Untitled - strategiecampina.ro

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2
Local Development Strategy for
Campina Municipality, 2011-2017
CUPRINS
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1. OVERVIEW .............................................................................................................................................................................................................. 7
2. URBAN DEVELOPMENT .................................................................................................................................................................................. 15
3. INFRASTRUCTURE AND URBAN EQUIPPING........................................................................................................................................... 23
4. ECONOMIC DEVELOPMENT ........................................................................................................................................................................... 33
5. ENVIRONMENT PROTECTION AND PRESERVATION ............................................................................................................................ 49
6. TOURISM .............................................................................................................................................................................................................. 57
7. EDUCATION ......................................................................................................................................................................................................... 65
8. CULTURE .............................................................................................................................................................................................................. 73
9. HEALTHCARE ..................................................................................................................................................................................................... 79
10. SOCIAL ................................................................................................................................................................................................................ 85
11. INSTITUTIONAL CAPACITY ......................................................................................................................................................................... 95
12. SWOT ANALYSIS ...........................................................................................................................................................................................105
II. STRATEGY FUNDAMENTALS ......................................................................................................................................................................119
II.1. City Analysis - Diagnosis................................................................................................................................................................................................ 121
II.2. Analysis of local, county, regional, national and European context ............................................................................................................. 123
II.3 Setting the overall objective of the strategy ........................................................................................................................................................... 125
II.4 Strategy’s relevance to the identified needs .......................................................................................................................................................... 125
III. DEVELOPMENT STRATEGY .......................................................................................................................................................................127
Vision and development directions ................................................................................................................................................................................... 129
Strategic and specific objectives ......................................................................................................................................................................................... 131
Sectoral action plans ............................................................................................................................................................................................................... 133
Financing sources ..................................................................................................................................................................................................................... 141
IV. PORTFOLIO OF PROJECTS. PROJECT SHEETS .....................................................................................................................................149
V. IMPLEMENTATION. MONITORING ...........................................................................................................................................................179
VI. COHERENCE AND COMPLIANCE WITH NATIONAL AND EUROPEAN POLICIES .......................................................................185
VII. METHODOLOGY ...........................................................................................................................................................................................191
VIII. PUBLIC CONSULTATION ..........................................................................................................................................................................197
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1. OVERVIEW
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9
Historical references
The town of Campina was first
documented in 1503, and in 1593 it
is known to have become a customs
point on the road to Transylvania,
as a strategic point to control the
commercial traffic in Prahova
Valley.
In 1663, only 160 years after its
documenting,
Campina
village
became a market town, due to its
geographical position and to its
hardworking
and
skilled
inhabitants.
From 1864 onwards it has held the
status of a city. On that date, the
landlords of Campina domain were
Prince Stirbey, the Baicoianu
brothers and the State of Romania.
The population of Campina was
then of 2,291 inhabitants.
In 1883, the railway between
Telega and Campina was built, in
order to ship the salt from Telega
salt pit and the wood from the
logging facilities on Doftana Valley.
Later on, it would have been
massively exploited by ”Steaua
Romana” company refinery, which
provided a loading point of oil
products in Campinita station.
Before the start of the 20th Century,
several big industrial companies
were set up in Campina, due to oil
extraction industry, such as: ”Steaua
Romana” Company Refinery – 1897,
the Central Manufacturing Plant –
1898, the Power Station – 1905, the
sulphuric acid factory – 1907, etc.
In 1897 – the Dutch company
"Amsterdam" builds a 220 kw
hydroelectric power plant on
Prahova river, near the town. It
produced the electric power
necessary to dig the first three wells
and it is considered a worldwide
release in the field of oil extraction.
The years between 1900 and
1915 were considered the most
intensive in oil extraction in
Campina.
More public figures from Bucharest
built holiday houses in Campina,
attracted by the good weather
conditions and the healing effects of
the thermal spas, transforming the
town during the summer into a real
”district of the capital city” (as Dr.
Istrati said, see cap. I).
Although the town was seriously
affected by the World War I, in
1919 is established in Campina the
first boys high school, first as a
gymnasium, in a building preserved
so far on Republicii street, a former
property of Prince Stirbei.
In
September
1929
”Astra
Romana” company brings the oil
well gas to the first 43 household
customers.
In the early ’30s the road between
Prahova Valley and Brasov is
asphalted, as the first work of this
type in the country, performed by a
Swedish company.
World War II seriously affected the
town and its industry, especially
because
of
Anglo-American
bombing. After the end of the war,
the economic, social and cultural
development of Campina continues
at fast pace.
In 1994 Campina town was
declared municipality.
Location and access
Campina Municipality is located in
Prahova County in South Muntenia
Region.
South Muntenia Region is spread
across 34,453 km2 representing
14.45 % of Romania’s area. It is
located in the South East part of the
country, neighbouring the Central
region to the North, the South East
Region to the East, Bulgaria to the
South, with the natural border of
Danube river, and the South West
Region to the West.
Prahova County is located to the
South of Carphatian Mountains arch
and has a land area of 4,716 km2
Figure 1: Geographic location of Campina
Municipality
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(i.e. 2% of the country territory)
being populated by over 812,844
inhabitants.
As an administrative unit, Prahova
County was formed at the beginning
of the 4th Century, but the present
limits were established in 1868.
Being located at the junction of the
roads to the Central Europe and the
East, and benefiting from significant
natural resources, the county
developed from all points of view:
economic, social, cultural, becoming
thus the most important county in
Romania.
To the North, Prahova County
neighbours Brasov County, Buzau
County to the East, Dambovita
County to the West, and Ilfov and
Ialomita Counties to the South.
the hills area, as a foothold of SubCarpathians before the plain, at
Figure 2: Campina Municipality in South
Muntenia Region
approx. 1 km far from the
confluence of Prahova and Doftana
rivers, on the left bank of Prahova.
Campina is located at 426 m
altitude, at 30 km far from Ploiesti
(Prahova County residence), 70 km
from Brasov, and 92 km from the
country capital Bucharest.
It has the following geographic
coordinates: 45o10’ North latitude,
25o42’ East longitude.
Being squared by a real natural
amphitheatre, Campina Municipality
is located on Prahova Valley and
surrounded
by
three
rivers
(Campinita, Doftana, Prahova),
which shaped the Campina bench.
Campina bench, which dominates
with 40-45 m the valleys of its
bordering rivers, is shaped by
several hills that protect it from the
powerful winds that blow in the
Figure 4: Bucharest-Brasov connection
plain. The hills surrounding the
town have an average height of 600
m with hilly and fragmented shapes.
Along Doftana Vally there is Ciobul
Hill (618m); to the West, in parallel
to Prahova river, there is a hill chain
marked by Pitigaia peak (634 m),
and to the North there can be found
Poienii peak (672 m).
Across Campinita river, to the North
adn North East, appears Cornului
hill, of which Voila is the highest
peak (675m). The passing from the
plain to the bordering rivers is made
by
abrupt
slopes,
running
sometimes directly to the rivers
beds. Prahova Sub-Carpathians look
like a set of hilly peaks, of various
sizes and directions, with an
increasing altitude from the plain
towards the mountains area. Most
of the peaks are narrow, shaped as
edges.
Figure 3: European development corridors
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The town has the follwing
boundaries:
 North –Cornu commune;
 North-East –Brebu commune;
 West
–
Poiana
Campina
commune;
 South –Banesti commune
 South-East – Telega commnune.
Road access. Campina Municipality
has an optimal location in relation
to the transportation networks. The
access in the town is made by car
DN1 (E60):- Bucharest-Campina 92
km or Brasov-Campina 70 km.
Railway access. The access by train
is made by the line 300 – Bucharest
– Ploiesti – Campina - Predeal –
Brasov – Blaj – Cluj Napoca – Oradea
– Episcopia Bihorului – two-way
electrified railway;
Airport access. The access to
airports is relatively easy, with
Baneasa Airport far from only 90
km away, and Henri Coanda Airport
- 80 km.
Soil and subsoil
Cambi, clay-alluvial and the moli soil
is predominant.
In terms of the geological structure
of the terrace, over 70% of the
surface available for construction
contains
subsoil
sedimentary
deposits which date to Miocene era
and made of argyle and marls with
intercalations of sand and grit
stones, salt and gyps.
From a geological viewpoint, the
area hosting the hydrocarbon
deposits belongs to the wide area of
Eastern Carpathians, i.e. the area
spread to the North towards the
mountain chain, also called the
Neogen area or pre-Carpathian area
of the Eastern Carpathians.
The formations in the area came
from the Neogene period, more
exactly the Quaternary, represented
