eiciently
Realizing Requests of Implementation on Time and in Compliance with the Scope of
Project
Developing Implementation Audit Standards
Strengthening Cooperation with Stakeholders on Infrastructure and Implementation
Enabling Legal Processes and Increasing Awareness
Establishing and Extending Risk-Oriented Internal Control System
Establishing a Transparent Financial Management and Reporting System at International
Standards
Enabling Information Technology Utilization for Financial Services
Managing Resources Eectively
Managing Real Estate Revenues Eiciently
Developing Service and Solution Oriented Work Approach
Developing the Service Level of Information and Communication Systems
Developing and Extending E-Municipality Practices
Developing Solution Development Processes by Enabling the Participation of Departments
Extending Information Technology Utilization in Organizational Reporting Processes
Managing Organizational Decision-Making Process Eiciently and Ensuring Access to
Decisions
Increasing Productivity in Procurement Processes
Developing Tender Process
Increasing Process Productivity of Internal/External Support Services
Determining and Ensuring the Adoption of Strategic Capabilities
Realizing Development Programs Complying with Strategic Capabilities
Developing Performance-Oriented Work Approach
Reviewing HR Processes and Structuring with Strategic HR Approach
Establishing and Extending Proposal System
Shaping Organizational Structure in a Process-Based Way

Developing Communication and Promotion Activities with "Service-Oriented Work

SG14. Strengthening Communication Approach"
with Stakeholders
Performing Public Relation Activities Eiciently with "Service-Oriented Work Approach"
SG15. Strengthening Coordination
with Our Ailiates

EXTERNAL AFFAIRS SG16. Strengthening Cooperation

MANAGEMENT
with Stakeholders

ORGANIZATIONAL
INSPECTION AND
AUDIT

SA17. Developing Our Organizational

Structure and Business Methods with
Continuous Development Approach

STRATEGIC
MANAGEMENT

SG17. Developing Our Organizational

Structure and Business Methods with
Continuous Development Approach

Developing Systems to Strengthen the Coordination with Ailiates

Contributing to Development of International Cooperation
Contributing to Increase the Levels of Awareness of Our Stakeholders on EU
Increasing the Capacity of the Organization on EU Projects
Improving Cooperation in EU Harmonization Process
Developing and Extending Inspection and Audit
Developing Inspection and Audit Eectively and Eiciently
Auditing Eiciently the Compliance of Performance of Organizational Activities with
Legislation and Operation
Developing and Extending Internal Audit System
Performing Internal Audit Eiciently
Enabling Strategic Management Process
Developing Cooperation to Contribute to Organizational Development

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

13

FOLLOW-UP AND ASSESSMENT

The process used by Istanbul Metropolitan Municipality in
accordance with strategic management approach is reviewed
and developed once in ve years while drawing the strategic
plan, and annually while preparing the performance program.
Works on raising awareness regarding the assessment of
objectives by comparing them with business outcomes across
a wide area are carried out for every performance program

Figure 5. Istanbul Metropolitan Municipality Strategic Plan Follow-up

and Assessment Process / 2010-2014

14

ISTANBUL METROPOLITAN MUNICIPALITY STRATEGIC PLAN 2010-2014

especially in Follow-up and Assessment stages. Furthermore,

meetings and workshops are organized in order to turn followup of business outcomes by comparing them with strategic
goals and objectives into an organizational habit with a high
level of participation from all departments