NATIONAL UNIVERSITY OF POLITICAL STUDIES AND PUBLIC ADMINISTRATION

FACULTY OF PUBLIC ADMINISTRATION

Master’s studies programme - Public Sector Management

STRATEGIC MANAGEMENT

STRATEGY FOR VAMA VECHE

Students
Maximilian Stănescu
Mickaël Arlin
Mihai Dragoș
Mara Gilda Cojocărescu

Bucharest
2022
STRATEGIC MANAGEMENT

Contents

ABOUT VAMA VECHE ............................................................................................................................. 3

STAKEHOLDER ANALYSIS PURPOSE ....................................................................................................... 3
STAKEHOLDERS....................................................................................................................................... 3
VENN DIAGRAM ..................................................................................................................................... 4
STAKEHOLDER ANALYSIS ....................................................................................................................... 4
COMMON POINTS OF INTERESTS .......................................................................................................... 5
VISION ..................................................................................................................................................... 5
SWOT ANAYSIS ....................................................................................................................................... 5
STRATEGIC PRIORITIES ........................................................................................................................... 6
SMART OBJECTIVES ................................................................................................................................ 6

2
STRATEGIC MANAGEMENT

ABOUT VAMA VECHE

Vama Veche is situated on the southern edge

of the Romanian Black Sea coast, adjacent to
the Bulgarian border. Its name, Vama Veche
means ‘Old Customs’, an homage to its
location near the border.

What once was a small fishing village became

well-known in the 1970’s. During this time,
professors from University Babeș-Bolyai in
Cluj-Napoca would congregate there during
summer months.

Vama Veche became a haven for ‘Bohemians’, hippies, intellectuals, punks, rockers, and anyone else
belonging to a more alternative crowd. People rented rooms from fishermen or camped on the beach.
It was the land of freedom of thought, artistic creativity, anti-consumerism, and free spirits.

STAKEHOLDER ANALYSIS PURPOSE

A stakeholder analysis is a process of systematically gathering and analysing qualitative information

to determine whose interests should be taken into account when developing and/or implementing a
strategy.

The stakeholder analysis can help identify the interests of all stakeholders, who may affect or be
affected by the project. It may also help to identify groups that should be encouraged to participate
in different stages of the project, and ways to reduce potential negative impacts. Finally, it may help
to manage negative stakeholders.

STAKEHOLDERS
• Ministry of Economy, Entrepreneurship and Tourism
• Ministry of Culture
• Ministry of Transport
• Environmental Guard
• Romanian National Association of Travel Agencies (ANAT)
• Local public administration (Limanu Local Council, Limanu Mayor Office)
• Local police
• Investors
• Local business owners
• Salvați Vama Veche (SVV)
• Other NGOs
• Residents
• Garden tourists, ‘Bohemian’ upper-class tourists

3
STRATEGIC MANAGEMENT

VENN DIAGRAM

Environ
mental MT
Guard Local
police
The
mayor
MC
office
Local Council

NGO’s
MEET SVV
Residents
Local
ANAT Garden
business
tourists
Investors owners

Upper
class
tourists

STAKEHOLDER ANALYSIS

MEET, MC, MT
Local public administration
Investors
ANAT

Residents
Local business
owners
Tourists

SVV
Other NGOs

4
STRATEGIC MANAGEMENT

COMMON POINTS OF INTERESTS

• Preservation of traditions and defence of the ‘Bohemian’ way of life (eco-tourism)

• Sustainable development
• Local infrastructures development
• Unemployment reduction

VISION

Vama Veche, an evolving town embracing nature, green and sustainable

development, local culture and traditions.