by the inferior Pleistocene series.
The Meotian stage is formed by sand
layers,
weakly
cemented,
intercallated by marls. The Pontian
stage, with a discordant position,
includes a marl and sand formation,
and is represented by friable marls
and grey sands, with low mica
contents. The Dacian stage groups
deposits called sand formations,
with grey marls at the basis, and
grey-yellow sands at the top, with
high mica contents. The Romanian
stage is formed by two separate
units: the spotted clay formation,
represented by grey clay and marls,
with red spots, and the sand and
gravel formation. The Quaternary
stage is represented by the Inferior
Pleistocene series, with layers of
sand, gravel and clay.
Climate. The statistics show that
Campina Municipality is the town
with the most sunny days from
Romania. Campina climate is
protected by both Western winds
and North-Eastern winter cold
winds. The winds here have a foehn
feature. The multiannual average
temperature is + 9.5°C. The
maximum value in the summer was
+ 37.6°C recorded in September
1946, and the minimum value was–
26.6°C, in January 1942.
The rains regime ranges between
500 and 700 mm/year.
The number of sunny days per year
is 160 - 180; the wind average speed
is 1.5 m/s; the solar heat gain
coefficient is Ks = 0.32; isoseismic
intensity: 7.
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Natural resources
The main non-renewable natural
resources of Prahova County are:
oil, natural gas, extracted in five
alignments (Copaceni - Gura
Vitioarei, Apostolache – Mehedinta Magurele, Filipestii de PadureFloresti – Baicoi - Tintea, Podenii
Vechi-Boldesti Scaeni and UrlatiCeptura), coal (Silistea Dealului coal
mine, near Filipestii de Padure, and
Ceptura coal mine), salt (Slanic salt
massif), chalk and marls (Sinaia,
Comarnic, Gura Beliei and Sotrile),
quartz sand.
The agricultural land represents a
significant natural resource of
Campina Municipality.
Both the structure of the
agricultural area and the soil and
weather conditions allow the
development of a complex structure
of agricultural production, as all the
activity types specific to vegetal and
animal production meet favourable
development conditions.
The water resources are among
the vital endowments for the
economic and social development.
In this regard, there was considered
that water reserves do not
represent a limiting factor of
development, being supposed that it
is plenty of such resources.
The hydrographical network is
dominated by the Prahova river
basin, spread on 3/4 of the county
territory, with its main rivers:
Doftana, Teleajenul, Varbilaul and
Cricovul Sarat, with numerous
confluents at their turn.
The
lakes
supplement
the
hydrographical network of Campina
Municipality: Lacul pestelui, Lacul
cocorului, Lacul Bisericii, Lacul
ferme, lacul Vladoaia.
The vegetation is varied, with
beech forests mixed with holm.
The fauna is rich and diverse both
as number and species: bears,
Carpathian deers, martens, wolfs,
wild boars, lynxes, polecats,
wildcats,
squirrels,
chamoises;
among wild birds: grouse, merl,
finch, golden eagle, hawk, eagle;
among reptiles: adder and lizard;
aquatic fauna: trout,
barbel,
pickerel, bass and carp.
13
Most of the responding
population in the opinion survey
with regard to the social and
economic development of Campina
Municipality declared themselves
pleased and very pleased with
regard to Campina Municipality
(71.0% interviewed inhabitants
stating they are pleased and very
pleased), the residential area
(78.6% interviewed inhabitants
stating they are pleased and very
pleased) and their dwelling (88.8%
interviewed inhabitants stating they
are pleased and very pleased).
aspects of Campina Municipality
are: the road infrastructure, city
cleaning, quietness, safety and the
beauty of their city.
According to the opinion of
Campina citizens, these positive
aspects are followed by:
 Parks and playgrounds for
children;
 Tourism, leisure and events;
 Urban arrangement;
 Geographic position;
 Fresh food and vegetable market.
Moreover,
Campina
Municipality benefits from a number
of positive aspects, due to the
development
projects
implemented/ongoing with regard
to the road infrastructure and
technical-urban infrastructure, but
also the available natural resources.
The inhabitants who responded
specified that the main positive
Citizens' perception of safety level in Campina Municipality
The inhabitants of Campina
Municipality who answered the
study consider that the main
problems faced by the city are the
condition of the road infrastructure
/ the absence of specific land
arrangements (ex. sidewalks,
adequate road markings, etc.) and
the insufficient jobs.
These are followed by:
 City cleaning,
 Stray dogs,
 Bureaucracy
and
local
administration,
 Insufficient parking lots
 Water supply and sewerage
 Parks;
 Taxes
and
fees.
The inhabitants of Campina
Municipality proposed a number of
actions to solve the existing
problems.
11.2%
of
the
respondents who launched a
proposal specified the health, social
and education services as being
priorities.
The
interviewed
inhabitants
specified some other actions
required to solve the problems (in
decreasing
order
of
their
frequency):
 Communication
of
public
administration with the population,
 Public sanitation and order,
 Creating new jobs,
 Urban development,
 Parks and green areas, road
infrastructure.
15
2. URBAN DEVELOPMENT
16
17
Territory organization
Prahova County – South Region
Muntenia.
This region is composed by the
following counties: Prahova, Arges,
Calarasi,
Dambovita,
Giurgiu,
Ialomita, Teleorman.
On the territory of Prahova County
there are 2 municipalities (Ploiesti
Municipality
and
Campina
Municipality), 12 towns (Azuga,
Baicoi, Boldesti-Scaeni, Breaza,
Busteni, Comarnic, Mizil, Plopeni,
Sinaia, Slanic, Urlati, Valenii de
Munte), 90 communes and 405
villages.
The residence of Prahova County is
Ploiesti.
Campina
Municipality
is
a
administrative-territorial unit made
up from a single city – Campina.
This is a public law legal entity with
full legal capacity, owning the
Figure 5: South Muntenia Development Region
patrimony consisting in the public
property and private property, and
applies its authority, according to
the law, on the territory assigned by
law.
The total area of Campina
Municipality is 2,423 ha, and the
built-up area is of 1,206 ha.
Demographics
On December 1st, 2010, Campina
Municipality has a total population
of 36,842 inhabitants, representing
4.53% of the total population of
Prahova County and 1.13% of the
total population of the region.
The population density on the
whole city area (2,423 ha) is
1,520.51 inhabitants/km2, much
above the county value, where the
density is 172.36 inhabitants/km2
on the total area.
Considering the stable population in
relation to the built-up area surface,
the density of Campina Municipality
is of 3,054.89 inhabitants/km2 of
built-up area, and the density of
urban population in Prahova County
is of 4,689.032 inhabitants/km2 of
built-up area.
Compared to 2005, the population
number decreased by 1,593 persons
in 2010.
The
population
of
Campina
Municipality has the following
ethnic
structure:
98.5%
Romanians, 1.1% Roma, 0.1%
Hungarian, 0.1% German and 0.2%
other nationalities.
The main religions of Campina
Municipality
population
are:
Christian Orthodox (96.1% of the
city population), Roman Catholic
(1.2% of the population), Adventist
(1.2%
of
the
population),
Penticostal (0.7% of the population)
and others.
Figure 6: General Urban Plan of Campina Municipality
Urban area situation
Campina
Municipality
is
an
important economic and social
center at county level, with an
industrial and services profile and
endowments with territorial role.
The Municipality is a provider of
health and education services for
boundary areas.
The city has several areas with
industrial
and
commercial
functions.
The development of the city was
made in close relation to the main
communication ways.
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19
The administrative territory of
Campina Municipality has an area
of 2,423ha of which 1,404.01 ha
built-up area, divided into 8
quarters.
The urban development process
became a general, specific and
irreversible action, as the result of
several objective factors, such as:
development
of
trade,
transportation, industry, etc.
Urbanization, defined as the
accelerated growth of urban
population and territorial expansion
involves
and
requires
the
development of certain facilities,
such as: healt and environment
facilities, centralized water supply,
sewerage network and treatment of
used water.
The urban planning documents
"Updating the General Urban Plan of
Campina Municipality" provided
new locations for another two micro
water treatment plants, including
the upgrading and extension of the
existing one.
The urbanization process of
Campina Municipality is reflected in
the city development by the
expansion of the built-up area.
According to the General Urban Plan
of Campina Municipality, 51.2% of
the built-up area is occupied by
dwellings and 13.3% by industrial
units.
City streets network
Campina Municipality
has
an
optimal
position in relation to
the main roads, being
close to DN1 (E 60) –
Bors Border – Cluj
Napoca – Targu Murea
– Ploiesti – Bucharest
– Slobozia – Constanta
– 4th Pan-European
Corridor (partially).
Campina
Municipality
has
a
broad street network consisting of
114 km city streets.
The weight of upgraded streets in
the total city streets was of 79.8% in
2009, facing an ascending trend
compared to 2008.
20
The main high capacity
urban roads are:
 Calea Daciei, B-dul Nicolae
Balcescu, B-dul Carol I,
 Calea Doftanei, Str. Voila,
 Str. B.P. Hasdeu, Str. I.H.
Radulescu,
Drumul
Taberei,
 Str.
Orizontului,
Str.
Ecaterina Teodoroiu,
 Str. Sondei, Str. Schelelor,
Str. Grivitei, str. Ion
Campineanu,
 Str. M. Kogalniceanu, Str.
Constantin
Stere,
str.
Zorilor.
Public
services
urban
transport
Taxi and rent-a-car services are
public utility services, developed
under the control, management and
coordination of the Local Council of
Campina Municipality. They are
provided only by transporters
licensed by the Council and the
licenses are awarded based on
assigned management procedure,
on award contracts.
Presently, Campina Municipality
manages the following 4 (four) local
public
transport
routes
for
inhabitants,
operating
regular
routes:
1) Slobozia Quarter (str. In Lunca
with Aleea Alunului road junction) –
“Invierea lui Lazar” Graveyard;
2) Pram – Voila Hospital;
3) Pram – Turnatorie – Voila
Hospital;
4) Pram – Captare – Voila Hospital.
The public utilities support system
for transport activities consists in:
 Road track on the following
streets: N. Balcescu, Carol I,
Oituz,
B.P.
Hasdeu,
I.H.
Radulescu, Calea Doftanei, Voila,
Soseaua
Paltinu,
M.
Kogalniceanu, C-tin. Stere, Ec.
Teodoroiu, Zorilor;
 Public transporation stations for
the routes above;
 Public transporation stations
equipment.
The public transportation services
by regular routes in Campina
Municipality was assigned to SC
Eliro SRL.
Moreover, the Municipality has two
bus terminals – for inter-county and
intra-county transport services.
Dwellings
The housing capacity of Campina
Municipality
includes
14,655
dwellings, representing 4.63% of
the residential capacity of Prahova
County in 2010. Among these,
approx. 14,285 dwellings are
private property, i.e. 97.48% of the
total dwellings of the municipality.
21
Between 2005 and 2010, the
residential capacity of the city
increased by only 140 dwellings.
The total interior area is 579,310 sq.
m, and an average of 39.53 sq. m
/dwelling.
Compared to the reference year,
2005, the average interior area
increased by approx. 1.2 sq
m/capita.
Between 2005 and 2010, 255 new
dwellings were received, and in
2010, 72 dwellings were finished.
With regard to the number of
building permits, their maximum
number was reached in 2008 (123
permits), an economic growth year
at country level, with a significant
decrease in number in 2010 (62
permits).
With regard to the structure of
building permits according to the
number of square meters of net
area, the highest weight belongs to
the retail and wholesale buildings.
22
Most of the respondents
declare themselves pleased and very
pleased by the buildings look,
strength and by the area available
in their own dwellings.
Over
40%
of
the
respondents declare themselves not
pleased and discontent about the
thermal insulation of buildings, and
over 30% are discontent about the
look of the buildings.
The most important
resource for the development of the
city is considered to be the industry
and jobs (21.20%), followed by
tourism and leisure sector 10.3%,
natural resources 5.2%, European
funds 3.2%, education and culture
1.4%.
3. INFRASTRUCTURE AND URBAN EQUIPPING
25
Public roads
Campina Municipality is also
connected to several county roads:

