Estonian Human Development Report

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Table 6.5.2. Existence of development plans or strategies Culture Enterprise Transport Innovation Development of technology, e-services, etc. Tourism Environment Education Tallinn Separate development plan lacking Development plan exists: Tallinn Small Business Development Program for 2006– 2009 Various development plans: - Sustainable Development Plan for Public Transport of Unified Ticket System for 2004–2010 - Tallinn program for safer traffic in 2008–2014 - Development Directions for Tallinn’s Major Road Network for 2005–2014 Development plan exists: Innovation Strategy for Tallinn for 2009–2013 Various development plans, programs: - Development Plan for an Information Technology Environment to Guarantee the Development of Tallinn Public Services for 2008–2013 - Basic Directions for the Action Plan for E-Tallinn Separate development plan lacking Various development plans, programs: - Environmental Strategy until 2010 - Environmental Health and Safety Action Plan Various development plans, programs that are related to individual aspects of the educational sector: - Action Plan for the Organization of the Tallinn Municipal School Network for 2006–2008 and - Plan for the Organization of the Tallinn Municipal School Network for 2003–2012 Tartu Development plan exists: Development Plan for Tartu Culture, Sports and Youth Activities for 2008–2013 Development plan exists: City of Tartu Enterprise Development Plan for 2007–2013 Separate development plan lacking Development plan at the city level lacking. The relevant regional strategy exists: Innovation Strategy for the Tartu Region Separate development plan lacking Development plan exists: Development Plan for Tourism in the City of Tartu for 2008–2013 Various development plans, programs: - Waste Management Development Plan for the City of Tartu for 2005–2009 - Environmental Development Plan for the City of Tartu for 2006–2013 Development Plan for the Municipal Educational Institutions of the City of Tartu for 2008–2013 Source: Authors based on data from Tallinn City Government and Tartu City Government. quickly. An advantage is definitely its status as the capital city, its historical-cultural reputation, relatively high level of internationalization and level of multiculturalism/tolerance. Expert discussions showed that Tallinn is considered open, and welcoming to creative people from outside; Tallinn’s various contrasts have an inspirational effect. The disadvantages include the poor level of development reliance on cars, inadequacy of meetings and cooperation between creative people, and the lack of suitable places to achieve this, the paucity of “bridges” between the separate worlds of the Estonians and Russians. The creative potential is not underutilized, and the involvement of creative people in city projects is not sufficiently well organized (Loova Tallinna…2008: 93– 95). Tartu’s advantage is the existence of a historical and recognized university; its disadvantage is that it is not a decision-making centre at the national level; it exhibits a certain ethnic seclusion, and a distance from main international communication paths, if we leave aside the University of Tartu’s international contacts. At the same time, Tartu’s creative community has shown a great and commendable wish to be involved in the development of the city’s cultural environment. The progress of Tallinn and Tartu toward becoming creative knowledge cities However, what is needed to start the movement towards the creative knowledge city/region model that is based on the aforementioned international experience? In summary, the following is needed: a) a comprehensive vision related to the development of the economy and living environment at the metropolitan region level; b) the long-term planning of all fields of activity related to increasing innovation, knowledge and creativity; c) the interconnection of these long-term plans in order to intensify their effects; c) an instrumental mechanism to institute the aforementioned plans. Let’s compare the development visions, as well as the existence of the relevant development plans and strategies from this viewpoint (Table 6.5.2.). A superficial conclusion to be drawn from the above table is that Tallinn’s development is focused on being technology-based and Tartu’s development is focused on being culture-based. After all, the Innovation Strategy for Tallinn was completed last year, which for the first time specified the fields for knowledge and technological development that Tallinn considers priorities from the viewpoint of the city’s development. It also includes some measures to be taken by the city in order to help increase the relative importance of high-tech manufacturing and high-tech services. In Tartu, on the other hand, a significantly more detailed development plan for cultural activities was prepared. However, such a conclusion does not reveal the basic nature of the problem. Both Tallinn and Tartu have started to plan their development in a more comprehensive manner, i.e. they have devoted more attention to phenomena like innovation, the knowledge base, and creativity. However, it cannot be said in the case of either city that the given development strategies or development plans are specifically based on a modern integrated vision or conception of urban development. Therefore, it is not quite clear to what extent intensification will occur between the individual plans or strategies as they are realized. Secondly, innovation polices at the city level are also quite a new phenomenon internationally, therefore there is no clear understanding of what such policies should include, how they should | 150
References 1. Crossworks: R&D Investment, R&D Capacity, R&D Cooperation. Final report of the project. Eindhoven 2008 2. Fostering the Urban Dimension. Analysis of the Operational Programmes co-financed by the European Regional Development Fund (2007–2013). European Commission. November 2008; 3. Florida, Richard, The Flight of the Creative Class. The New Global Competition for Talent. New York, HarperCollins Publishers,2005 be formulated (the Crossworks survey showed clearly that it occurs extremely differently in the urban regions of different countries), how to connect these policies to national innovation policies that are usually (at least in regard to R&D) planned from the top down not from the bottom up, etc. With respect to the above, there are also doubts about how realistic the realization mechanisms are for the innovation policies and other complexes at the metropolitan region level. In other words, the city declares (as does a country or private sector) that it considers one or another development to be important and tries to help it along. Yet to what extent it can support this development with its own resources remains somewhat up in the air, especially under conditions of economic recession. However, we can state that Tallinn and Tartu have taken certain steps to make their movement in the direction of a knowledge city model more comprehensive. We can hope that lessons can be learned from this process and that future movement along this path will occur in an even more informed manner. 