SWOT ANALYSIS

HELPFUL HARMFUL

Strengths
- Close to the border with Bulgaria
- Attractive holiday destinations
- Special traditional community
- Natural resources (Black See, beaches)
- Presence of NGO’s
- Summer extensions of social life in the cities
of Mangalia and Constanța
- Rock and blues concert ‘StufStock’
Internal origin
Weaknesses
- Rapid and uncontrolled development
- Privatisation of land ownership
- Multi-storey structures, high density of
population
- Lack of effective regulation on construction
and tourism activities by local administration
- Lack of proper infrastructures regarding
local roads

- Historical oasis of freedom - Increased polarisation of the local

- Ethnic diversity may prove to be helpful in community
welcoming any sort of tourists/visitors - Poor training of local public administration
- Good distribution of HORECA infrastructure staff
- New General Urban Plan - Current land price
- Pollution
- Disparate ownership of the land
- Beach erosion
- Disappearance of the traditional intimate
atmosphere of VV
- “Bar war”: protection of the market against
newcomers
- Lack of parking areas

5
STRATEGIC MANAGEMENT

Opportunities
- Desired refuge for the artistic community
(and the nudist colony)
- Financial resources for the development of
External origin
the city: PNDL, PNRR, EU funds
- Green Deal Pact
- Migration of the ‘Bohemian’ community
from Balchik to Vama Veche
- People ready to get involved for the
protection and harmonious development of
the city
Threats
- Global worming
- Rise of the black see water level
- Economic drawbacks due to the Covid-19
pandemic
- Proximity to different spheres of influence
within NATO but close to Russia as well
- Intrusive intervention of national authorities
into local policies

STRATEGIC PRIORITIES

Green and sustainable development of local infrastructure, while preserving traditions and local
culture.

Encourage cultural-recreational activity.

Transparent and better governance and professionalization of local civil servants.

SMART OBJECTIVES

SP1: Green and sustainable development of local infrastructure, while preserving traditions and
local culture.

SO1: Development of a business incubator within the city hall for local business owners in order to
provide assistance for accessing national anu EU financing programs for green energy solutions.

R: A business incubator has been created ; 10 local business owners per year have received
support.

I: - Number of local business owners per year that received support.

- The business incubator provides the following services:

a) information regarding funding opportunities for the main types of stakeholders

(companies, NGOs)

b) it provides assistance in drafting project proposals

c) it facilitates partnerships through networking events.

SO2: Equipping five public beaches with ecological toilet systems.

R: Five ecological toilet systems have been installed on public beaches.

I: Number of ecological toilet systems installed.

6
STRATEGIC MANAGEMENT

SO3: Development of one green line of public transportation in the city (from the border with Bulgaria
to the southern edge of the city).

R: One line of green public transport has been created.

I: Number of people using the new public transport line.

SP2: Encourage cultural-recreational activity.

SO1: Annual organization of an art fair/festival for 40 exhibitors.

R: The annual art fair/festival has been implemented.

I: Number of visitors ; number of exhibitors.

SO2: Annual organization of a street culinary art workshop for 5 different types of cuisine.

R: The street culinary art workshop has been implemented.

I: Number of participants.

SO3: Elaboration and implementation of a marketing strategy over a period of 5 years for the
promotion of ‘Bohemian’ tourism in Vama Veche

R: The marketing strategy has been elaborated and implemented.

I: Quantity of projects and marketing campaigns implemented during 5n years to promote

‘Bohemian’ tourism in Vama Veche.

SP3: More transparent and better Governance and professionalization of local civil servants.

SO1: Carrying out training sessions for local civil servants in order to improve local Governance.

R: Training sessions have been carried out for local civil servants.

I: Number of training sessions carried out. Number of civil servants whose training have been
improved.

SO2: Development of a participative budget in order to enable citizens to choose the actions they
want their municipality to undertake.

R: A participative budget has been implemented.

I: Number of citizens who participated in the participative budget. Number of actions the
participative budget financed.

SO3: Creation of a single office/portal for receiving every administrative citizen requests.

R: Only one office/portal receives the administrative requests of the citizens.

I: Number of administrative requests taken care of by the office/portal. Number of work hours
saved by the centralization of the citizens administrative requests processing.