DJ 100E Baicoi (DJ 100F) –
Tufeni - Mislea - Telega - Campina –
Poiana Campina - Provita de Jos Provita de Sus -Adunati (DJ 710),
km 0+000 – km 34+900,

DJ 101R Campina (DJ 102
I) - Podu Vadului - Breaza - Breaza
de Sus – Gura Beliei - Comarnic
(DN1), km 0+ 000 – km 17+ 835

DJ 102I Campina - Lunca
Mare - Tesila - Traisteni – Limita
judet Brasov, km 0+000 - km
49+910

DJ 205G Campina (DJ
101R)- Cornu de Jos, km 0+000 - km
3+000

DJ 207 Nistoresti (DN1) –
Vistieru - Sotrile - Campina (DJ 102
I), km 0+000 - km
15+400
Campina Municipality shall be
connected to the future BucharestBrasov highway, that will pass over
the administrative territory of
Bucharest Municipality and Ilfov,
Prahova and Brasov Counties. The
total length of the highway is about
174 km.
The localities crossed by the
highway in Prahova County are:
Ploiesti
and
Campina
Municipalities,
Baicoi,
Breaza,
Comarnic, Sinaia, Busteni, Azuga
towns
and
Balta
Doamnei,
Gherghita,
Olari,
Draganesti,
Dumbrava,
Rafov,
Berceni,
Barcanesti, Targsoru Vechi, Aricesti
Rahtivani,
Floresti,
Magureni,
Banesti, Poiana-Campina and Cornu
communes.
The county and city roads are
maintained in optimal operating
conditions by the specific services of
the local public administration in
partnership with the Regional
Roads
and
Bridges
Agency
Bucharest, National Roads North
Bucharest Department.
Telecommunications
infrastructure
The telecommunication sector, as an
important part of the national
infrastructure, was continuously
developed, by the approach of both
quality and quantity solutions,
according to the specific needs.
In Prahova County, the number of
phone subscribers in Romtelecom
network exceeds 148,500, and in
Campina Municipality, it exceeds
9,000.
The main landline operator –
Romtelecom installed in Campina
Municipality a digital swithboard
that operates within the designed
parameters.
The Municipality is connected to the
interurban
and
international
network by optical fibre cables.
Thus, the subscribers have the
possibility to communicate both
nationally and internationally.
The mobile telephone operators
VODAFONE, ORANGE, COSMOTE
cover the entire area of the
municipality.
Romtelecom S.A, UPC, RCS & RDS
presently provide for customers
national and international landline
phone services, internet and data
and television, all based on optical
fiber infrastructure and highperformance systems.
Campina has the following local
televisions: PRIMA TV CAMPINA
26
and VALEA PRAHOVEI TV. Four
publications are released weekly,
INFO MONTAN, OGLINDA DE AZI
ZARVA and VALEA PRAHOVEI.
Campina also has a cultural
magazine entitled ”REVISTA NOUA”
and the city hall magazine INFO
CÂMPINA.
The post office structure allows the
operation at optimal effectiveness
standards throughout the municipal
territory. There are 3 post offices
covering
traditional
services
(correspondence
and
internal/external mail), financial
services, domestic fast courier
services, online courier, philately,
collection and payment, banking
and insurance services and other
additional
services
for
the
customers.
Water
supply-sewerage
network/volume of drinkable
water supplied
Campina Municipality presently has
a centralized drinkable water
Figure 7: Paltinu dam, Prahova County
supply system, that furnishes the
water necessary both for the
population needs and the economic
agents.
the main supplier and service
provider for water supply and the
treatment of used water is HIDRO
PRAHOVA company.
The serviced area include Campina,
Azuga, Baicoi, Breaza, Comarnic,
Mizil, Plopeni, Sinaia, Slanic and
Urlati towns and 16 adjacent
communes.
S.C. HIDRO PRAHOVA S.A. performs
the drinkable water abstraction,
treatment, transfer and supply, as
well as collection, transport and
treatment of used water.
Paltinu dam (on Doftana river) is
mainly used for the supply of
drinkable and industrial water in
Campina and Ploiesti Municipalities.
In Prahova County operates 8 Water
Treatment Plants, and Campina
Municipality is serviced by Voila
Station – which supplies Paltinu
branch of the main system of the
county;
Voila water treatment plant was
built between 1970-1978 and
requires upgrading works.
most of the used water treatment
plants (UWTP) in Prahova county
are old, with both infrastructure and
mechanic and electric equipment in
precarious state. The treatment
plants exhaust the insufficient
treated water into the river basins.
The existing facilities were built
based on old projects, the existing
equipment are obsolete, the
necessary investments have not
been made due to the lack of
funding, and the knowledge
necessary to efficiently operate the
plants from technical and financial
viewpoints are limited.
The third treatment stage, which is
necessary for all agglomerations
exceeding 10,000 P.E. has not been
yet implemented in none of the
treatment plants; in addition, there
have not been applied the adequate
measures for the treatment and
storage of sludge.
The collection system of used water
is in a precarious state, due to
infiltrations and leaks, and the weak
connections between rain water
collection pipes and the used water
pipes.
The following major problems of the
water treatment facilities in
Prahova county:

The used water volume
entering the treatment plants,
together with the low level of
degradable pollutants in the water
indicate a high towards very high
infiltration rate of rains water into
the used water collection network.

The sewerage network has
multiple damaged sections

In most of the towns, the
insufficient connection rate to the
centralized sewerage system leads
to an increased sanitary risk,
especially in the areas where the
population is connected to the
drinkable water supply network.
27
The used water is partially
evacuated directly into the water
flows, avoiding the existent water
treatment facilities.
With regard tot he supply of
drinkable water, the existing public
network is supplied with good
quality water and succeeds to meet
the demand, while many local public
water sources are polluted with
nitrates and other substances. The
water loss is very high, due to the
very old networks
Campina Municipality was pointed
out as a priority agglomeration in
the Master Plan regarding the water
supply and sewerage at the level of
Prahova County. The investments
provided for in the Master Plan to
be funded by the Environment
Sector Operational Programme,
Priority Axis 1 consist in:







