Two approaches basically stand out in strategic planning: expert and participatory. The first one involves implementation of all studies by external experts, which is to ensure objectivity, the appropriate level of professional and efficient implementation. The expert approach is the rule in studies of specialized character. In the second approach, the center is not as much the document, but the process of its creation, which triggers social energy and integrates community around common work. This aspect is of particular importance in the case of creating cross-cutting development plans at the local level, as it reflects recognized in the European Union principle of subsidiarity, and therefore decentralized action and solving problems at the lowest possible level.

The involvement of local community in formation of strategic development plans leads to significant changes in functioning of units, such as cities or municipalities. This raises the sense of identity of local institutions, associations, companies and particular citizens with development objectives and motivation for participation in the tasks outlined in the Strategy. Responsibility for the comprehensive development of the area is not taken only by local government, but also by a wide range of other subjects, so that the opportunities to improve quality of life are increased. The release of new initiatives has a unique chain effect: the community, which itself can manage own development potential of its area, can also more effectively seek to gain support of external sources of financing.

To make so outlined effects of the study of the Development Strategy possible, it is essential for it to be truly a work of opinion-forming representatives of the local community, usually called Local Leaders or Working Team for the Development Strategy. The role of external experts is to develop so-called diagnosis, and thus to collect a compendium of data showing the existing state and then carrying the work of the Team of the Leaders, to develop and record the results of the discussion, counseling from the point of view of an external observer. Relevant content of this strategy, that is: evaluation of strengths and weaknesses of the municipality, expression of strategic goals and tasks leading to their implementation, as well as the principles of monitoring implementation of the Strategy, comes from the Team of the Local Leaders. The authors of this document consistently perceived their role as external experts, respecting authorial role of the Team of the Leaders, and serving it any support and assistance, both from substantial and organizational site.

We hope that, this study will bring new impulse to the development of the Municipality of Kamieniec Ząbkowicki and meet the expectations that its initiators have.

Tomasz Achremowicz , Robert Boryczka

DEVELOPMENT STRATEGY 

FOR THE KAMIENIEC ZĄBKOWICKI MUNICIPALITY FOR THE YEARS 2012 – 2020

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