4. Loova Tallinna visiooni kontseptsioon. (2008) Tallinn City Government. http://www.tallinn.ee/est/g2402s39407 5. Acommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union – ACRE, project funded under the Sixth Framework Programme of the EU, http://www2.fmg.uva.nl/acre 6.6. Summary • By comparing the objective indicators of the European countries that characterize the different components of well-being as well as the peoples’ assessment of these components and the quality of their functioning, we see that European countries can still be divided into “two leagues” – into stronger and weaker countries. Yet the division of the countries into these two leagues depends only to a small extent on which criteria are used for this classification. Estonia currently clearly belongs to the second, weaker league, not only based on an assessment of the general synthetic human capital indicator, but also based on economic wealth despite the booming economic growth that has taken place in recent years. The only synthetic component regarding which we can assert that Estonia is about to cross the border between two leagues, or at least is very close to it, is social capital – the institutional quality and confidence in institutions with regard to other people in general as well as state institutions. However, it is characteristic of Estonia that people’s subjective assessments of the majority of the evaluated components are higher than the actual level of the phenomenon being assessed. In comparison to other countries, our satisfaction with our economic situation is higher than our economic wealth; satisfaction with education and health ranks higher than the objective state of human capital, etc. It is possible that such relative overvaluation has helped us develop our economy faster, and it cannot be ruled out that it has prompted us to over-consume or to significantly underestimate important phenomena, such as health, a level of stratification, etc. The question is how this somewhat inflated self-evaluation will survive the setbacks that will arrive with the economic recession and whether the confidence in each other and our common institutions will survive. • Starting from the beginning of this decade, GDP has increased in Estonia as have social expenditures, while GDP growth has been significantly faster than the increase in social expenditures (health care, education, and social protection). This type of development did guarantee a balanced budget and a surplus (the latter is quite significant, considering that we have entered a period of economic downturn). However, it makes one cautious from the standpoint of the longterm strengthening of human capital, which is also an important prerequisite for future economic growth. The economic recession threatens to lower a series of social expenditures that are already at a critical level, and to thereby inhibit the unleashing of a new vigorous economic growth cycle upon emerging from the crisis. A serious analysis should be made of the sustainability of Estonia’s education model. • In connection with increased unemployment related to the economic recession, there has been a great deal of discussion in Estonia about the need to make the labour market more flexible. The new Employment Contracts Act has already taken steps in this direction. At the same time, Estonia’s labour market cannot be considered rigid on an international basis. Although the governmental regulations related to the labour market have been relatively strict, this is compensated by the weakness of the regulations that operate based on agreements between social partners. Mobility of jobs has been quite active and one can assume that heretofore the restructuring of the Estonian economy and emergence from the crisis will take place primarily through the labour market, not through the government’s macroeconomic measures. Actually the problem in Estonia is that the systems that should contribute to a flexible labour market (flexicurity systems or secure flexibility systems), such as adult education and active employment policy measures, 151 |
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Estonian Human Development Report
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Estonian Human Development Report T
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4.2. Ethnic differentiations in sat
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Preface This year, the Estonian Hum
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CHAPTER 1 Estonian Human Developmen
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Figure 1.1.3. Life expectancy in co
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Figure 1.2.2. Life expectancy at bi
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to reality. The greatest inaccuracy
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Figure 1.2.9. Internal migration ev
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12. Marksoo, A. 1992. “Dynamics o
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Table 1.3.1. PISA 2006 study result
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Table 1.3.2. Number of students in
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1.4. The gross domestic product and
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Figure 1.4.3. Estonian GDP (right a
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1.5. Changes in the Estonian Human
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2.2. Health of Estonian residents i
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Table 2.2.4. Differences in life ex
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Figure 2.4.1. Healthy life years of
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Figure 2.4.4. Various accidents, tr
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2.5. Lifestyle and behaviour as a s
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Figure 2.5.5. Smoking in Estonia in
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Figure 2.6.1. Overview of the compo
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Table 2.6.2. Use of specialized med
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dren. The majority of services are
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Figure 2.8.2. How much a health dis
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2.10. Policy recommendations aimed
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CHAPTER 3 Quality of life and life
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Table 3.2.1. Characteristics of liv
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Table 3.2.4. An assessment of the e
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Figure 3.2.4. Difference in the job
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Table 3.2.6. Agreement with stateme
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Figure 3.3.1. Satisfaction with lif
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Figure 3.3.4. Percentage of people
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Figure 3.4.1. Types of quality of l
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Figure 3.5.1. Percentage of teenage
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Figure 3.5.4. Percentage of respond
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Arieh A., Conti C., Kutsar D., Nicg
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Figure 3.6.2. Subjective quality of
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Pieper, A. Sixsmith, Care related q
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Figure 3.7.1. The placement of Euro
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Figure 4.2.1. Life satisfaction by
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Table 4.2.1. Factors forming genera
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Annexes Annex 4.2.1. Socio-demograp
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Figure 4.3.1. Changes in the assess
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Figure 4.3.4. Attitudes of the Esto
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olds considered themselves to be pa
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Table 4.4.3. Agreement of the Russi
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Table 4.5.2. The prospects of non-E
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Figure 4.5.4. Certainty of Estonian
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Page 108 and 109: Figure 5.2.3. Distribution of consu
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Page 156 and 157: Table 7.1. Factors that favour and
Page 158 and 159: Table 7.2. Potential economic devel
Page 160 and 161: Authors Chapter 1 Ene-Margit Tiit,
Page 162 and 163: Margit Keller (PhD) is a Senior Res
Page 164 and 165: Special prizes Estonian Human Devel
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Page 172 and 173: Honorable mentions Estonian Human D
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Estonian Human Development Report

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