Water Treatment Plants
(WTP) - EUR 100,000
Pumping stations, Tanks –
EUR 327,900
Water supply networks –
EUR 426,000
Used
water
treatment
plants (UWTP) – EUR
7,106,500
Main collector – EUR
76,500
Used
water
pumping
stations – EUR 76,000
Sewerage networks – EUR
6,591,400
At the end of 2009, the total length
of the simple drinkable water
supply networks in Campina
Municipality was 98 km, without
any significant changes since 2006.
The total length of the sewerage
28
pipes in Campina Municipality was
preserved relatively constant during
the last years.
Moreover, there have been noticed a
decreasing water quantity supplied
to consumers, from 7,250 thousand
m3 in 2005 to 2,764 thousand m3 in
2009. Of the total quantity supplied
– 32.6%.
The capacity of the drinkable water
production systems in Campina
Municipality was relatively constant
during the last years with a value of
43,200 thousand m3.
Thermal energy
The thermal energy supplied to the
inhabitants of Campina Municipality
gradually decreased starting with
2000, and in 2008 it was completely
ceased.
The heating is achieved individually
by using gas or wood heating
systems.
Network and volume
natural gas supplied
of
The length of the gas supply
network existing in Campina
Municipality at the end of 2009 is 94
Km and have not been significantly
changed between 2005 and 2009.
The gas consumption has an
ascending trend, from 41,020
thousand m3 in 2005 to 28,433
thousand m3 in 2009.
Of the total gas quantity consumed
in 2009 the household consumption
represents 56.87%.
Public lighting
In 1861 – the public lighting using
gas lamps is introduced (well oil),
and Campina is the sixth city in the
country to be lighted with such a
system.
During the recent period, Campina
Municipality
made
several
investments in the field of public
lighting, including the replacing the
lighting equipment in Slobozia
quarter, Nicolae Balcescu boulevard,
Voila quarter, Plevnei street.
29
According to the opinion
survey applied to the population of
Campina Municipality, at local level
there is a relatively satisfying
situation with regard to parking lots,
alleys, sidewalks and streets. On a
scale from 1 (very discontent) to 10
(very pleased), the situation of
parking lots received an average
score of 7.18, the streets situation
received and average score of 6.92
and the state of the alleys and
sidewalks received and average score
of 6.72
With regard to the
assessment of quality/price ratio of
public
utilities
in
Campina
Municipality, the most problematic
situation is that of the natural gas
supply, where 48.04% of the
respondents stated they are
discontent and very discontent
about the quality/price ratio of
natural gas.
43.66% of the persons
connected to the drinkable water
supply network are discontent and
very
discontent
about
the
quality/price ratio of this service.
Only 49.27% of the
respondents whose dwelling is
connected
to
the
sewerage
infrastructure consider that the
quality/price ration of this service
is correct
30
The respondents’ opinion
with regard to the public services
provided for at local level differs.
Thus, the 84.9% of the citizens are
pleased and very pleased about the
public lighting, over 79.6% about the
emergency services, 56.4% are less
pleased about the sanitation services,
and 53.1% about the public safety
and order.
Over 60% of the citizens are
pleased about the water quality and
the sewerage services
Public lighting
Parks and green areas administration
Cleanliness and waste Management
Emergency services
(ambulance, fire department, ...
Public safety and order
31
The general opinion of
Campina Municipality citizens about
the public safety and order is
relatively positive, since 53.1% are
pleased and very pleased.
With regard to the safety
level in Campina Municipality, over
67% consider that the residential
area is rather safe, but 47.69% do
not feel very safe or insecure in the
city during the night.
32
33
4. ECONOMIC DEVELOPMENT
34
35
Volume and structure of local
economy
Short
history.
Campina
Municipality is a powerful economic
centre surrounded by several
neighbouring communes.
With a significant
economic
tradition, Campina Municipality
faces an important economic
development together with the first
modern oil extraction, performed
after 1880 by Dumitru V. Hernia, an
entrepreneur considered today
""the pioneer""
Campina
oil
industry.
The
extraction
and
modern
processing of the oil in Campina is
mostly done by the RomanianAustrian-French-Hungarian
company
Steaua
Romana,
established in 1895 in Campina, that
built in 1897 the biggest and
ultimate refinery in Europe to that
time. In the South of the city and in
Prahovei and Doftanei meadows
there have been raised a real well
forest, the production exceeding
50,000 tons per year starting from
then.
Due to the oil extraction, Campina
became a center known over the
world.
The inter-war capitalist period
recorded the most important
economic progress of the city.
The industrial facilities, such as the
Central Manufacturing Plants, that
produced oil extraction equipment,
were upgraded. In 1929 the well gas
was used for households, and oil
processing became the main
industrial activity.
The economy of Campina recorded a
much more complex development
period between the ‘50s and ‘70s.
The old Central Manufacturing Plant
became the Mechanical Plant,
known at national and international
level. Poiana Campina Plant became
the Heavy Motors and Oil
Equipment Service Unit (I.R.M.G.I.P),
also servicing the whole country.
One of the old upgraded foundries
became the ""Neptun"" Plant. New
industrial objectives were built,
such as I.P.T. (Cast Parts Factory,
known today as the Central Foundry
Orion),
I.R.U.E.A.R
(Electric
Equipment, Automations and Radio
Plant), ""Energopetrol"", Electric
Equipment Plant, ""Electromontaj"",
I.R.A (Vehicle Servicing Plant)
Business
demographics.
In
Prahova County, the total number of
active trading companies legally
registered is 53,096 units, on
December 31st, 2009, of which
21,343 units have submitted their
balance sheet to the National Trade
Office.
Out of these, the most important
weight is represented by the limited
trading companies, 57%, followed
by licensed natural persons and
individual enterprises.
In 2009, out of the total number of
active legal persons that submitted
their balance sheet, at county level,
7.65% are registered in Campina
Municipality.
In Campina, between 1995 and
2009, the number of active legal
entities with their balance sheet
submitted almost doubled, growing
from 956 units in 1995 up to 1,633
units in 2009.
The increase in number of this type
of legal entities in Campina
Municipality has been constantly
preserved throughout Prahova
County.
36
The density of active enterprises per
1,000
inhabitants
allows
comparisons to the county level and
may be regarded as an indicator of
the population entrepreneurial
initiative and of the friendly and
attractive business environment for
investors.
Therefore, the number of legally
active legal entities per 1,000
inhabitants, in 2009, is 32.1‰ at
national level, 65.1‰ at county
level and approx. 76.45‰ at
Campina Municipality level. The
high values of this indicator
recorded in Campina Municipality
and in the county reflects the focus
on business activities.
source: ONRC
Out of the total number of new
companies registered in 2009 in
Prahova County (4,081 newly
registered companies), only 5.2%
were registered in Campina
Municipality, meaning in absolute
figures
213
new
companies
registered.
Until December 31st 2009, in
Campina
Municipality
were
registered 2,846 new companies,
out of which 7.5% registered in
2009. The same ratio is preserved in
Ilfov County, where the total
number
of
new
companies
registered is 53,096 until 2009 .
source: ONRC
Thus, if we analyze the ratio
between the number of active legal
37
entities and the number of balance
sheets submitted in 2009, we can
notice a decrease, but it still higher
than the national level. The ratio in
Prahova County is 26.17‰, and in
Campina City 43.87‰ legal entities
per 1,000 inhabitants.
At the end of 2009, in Campina
Municipality, 1,633 legal entities
submitted their balance sheet.
Most of the legal entities activate in
the trade business (Wholesale and
retail; vehicle and motorcycle
repairs), with 629 economic agents
active in this sector (38.5%).
The following sectors, according to
the number of economic agents, are
Constructions – 210 (12.9%) and
processing industry – 171 (10.5%).
According to the data from the
balance sheets submitted for 2009,
the
companies
in
Campina
Municipality
had
a
12,254
employees and an overall turnover
of 1,727,047,164 lei.
The average number of employees
per company is 7.5 and the average
turnover is 1,057,592 lei.
38
According to the data from the
balance sheets submitted to the
National Trade Register between
1995 and 2009, the turnover
achieved by the active economic
agents in Campina Municipality
recorded several fluctuations, with a
decrease recorded in 2009, in the
context of the recession. Its
evolution at municipality level is
relatively close tot he evolution of
this indicator in Prahova County.
In Campina Municipality, the most
important
sectors
from
the
viewpoint of the turnover and
number of employees are the
processing industry and trade.
The processing industry holds the
first place from the turnover point
of view, while trade is on the first
place from the point of view of the
number of economic agents.
In the processing industry the
turnover level represents 55.58% of
the
total
numbers
in
the
municipality, while the trading
sector and the constructions occupy
the next places in the top.
From the number of employees
viewpoint, the position follow the
same pattern: the processing
industry has 47%, trading sector
18% and constructions 15%.
39
Structure on economic sectors of active legal entities, according to the balance sheets submitted in 2009,
in Campina Municipality
% out of
% out of
No. Of LP
total
Turnover
total
TOTAL
A - Agriculture, forestry and fishing
B – Extractive industry
1,633
100.00%
1,727,047,164
100.00%
18
1.10%
1,534,799
0.09%
0
0.00%
0
0.00%
C – Processing industry
D – Production and supply of electric and thermal energy, gas,
hot water and air conditioning
E – Water supply; sanitation services, waste management,
decontamination services
171
10.47%
959,809,550
55.58%
1
0.06%
4,695,915
0.27%
8
0.49%
27,275,466
1.58%
F - Constructions
210
12.86%
239,748,218
13.88%
G – Wholesale and retail; vehicle and motorcycle repairs
629
38.52%
345,741,016
20.02%
H - Transport and storage services
75
4.59%
24,936,391
1.44%
I - Hotels and restaurants
55
3.37%
12,846,264
0.74%
J - Information and communications
52
3.18%
12,110,353
0.70%
K – Financial brokerage and insurance
31
1.90%
12,610,757
0.73%
L – Real estate transactions
73
4.47%
13,609,665
0.79%
159
9.74%
37,915,408
2.20%
N – Administrative and support services
O – Public administration and defence; social security in the
public system
55
3.37%
19,470,870
1.13%
1
0.06%
60,440
0.00%
P - Education
16
0.98%
2,304,107
0.13%
Q – Health and social work
31
1.90%
6,198,593
0.36%
R – Cultural and recreational shows
11
0.67%
1,207,661
0.07%
S – Other services
T – Private households as employers of household personnel;
manufacturing and services by private household for own
consumption
37
2.27%
4,971,691
0.29%
M – Professional, technical and scientific activities
0
0.00%
0
0.00%
Source: ONRC, calculations Addvances
40 |
Industry
The industrial sectors in
Campina are oil extraction and
processing, machine construction,
textile industry, chemical industry
and furniture manufacturing.
Extractive
industry.
Campina
underground has various resources
which are exploited from the oldest
times.
The most important resource of this
place is oil, which brought an
international recognition of the city.
Presently, Petrom National Oil
Company extracts oil and gas using
Canadian type wells, located in the
South of the city.
Metal industry. The machine
construction and metal processing
sectors are very well represented in
Campina economy. Some of the
biggest companies in Campina,
Confind,
Electroutilaj, Neptun,
manufacture a wide range of
equipment and machines, being
specialized in mining and oil
extraction
equipment
(also
exported) and industrial machines
and equipment for other industries
(ex. energy).
SC Confind SRL is the main
employer in Campina Municipality,
with over 1200 employees and is
one of the most important
producers in Romania of equipment
for oil and gas.
Confind is a constant presence on
oilfield equipment market from
Russia, Kazakhstan, Uzbekistan,
Ukraine, India and elsewhere. The
company has partnerships with
major oil companies producing
equipment from Germany and the
USA.
Confind offer was expanded every
year of its existence in the 20:
handling and intervention tools for
drilling and extraction wells, air
mobile intervention probes, beam
pumping units, gas compressors
associated
progressive
cavity
pumps (CFP) to transport oil and
salt water injection, pressure
equipment and large containers,
rubber goods for the oil sector.
The support of these developments:
strong design departments in these
areas,
modern
equipped
laboratories and test stands,
modern technological equipment
(machining centers, CNC machines).
In the field of pressure equipment
Confind is organized and certified
for design and manufacture of
pressure equipment and piping
according to ASME Code Sect VIII
Div.1 and Directive 97/23 EC and
EN 13445 series and EN 13 480
standard.
Chemical industry. This sector,
based on raw materials such as salt
and oil, also has a long tradition in
Campina Municipality, and the
sulphuric acid manufacturing plant
is known at national level. Presently,
the petrochemical industry is
represented by some activities of
Steaua Romana Refinery.
Steaua Romana Refinery is spread
on a surface of 49.6 ha, was
established in 1895 and has a rich
history. The refinery is completely
privatized and listed on the
secondary stock market under STRO
symbol.
During the interwar period, the
refinery significantly developed,
benefiting from new technologies,
fact that allowed it to have a varied
manufacturing
profile,
mostly
oriented towards fuel, engine
lubricants, industrial lubricants and
special products.
After World War II the company
failed to reach the oil processing
capacity achieved before the war.
The
investment
strategy
disadvantaged
the
refinery
development and did not allow the
preservation or upgrading its
manufacturing profile. Therefore,
the company activity shrinked,
mostly in the case of mineral
lubricants
manufactured
by
polluting processes.
Therefore,
the
manufacturing
profile of the factory was strictly
limited to the type and quality of oil,
i.e. paraffin oil, and the products
manufactured had a low processing
level.
Presently, due to the privatization,
the main shareholder reassessed
the manufacturing profile and
41
structure,
and
proposed
an
ambitious
development
and
upgrading program of the refinery.
The objective is to preserve and
develop the market share of the
company, in the present competitive
environment, for its products:
paraffin solvents, EURO Diesel fuel,
high
quality
household
and
industrial fuel, paraffin with
improved features and other
products
requested
by
the
customers.
In the field of industrial equipment
manufacturing,
in
Campina
Municipality operates Cameron
Romania, a company established in
1911, in the field of oil equipment
maintenance.
company
was
state
owned.
Starting from 1990, the company
gains other markets: Middle East,
Asia and North Africa. Cameron
Romania (also named Sterom) was
ISO 9001 certified, in order to testify
the quality of its products, and has
been awarded the API logo, to
certify the compliance with the oil
industry
quality
standards.
Cameron Romania was privatized in
1999, being purchased by the
American Corporation Precision
Castpart Corporation, opening up
thus towards new opportunities.
Cameron Romania products entered
the North American market.
Precision Castpart Corporation
made massive investments in
environment
protection,
manufacturing
plant
and
infrastructure
upgrading,
investments amounting 24,5 million
dollars, including the increase of
share capital.
Cameron International Corporation,
another American corporation,
purchased Cameron Romania in
November
2004.
Cameron
International Corporation has its
registered office in Houston, Texas
and is a world leader in the
production of oil equipment. The
annual sales raise to 2.8 billion
dollars.
Presently,
Cameron
International
Corporation
has
Figure 8: The Fruits Road in Prahova County
approx.
11,000
employees
throughout the world, of which 813
in Campina.
Agriculture and forestry
Although Campina city is a typical
industrial city, its population do not
neglect the business in agriculture
field.
Over 17% of the farming area is
covered by orchards and orchard
nurseries.
Campina Municipality is located on
the ”Fruits Road” which crosses
Prahova County from the East to the
West.
Moreover, the woods are rationally
exploited from the forestry real
estate belonging to Campina Forest
District, with beech and oak
forests in the North of the
city.
42
Trade and services
The food market in Campina was
built in 2007, being equipped by the
city hall with a high performance
video surveillance system and air
conditioning. The market was
rearranged in order to make the
trading area more effective, and the
market house was extended by
covering the area behind it,
presently occupied by fruits and
vegetables wholesale agents. The
extension of the market house
doubled by the video cameras will
secure the merchandise of the
wholesalers.
The
central
Marketplace in Campina is managed
by the Public Management and
exploitation Service of the Central
Marketplace.
Campina Municipality has several
commercial
facilities:
FIBEC
Trading Facility consists in two
food markets (open and closed), a
modern supermarket with a total
area of 593 sq. m., and a parking lot
with 170 places. PENNY Market
operates in Campina since the
summer of 2005, together with
Mercantis Big, Carrefour Market
Campina with a total area of 700 sq.
m., and Kaufland will open a store in
December 2011.
The main financial and banking
institutions in Campina are: Banca
Comerciala Romana, Banca Romana
pentru Dezvoltare – Grupe Société
Générale,
Raiffeisen
Bank,
Banca
Comerciala
Carpatica
Bancpost,
Banca
Transilvania
Filiala CEC Campina, Alpha Bank,
Banca Romaneasca, Piraeus Bank,
Unicredit Tiriac Bank, Volksbank
With regard to the evolution of the
GDP, there can be noticed an
increase before 2008, both in
Prahova County and in South
Muntenia development Region. The
statistical data do not reflect the
recession period between 2009 and
2010.
Economic development (2009)
Territorial density -legal entities to
1.000 inhabitants
Territorial density - authorized
persons to 1.000 inhabitants
Câmpina
Prahova
România
76,45
65,10
32,1
13,70
20,29
16
Source: INS, ADDVANCES
43
Top 20 of companies in Campina Municipality – turnover and number of employees,
in 2010
Company
Turnover, lei
No, Of
employees
Net profit, lei
Business field
Equipment for oil extraction, pit exploitations and
constructions
1
CAMERON ROMANIA SRL
587,076,827
813
73,642,158
2
3
4
CONFIND SRL
LEMET SRL*
JERAS PROD SRL
TOTAL AQUA DISTRIBUTION
SRL
183,620,648
64,680,867
55,246,933
1,061
395
202
15,689,778
6,368,112
453,281
38,843,856
53
266,491
Beverage wholesale
Bearings, cogwheels, gears and parts
5
Metal works and constructions elements
Other types of furniture
Meat and poultry
6
NEPTUN SA
38,812,976
250
709,839
7
EMON ELECTRIC SA
38,714,473
159
3,078,004
8
SIGA & CO CIMPINA SRL
36,582,431
109
3,604
9
ROYAL N SRL
35,973,111
31
579,539
10
RAFINARIA STEAUA ROMANA
SA
33,620,168
310
-15,904,565
11
FIBEC SA
30,356,810
164
141,929
Other specialized construction works
12
CIREX SRL
21,029,707
213
598,211
Residential and non-residential construction works
13
COMPANIA ENERGOPETROL
SA
20,361,786
186
53,675
Electrical installation works
14
EDILCONST SA
19,819,712
217
-1,851,966
15
IATSA CAMPINA SA
16,997,257
236
316,561
Vehicle repairs and maintenance services
16
FIBEC METALGLASS SA
15,179,775
160
69,222
Steel constructions
17
SMITH CONFIND SRL
13,714,576
2
1,397,370
18
ERIN SRL
12,389,223
18
140,330
19
ABAFIL PROD 2005 SRL
11,706,910
24
71,807
Manufacturing of meat products
20
GRINSEG CONSTRUCT SRL
11,534,283
5
286,315
Consultancy services for business and management
*Registered office in Campina, but the factory is in Brebu commune
Electrical installations laying
Non-specialized wholesale of food, beverage and
tobacco
Wholesale of steel products, equipment and supplies
for hydraulic and heating installations
Manufacturing of products achieved by oil
processing
Manufacturing of oil industry and construction
equipment
Source: Ministry of Public Finance
44
Effects of recession and of law
legal measures
The present financial and economic
crisis seems to be unprecedented in
the last half of the century. The
recession has spread in the USA,
Europe and Japan and it seems to be
more painful than the recession in
1981-1982. Actually, a massive
decrease of confidence is present in
the business sector and among
consumers, translated by reducing
the expenses. In their efforts to reestablish the balance, the US
Government and some European
States nationalized parts of their
financial sectors, in a way that
contradicts even the fundaments of
modern capitalism. It seems that the
whole world is changing its course,
moving towards the time where the
role of the state will be more
important, and that of the private
sector less significant. This will
probably be the most dramatic
consequence of the actual recession.
If appropriate coordinated, the
national efforts may be directed in
parallel towards various objectives.
These may attenuate on short term
the effects of recession, but they can
also simultaneously promote the
reforms necessary to help the EU to
get stronger out of this crisis,
without undermining on long term
its fiscal viability. In this regard,
there has been produced the
European Economic Recovery
Plan, which focuses on innovation
and ecological transformation of EU
investments.
The strategic objectives of the
European Economic recovery Plan
are:
 Swiftly stimulate demand and
boost consumer confidence;
 Lessen the human cost of the
economic downturn and its impact
on the most vulnerable. Action can
be taken to help stem the loss of
jobs; and then to help people return
rapidly to the labour market, rather
than face long-term unemployment
 Help Europe to prepare to take
advantage when growth returns so
that the European economy is in
tune with the demands of
competitiveness and the needs of
the future, as outlined in the Lisbon
Strategy for Growth and Jobs. That
means pursuing the necessary
structural
reforms,
supporting
innovation,
and
building
a
knowledge economy;
 Speed up the shift towards a
low carbon economy. This will leave
Europe well placed to apply its
strategy for limiting climate change
and promoting energy security: a
strategy which will encourage new
technologies, create new 'greencollar' jobs and open up new
opportunities in fast growing world
markets, will keep energy bills for
citizens and businesses in check,
and
will
reduce
Europe's
dependence on foreign energy.
In order to produce maximum
benefits and achieve the Recovery
Plan's aims of protecting people and
preventing the crisis from deflecting
attention from the EU's longer-term
interests and the need to invest in
its future, there should be a close
connection between the fiscal
stimulus and actions in the four
priority areas of the Lisbon Strategy
(people, business, infrastructure
and
energy,
research
and
innovation).
The actions proposed within the
European Economic Recovery Plan
are:
1.
Launch a major European
employment support initiative
2.
Create demand for labour;
3.
Enhance access to financing
for business;
4.
Reduce
administrative
burdens
and
promote
entrepreneurship;
5.
Step up investments to
modernise Europe’s infrastructure;
6.
Improve energy efficiency
in buildings;
7.
Promote the rapid take-up
of ”green products”;
8.
Increase investments in
research
and
development,
innovation and education (In the
construction sector, a 'European
energy-efficient buildings' initiative,
to promote green technologies and
the development of energy-efficient
systems and materials in new and
renovated buildings with a view to
reducing radically their energy
consumption and CO2 emissions);
45
9.
Developing
clean
technologies
for
cars
and
construction;
10.
High-speed Internet for all.
In Romania, the answer to negative
effects of the crisis cannot be
similar to those formulated by
some of the European States or of
the USA. There are several
differences between the Romanian
economy and these economies, that
do not allow the simple copying the
measure packs developed there. In
fact, Romanian economy has a high
shortfall, indicating its dependence
from external funding. We have to
chose between an orderly reduction
of this shortfall or its reduction by
the market, under the present
tensed
and
low
confidence
conditions,
with
dramatic
consequences for the exchange rate
and economic growth.
At local level, the global recession is
reflected in the whole community of
Campina Municipality, either local
public authorities, business sector
or simple citizens.
The first effect is the reduction of
collected tax, fact that hinders the
payment in due time of the loans
contracted by the local public
administration.
At local level, the crisis decimated
the economic agents and excessively
diminished the power of the
business sector to support the
recovery of the county economy.
One of the frequently accessed
funding sources for the economic
agents
for
investments
and
development – loans – is very
expensive now, and the risks
involved, in the context of overall
incertitude and low confidence
decisively contribute to avoiding the
loans. This situation has direct
implications on the accessing
European grants, because the
private beneficiary’s contribution
usually came from loans.
The
consumption
significantly
decreased, as an immediate reaction
to the economic recession and to the
pessimistic forecasts for the near
future. The immediate result was
the expansion of non-taxable area.
Therefore the collection to the state
budget – also strongly affected – are
increasingly reduced. Compared to
the external products, the local
products are the most exposed to
the reduction of consumption
because of obvious disadvantages
with regard to the manufacturing
costs
(lower
or
inexistent
subventions, the absence of support
programs
for
the
domestic
production,
low
competitive
technology, etc.) but also because of
the consumers behaviour, who
prefer to buy imported products,
cheaper and with more attractive
packaging
compared
to
the
domestic products.
In these conditions, supplemented
by the severe fiscal measures, most
part of the local employers have
restructured their business, creating
a bigger the job deficit at county
level. The personnel cuts and the
reduced revenue in the state run
sector have an obvious contribution
to this difficult situation.
To overpass the economic crisis,
Campina City Hall must propose
several specific objectives, such
as:
1. To support public investments
The investments performed by the
public administration represent an
efficient way to intervene in crisis
situations, because investments
support both the demand and the
offer. The impact is higher because
the companies and the manpower
involved in the investment projects
are locale, thus increasing the
demand in the connected sectors.
Thus, the effects of investments are
multiplied and result in the
development of local economic
agents and employment.
The measures that the public
administration may apply to
support public investments consist
in:
1.1. Increasing the absorption
level of European grants for
investments
The available grants by the
European
funding
schemes
represent a real opportunity for
public administration (but also for
the private sector) which, in
general, lack the financial resources
to support investment projects.
This measure is designed to
increase the absorption level of
European funds designed to finance
46
local investment projects, especially
the amounts allocated through the
Regional Operational Programme,
which supposes investments in the
road, social or leisure infrastructure.
This objective may be achieved only
by
strengthening
the
administrative capacity of the
local authorities.
1.2 The emission of securities for
the funding and/or co-funding the
investments
Most of the grants provide reduced
co-financing percentages for public
applicants. Nevertheless, the own
financial contribution represents,
most of the times, a real problem for
the beneficiaries. The following
measures are designed to counter
fight this problem or to provide a
solution to it.
The
necessary
funds
for
financing/co-financing
local
investments may be achieved by the
issue of securities maturing on a
pre-established period (ex: in 5
years). The proposed solution is a
relatively simple and fast option for
crediting the investments. The
advantage is that the funds can be
released when necessary, and the
reimbursement is made after the
recession period.
1.3 Application to loans in order to
co-finance European
projects
and/or to fund some investment
projects
The local co-financing of projects
represents a huge problem for the
administration and it usually
represents the main reason for
giving up the funding.
Loans are a viable and fast
alternative for the achievement of
co-financing funds.
2. Support of economic agents
and
attraction
of
new
investments
The economic and financial crisis
mainly affects the private sector
which, in a healthy economy, should
represent
the
main
local
development engine. The reduction
of the private economic business
means high unemployment rates,
low taxes to the budget, etc.
Therefore, one of the main concerns
to reduce the crisis impact is to
support and protect the local
economic environment, especially
the SMEs, as they are more
vulnerable in crisis situations.
The measures that can be applied in
this direction are the following:
2.1. To promote public-private
partnerships
The collaboration between the
private and public sectors in
financing infrastructure projects
and the supply of public services
proved to be a real success in the
developed States. The Public-Private
Partnership
(PPP)
is
a
recommended solution due to the
real advantages involved: various
financing
sources,
reduced
execution time, better know-how,
modern management techniques,
higher quality of works and
services, etc.
PPP involves a win-win situation for
both private and public partners.
The public sector resolves the
infrastructure problems, reduces
(or even eliminates) the delivery
costs of certain public services,
while achieving a superior quality of
supplied public services. The private
partner who funds the total
investment project uses from an
economic
viewpoint
the
infrastructure / service for a
determined
period
of
time,
established by contract, after which
it hands over the infrastructure to
its public partner. The private
partner takes over the risk of
economic inefficiency of the project.
PPP represents one of the most
effective
solutions
in
crisis
situations, when local budgets
cannot support local investments.
Moreover, PPP may contribute to an
increased level of European funds
absorption.
In Romania, PPP are regulated by
the Law No. 178/2010 and the
adjacent Methodological Application
Provisions.
Public-private partnerships is also a
measure specified in the action plan
of Campina Municipality strategy
and, where considered effective, the
legal
provisions
for
the
development of a PPP shall be
performed.
47
2.2. Provisional local tax cuts for
SMEs
By reducing, at least on a
provisional basis, of certain local
taxes or by applying the maximal
reduction quotas in the situations
provided by the laws in force, the
local economic agents shall be
supported in crisis situations. A
concrete activity in this regard is the
temporary reduction or the award
of a grace period for the payment of
rent for the buildings owned by the
local authorities, rented to local
SMEs.
2.3. Promotion of local products
consumption
The
development
of
the
manufacturing sector is extremely
important in crisis situations (but
not also!) because it generates local
added value, jobs and it involves
various upstream and downstream
business sectors.
The public authorities can support
the consumption of local products
by promoting them within local fairs
and/or in the specialized fairs
organized throughout the country.
2.4.
Attraction
of
foreign
investments
In the context of dramatic cut off of
foreign capital flows, there is an
increased competition among local
administration to attract new
investments. Therefore, Campina
City Hall proposes a number of
measures that may stimulate
investors to relocate here, i.e.:
infrastructure upgrading and
extension, development of local
public
services
system,
improvement of education and
health services, production of a
land usage plan, etc.
Thus, in order to diminish the
recession effects on the local
community,
the local
public
administration should consider the
following priorities:
1.
Development
of
administrative capacity.
2.
Development of public
services;
3.
Economic development of
the city;
4.
Increase budget revenue;
As we can see, the 4 priorities of
the recession effects reduction
plan mostly fit the action plan of
the Strategy, as this is designed
from the very beginning by
references to real, present
situations
that
are,
more
important, not defined in time.
48
Over 90% of Campina
Municipality
citizens
declare
themselves pleased with the shops
and commercial areas in the city,
and over 78% are pleased with the
restaurants, bars and terraces.
86% of the respondents
have a good and very good opinion
on the food market in the city.
The municipality citizens
appreciated (21%) that the industry
and jobs are the major resource of
the city.
Restaurants,
terraces, bars
Shops,
shopping centers
49
5. ENVIRONMENT PROTECTION AND PRESERVATION
51
Environmental patrimony
Due to the special diversity of
biotops and habitats, Prahova
County has a rich inventory of wild
flora
and
fauna,
including
endemisms, rare species, glacial
relicts, and species with community
importance. Unfortunately, the
pressure of human activities (the
need to expand the built-up area of
certain
towns,
the
tourism
development
projects,
the
traditional activities such as
greezing or wood exploitation)
threat to restrict the area for many
of these species.
The industry is one of the most
polluting activities, as it is
concentrated in the urban places of
Prahova County. The approved
limits
for
various
polluting
substances is exceeded either
because of the lack of protection
systems or their inadequate
operation of these, or because of
accidents.
Among the activities and industrila
sources with a significant impact on
the environment of Campina
Municipality we can mention Steaua
Romana
SA;
“Neptun”
SA,
“Electroutilaj” SA, Orion Foundry.
Water
The quality of DOFTANA river is
classified as of 1st class on the
upstream of Campina Municipality.
The situation changes in the
downstream, where the water gets
into the 2nd quality class, according
to the indexes from oxygen and salt
content groups.
The ecological condition is very
good in the upstream of Campina
and good in the downstream, up to
the influx
For Prahova river, at the
monitoring
points
in
the
downstream of Campina, the
average annual value measured for
the indexes from the oxigen
contents, nutrients, salt contents
and specific toxic pollutants of
natural origin fit in the 2nd and
3rd quality class.
Paltinul, a storage lake on Doftana
river mainly used for water supply
has a volume of 62.3 million m3. and
a 1st class water quality from a
chemical,
biological
and
oligotrophic viewpoint.
Used water. Some economic agents
discharge a significant flow of used
water, and other less important
flows, through one or multiple
outlets. Some of the companies do
not operate anylonger, due to
various financial or ownership
reasons, and most of all do not
function at their initial parameters.
Part of them do not have problems
with regard to the quality of
discharged water, with a potential
of accidental pollution.
Here
S.C.
Petroutilaj
Poiana
Campina or SC Steaua Romana are
classified.
Soil.
In Prahova we notice the existence
of large areas considered to be
critical from the point of view of soil
degradation, mainly because of the
oil extraction and processing
industry.
Thus, on the land of SC Rafinaria
STEAUA ROMANA SA Campina
there are several locations that may
be classified as critical areas: the
areas around the tank parks and the
railway slope, where the soil has a
high content of hydrocarbon from
superior oil outside the intervention
threshold, due to the historical
pollution in the area.
In addition, the soil in the area of tar
pits of Petrolistului and Turnatorie
(Metal casting) is low acid, because
of the waste stored.
After monitoring the soil quality
from the point of view of heavy
metals content, at monitoring points
on DN1 –Prahovei Valley, the
average annual value measured for
the indicators: nickel and copper,
the measured values exceed the
normal soil values. For the
indicators: lead, zinc and cadmium,
the average measured values
comply with the normal value.
In order to rehabilitate the affected
soils of the municipality, the
authorities started a project,
through the Fund Administration,
“Forrestation of agricultural lands
affected in the area of Improvement
perimeter in the North part of
Campina Municipality, Muscel Hill”,
52
amounting
1,790,010
lei.
Campina Municipality faces several
earth flows. Therefore, a risk map
has been developed at municipality
level, in order to clearly identify the
vulnerable areas.
Figure 9: Map of Risks to landslides
The main cause for pollution
remains the traffic.
from the pollution viewpoint: the
values of carbon monoxide (CO) are
much below than the maximum
concentration approved; nitrogen
oxides (NOx), especially NO2 and
SO2 have normal values.
The hydrocarbons in the air also
have values under the approved
limits.
Green areas
In 2010, the surface of green areas
per capita in Campina Municipality
is 36.91 sq. m./inhabitant, value
that exceeds the national average
and the European regulation in this
field that provide an area of 26 sq.
m./inhabitant.
The green area surface increased
between 2005 and 2010 (from
15.35 sq. m./inhabitant in 2005).
Air
The main indicators analyzed are:
NH3, NO2, H2S, SO2, sulphate
suspension,
including
H2SO4
aerosols,
and
sedimentable
powders.
The monitoring of air quality
revealed that there are no
significant problems.
Protected areas
On Prahova County territory there
are seven protected areas with legal
status, included in Law 5 /2000, as
follows:

Bucegi Natural Park (Sinaia,
Busteni)-8,322 ha

Arinisul
de
la
Sinaia(Sinaia)-1,037 ha

Tigaile
din
Ciucas(Maneciu)-3 ha

Salt Mountain (Muntele de
sare - Slanic) – 2 ha
Prahova County does not have any
natural
protected
areas
of
international interest.
The Order 1964/2008 declared as
natural
protected
areas
the
following Nature 2000 sites:

Ciucas Mountains (Maneciu
commune, Cerasu) – approx. 9,400
ha in Prahova County

Glodeasa Forest (Valea
Doftanei commune) – 535 ha

Balbaitoarea Lake (Bǎtrani
commune) – 2.6 ha

Tohani Creek (Gura Vadului
commune) – 50.2 ha

Plopeni
Forest
(Baicoi
town, Cocorastii Mislii commune) –
88.8 ha

Bucegi (Comarnic, Sinaia,
Busteni, Azuga towns)– approx.
13,000 ha in Prahova County. These
areas sum up an average surface of
approx. 23,077 ha, i.e. 5 % of the
administrative territory of the
county.
Campina Municipality does not
have any protected areas.
53
Waste management
The sanitation services operator in
Campina Municipality is S.C.
Floricon Salub S.R.L.
The company was established in
1993, with heavy vehicles repair
works and road transport of
merchandise and wholesale and
retail as its main business fields.
Subsequently, by using the available
infrastructure, S.C. Floricon Salub
S.R.L. develops its activity in the
field of community services.
Thus, starting from 1996, the
sanitation services became the main
industry of the company, and the
first locality services was Campina
Municipality.
The
continuous
development and upgrading of the
special vehicle fleet, together with
the experience acquired, allowed
the company to expand its
sanitation services to Breaza and
Baicoi towns and in the neighboring
communes of Campina Municipality.
Presently, S.C. Floricon Salub S.R.L.
is a company that can competitively
satisfy the needs and demands of its
beneficiaries in the field of sanitaton
services, as it is a licensed operator
(2nd class) by the Community
Services
National
Authority
(A.N.R.S.C.). The sanitation services
operator SC Floricon Salub SRL in
partnership with SC Ecorom
Ambalaje SA mutual association
continued the selective collection
campaign in Campina Municipality
of paper, carton and PET waste.
The quantities selectively collected
in Campina Municipality and in
Baicoi and Breaza towns are: 98.11
tons of paper and carton and 12.13
tons of PET.
In 2009, Campina selectively
collected an amount of 2.55 tons of
glass. For this type of waste there is
no viable exploitation options.
Industrial waste. In the county
there
are
many
companies,
especially in the field of oil industry,
with storage pits of industrial and
dangerous waste (refinery sludge,
silts, acid tar, fluid drilling tar), such
as SC Rafinaria ASTRA ROMANA SA
Ploiesti, SC PETROTEL LUKOIL SA,
OMV PETROM SA PETROBRAZI, SC
ROMPETROL
Bucharest
VEGA
Refinery Ploiesti, SC Steaua
Romana SA Campina, OMV Petrom
SA Ploiesti Branch.
SC Rafinaria Steaua Romana SA
Campina has three industrial waste
pits:
 Acid tar pit in Petrol Area,
with an area of 6.0 ha, and
an occupied volume of
approx 80,000 m3;
 Acid tar pit in metal Casting
Area, with an area of 3.3 ha,
and an occupied volume of
approx. 70,000 mc;
 Sludge pit (non-hazardous
industrial waste pit) in the
area of Lacul Pestelui, with
an area of 0.5 ha, and an
occupied volume of 27,000
m3.
54
Medical waste. In Prahova County
there are three companies licensed
from the sanitary and environment
viewpoint to collect and transport
medical waste, among which SC
Iacovita Oxigen SNC Campina.
Electronic waste. The local public
authorities established the EEE
waste collection centers. In Campina
Municipality the center is on Milcov
Street, with a concrete and covered
surface of 247.88 sq. m. – managed
by SC Floricon Salub SRL Campina.
The quantity of EEE waste collected
in 2009 by the licensed economic
agents was of 435 tons.
In 2009, the national campaigns for
the selective collection of electric
and
electronic
waste
have
continued. Therefore, in Prahova
County there have been collected
13,280 kg EEE waste.
Unfortunately, the target of 4
kg/inhabitant for 2009 could not be
reached, since the collection rate at
the county level being of 0.53
kg/inhabitant.
With regard to the vehicle
decommission, in 2009, in Campina
Municipality operated SC REMAT SA
Campina and SC REMPROD SRL
Campina, which collected over 500
vehicles.
55
According to the opinion survey
applied to the Campina Municipality
population, the most serious problem is
that caused by uncontrolled storage of
waste.
On
a
scale
from
1
(disturbing/affecting in small measure)
to 10 (highly disturbing/affecting), the
respondents gave an average score of
4.81 for pollution caused by uncontrolled
storage of waste.
Noise pollution has an average
score of 4.7, as the second pollution form
disturbing/affecting the inhabitants of
Campina Municipality.
The major pollution source in
Campina Municipality is considered to be,
by the respondents, the local economic
agents (28.10%). This is shortly followed
by the vehicle traffic with over 25%.
Other pollution sources identified by the
inhabitants are: household waste and oil
pits.
Pollution caused by
uncontrolled waste
storage
Noise pollution
Air pollution
Pollution of
streams within the
city
56
57
6. TOURISM
59 |
Tourist sights and objectives
The main tourist objectives in
Campina Municipality are the
following:

Roman-Catholic
Church
Sfantul Anton de Padova, 102 year
old (the construction was finished
in 1906) built in baroque style.

"De la Han" Church, also
named "Biserica de la Brazi", built in
1833 by Sfantul Calinic de la
Cernica, under the patronage of
vault in Bellu Cemetery from
Bucharest, represent one of the
unique constructions exclusively
built based on the information and
layouts transmitted by Iulia (from
"the world of the dead") within the
spiritist sessions organized by her
father.
Figure 10: Iulia Hasdeu Castle
Figure 11: Biserica de la Han

Nicolae
Grigorescu
Museum, arranged in the former
house of the artist Nicolae
Grigorescu.
"Dormition of the Mother of God".

"Hernia" Chapel, built in
baroque style in the memory of
Dumitru Hernia, the pioneer of
Campina oil.

Iulia Hasdeu Castle, the
creation of Bogdan Petriceicu
Hasdeu, built in the memory of his
daughter, Iulia Hasdeu (also named
the "Castle of Campina Magician "),
which, together with Iulia Hasdeu
Figure 12: Nicolae Grigorescu Museum

Voila Castle built in
nomadic style, specific to the 19th
Century. It was built by Dimitrie
Barbu Stirbei, on his land, and today
it hosts the Nervous Diseases
Sanatorium.

Bogdan Petriceicu Hasdeu
Museum, opened in 1897 for the
public since the writer was alive.

“Casa cu Grifoni”, the
present headquarters of Campina
City Hall – built between 1901 and
1902 by Gheorghe Stefanescu from
Campina. The building, built for his
family, was the first to use electric
light in Campina, with an electric
generator set from germany placed
in the basement.

”Steaua Romana” Refinery

Church Complex of Slobozia
Parish
The location of the city in SubCarpathian area, at the junction
between Prahovei and Doftanei
Valleys, makes that the city and its
surrpoundings with old tourism
traditions to be highly appreciated
and visited by many tourists from
all over the country.
The main routes in Campina are:
1. Muscel – Voila – Sotrile route
The first sight of this route is the
« Holiday Village », located on
Muscel Hill, in the sunny place, at
560 m altitude right near the leisure
area « Fantana cu ciresi ». From
60
here, from this « holiday village »,
one can admire the panoramic view
of the entire Campina terrace,
including the Bucegi Mountains. At
several hundreds of meters the
Voila
Forest
starts,
another
attraction. After approx. 5 km walk
through the wood, one can get to
Sotrile commune located at an
altitude of about 800 m. Before
entering in Sotrile commune, one
can take a short walk on Cucuiatu
peak (826 m), the highest peak in
the Campina area.
2. Doftana Valley route
The valley of Doftana river
bordering the eastern side of
Campina terrace provides extremely
pleasant trips, especially after the
construction of the dam and
Paltinoasa lake. If the valley of
Doftana river was less known in the
past and used mostly as a
connection
to
the
forest
exploitation, today this is a favourite
route both for Campina inhabitants
and for tourists throughout the
country, attracted by its beautiful
sights. We also have to mention that
several centuries ago, Doftana river
valley was used as a commercial
road to Transilvania, and Tesila
commune was also a customs point,
even this was a secondary pathway.
3. Campina – Baile Telega route
The salt mines in Telega served as
prisons for the outlaws and arisen
peasants, of which we mention here
the famous outlaw at the beginning
of the last century – Iancu Jianu.
These baths are recommended for
rheumatic,
neurological
and
gynaecologic diseases.
4. Campina – Brebu route
Starting with the half of the 17th
Century, Brebu becomes the king’s
summer residence due to Matei
Basarab who felt attracted by the
charm of these places. He built here
a residence consisting from the
king’s house, monastery, protection
wall and entrance tower. The
construction started around the
year 1640. All this building set was
located in the village center. Initially
used as a summer residential
residence, it now hosts an
interesting museum dedicated to
the time of « Matei Basarab –
Constantin
Brancoveanu ».
getting out from the architectural
complex, we can see another sight:
the lake behind the museum.
Formed by the dissolution of the
plaster and salt layers on Brebu
platform, the lake has an era of
almost 4 ha and a depth of 12, in the
shadow of a pine wood.
5. Campina – Poiana Campina –
Schitul Poiana route
An architectural monument, Poiana
chapel was built by Toma
Cantacuzino, a sword bearer, the
nephew of the Romanian Land ruler,
Serban Cantacuzino. Its original
paintings were signed by the
famous painter Parvu Mutu.
Unfortunately there is nothing left
from the original paintings, because
the church was affected by
earthquakes and was permanently
upgraded. The old chapels were also
lost, and one can see now only some
traces of the old wall. Only the walls
of the old cellar can be seen now,
with its underground arches. The
building is attractive due to its
elegant architectural lines and
decorations
6. Campina – Ploiesti route
7. Campina - Valenii
munte – Cheia route
8. Campina
Sinaia route
–
Posada
de
–
61 |
Tourist facilities
The main accommodation facilities

Carpatin Campina Hotel
(Muntenia) has an accommodation
capacity of 110 bed places in
apartments, single rooms, and other
rooms. The hotel has the following
endowments
and
facilities:
Figure 13: Carpatin Hotel
restaurant, day bar, parking,
elevator, rest rooms with shower
and bath, tv set, refrigerator.

Amana Inn Hotel – Campina
- 28 bed places in rooms equipped
with air conditioning, bathroom,
minibar, telephone, Tv, internet,
balcony.
Figure 14: Amana Inn Hotel

Nina
B&B
has
an
accommodation capacity of 20 bed
places in 10 matrimonial and single
rooms, and a 25 seats restaurant,
living room, terrace in the yard with
25 seats.

Casablanca Bed&Breakfast
has 6 modern rooms equipped with
own bathrooms, tv cable, wireless
internet, minibar, hair dryer in each
bathroom, refrigerator
Thus, in 2010, 14,850 tourists
arrived in Campina Municipality, i.e.
approx. 4.7% of the total tourists in
Prahova County.
The average stay of the tourists was
of 1.9 days, fact that reveals the
development of the transit, cultural
and weekend tourism in the
municipality.
The accommodation capacity in
2010 recorded a slight decrease,
ranging at about 270 bed palces.
Tourism activity
municipality
Campina Municipality has 2 parks:
B-DUL Culturii and Fantana cu ciresi
parks, which are the leisure areas
for the citizens
of
the
The evolution of overnight stays in
tourist facilities and tourist arrivals
in indicators reveals a maximum
value in 2007, with a decrease in the
subsequent years.
The main events organized in
Campina Municipality, that may also
62
generate an increase of tourist
activity are:

Campina Municipality Days
– January 8

Honey Fair – exhibit with
sells of beekeeping, popular music
show,
beekeeping
contest,
beekeeping symposium – February
21-22

Craftsmen’s Fair

Exhibit and sales of masks,
clothes – June 1–

Hora Prahoveana (Prahove
traditional round dance)- Folklore
Festival – June 27 and 28

"Campina my love" – Plastic
Arts Camp – July 1-14

The Celebration of 2 Iulii –
scientific communication sessions,
literature, musica, plastic arts and
literature exhibits – July 2

"Fall Festivity" – complex
show organized in the heart of the
city - September - Casa Tineretului

APLER Gala – literary
communications
sessions
–
November 5-6
Campina Municipality
tourist accommodation
capacity
tourist accommodation
capacity by type of tourist
structures
overnight stays in tourist
reception
2005
2006
2007
2008
2009
2010
93.389
84.392
80.938
79.708
84.713
94.473
353
243
222
221
221
270
29.585
36.144
39.730
34.349
28.637
28.266
18.405
21.273
21.860
23.539
17.982
14.850
7
6
4
4
4
5
tourist arrivals in
tourist reception
tourist reception
63 |
64
According tot he opinion
survey applied to the population in
Campina Municipality, the preferred
ways to spend the free time are the
leisure-picnic areas, with 39.2%,
parks and public gardens with 37.8%
followed by swimming pools, sports
grounds and halls, children’s
playgrounds and skating rink.
Over 50% of the citizens are
discontent
with
the
leisure
possibilities, but approx. 60% are
pleased by the leisure areas, public
parks and gardens, and playgrounds.
leisure-picnic areas
skating rinks
parks and public gardens
swimming pools
children”s playgrounds
sports grounds
possibility to spend of...
sports halls
65 |
7. EDUCATION
67
School units and educational
infrastructure
In 2010, the school units network of
Campina Municipality included 11
kindergartens, 7 primary schools, 5
high schools and 2 post-secondary
schools.
In 2010, these schools were
equipped with 212 classrooms and
specialty
rooms,
58
school
laboratories, 580 PCs, 9 playing
fields and 23 school workshops.
Although Campina Municipality has
mainly
an
industrial
track,
education has always been a
priority field.
The 5 high schools operating in the
municipality confirm this aspect:
 Colegiul Naţional Nicolae
Grigorescu (Nicolae Grigorescu
High School) was founded in 1919
as a mixed high school, and in 1930
it was named Dimitrie Barbu Știrbei
High School. In the ‘30 it was divided
into the High School for Girls and
the High School for Boys, but in
1948 it became again a mixed high
school. The measures taken during
the communism had
deeply
influenced
its
subsequent
development, and starting with
1957 it bears the name of Nicolae
Grigorescu, the national artist in
painting. This change lasted until
1972 when it became the Liceul de
Matematică-Fizică
Nicolae
Grigorescu (Nicolae Grigorescu High
School of Sciences), a name changed
again into Liceul Industrial numărul
5 (No. 5 Industrial High School) (in
1982). After 1989, the high school
became again of science track, and
in 1999 it became a Colegiu national
(National College).
 Colegiul
Tehnic
”Constantin Istrati” (”Constantin
Istrati” Technical High School) is a
Romanian educational institution of
over one hundred years old, and it
received this name on January 1st,
1961.
Presently, it includes the following
fields of specialization: mathematics
–
information
technology,
accounting,
electronics
and
automation, electrotechnics and
mechanics. Starting with 1930, its
building housed the “Iulia Haşdeu”
High School for Girls, transformed in
1948 into the Petroleum Technical
Secondary School No. 1.
 Vocational
School
of
Forestry
 Vocational
School
of
Machine Manufacturing
This is the latest vocational school
in the municipality and the only one
who also includes a half-day
kindergarten
 Vocational
School
of
Energy is the only high school on
Prahova Valley that also trains
professionals
with
secondary
education level in the energetic
field.
In 2010, there were over 3,400
students enrolled on the courses
provided by these 5 high schools.
The educational infrastructure has
benefited from a number of
investments during the last period,
68
in both the physical infrastructure
(buildings), and the corresponding
equipping.
There are 2 post-secondary schools
operating in Campina Municipality:
 Louis Pasteur Nursery
Post-secondary school
 Vasile
Lascăr
Police
Training School of Campina
and 87.98% students enrolled at
secondary schools.
It has been noticed a decrease by
approx. 12% of the school
population between 2005 and 2010.
This trend is similar to the national
one, being correlated to the
population decrease during the
The Police Training School is one of
the most famous schools in the
country and it organizes every year
a vacancy contest for over 700
positions. This unit has a high level
of material equipping.
School population
The school population of Campina
Municipality recorded in the study
year 2010 7,951 persons of which
6.4% (956 children) enrolled at
kindergartens, 2.9%(429 students)
enrolled on post-secondary classes
Figure 15: School of Police Officers "Vasile Lascăr"
same period.
Compared to 2009, 2010 recorded a
slight increase which might lead to
the conclusion that the decreasing
period is ended, being followed by a
period of strengthening.
The biggest reduction was noticed
at the students enrolled in
69
vocational schools, from 1,600 in
2005 to 429 in 2010.
Still, the number of kindergarten
students enrolled in 2010 increased
by 1.38% compared to 2009 and by
9.9% compared to 2005.
The index number of students per
PC is of 14.2 for 2010, below the
county level of 15.05.
Also, the index „School population
per classrooms and specialty
rooms” in Campina Municipality –
37.5 in 2010 is below the one
recorded in Prahova County – 39 in
2010.
Teaching staff
The number of teachers working in
the municipal educational units is
473, of which 42 persons (8.9%)
operating in the pre-schools, 60
persons in the primary schools, 115
persons in gymnasiums, 226
persons (47.8%) in high schools and
30 persons in the post-secondary
schools (6.3%).
Sports
Education (2009)
Campina
Prahova
Romania
Number of students per teacher *
16,45
17,13
15,55
Number of students per classroom *
34,53
38,84
34,02
330,96
139,35
554,93
659,12
207,89
162,18
Number of students per school workshop*
Number of students per school laboratory *
Number of students per PC *
15,42
15,20
12,27
Number of students per fitness room *
794,30
892,87
874,37
Number of students per sports ground *
882,56
898,63
900,19
Source: INS, ADDVANCES
The first sports club of the city was
named Libertas and it was founded
between 1910 and 1912. Its
members were the employees of the
Jewlry Factory owned by the
Countess of Blöme, daughter of
Prince D.B.Ştirbey.
In the’30 in Campina there was a
sports association named Tenis
Clubul Român (Romanian Tenis
Club).
The following associations perform
sports activities in Campina
Municipality: Asociaţia Sportiva
Unirea (Unirea Sports Association
football),
F.C.M.
Campina
(football), AIKO (martial arts,
boxing,
aerobics),
KAMIKAZE
(karate), FITNESS (fitness), LIDO
and BRITMAR, GRUPUL SCOLAR
SPORTIV
PETROL
(PETROL
SPORTS HIGH SCHOOL – athletics
and badminton), ENERGY PCC
STEROM (combats, chess), SILVA
(volley ball), PETROL (planoring).
70
With
regard
to
the
educational services in Campina
Municipality, 76.3% of population
consider that the quality of the
educational system is good and very
good.
Over 75% of the respondents
are pleased and satisfied with the
material conditions of schools and
kindergartens, while only 40% are
pleased and satisfied with their
equipping level.
Over
80%
of
the
respondents consider there is a
sufficient number of schools, and
60% state to be pleased with the
quality of education.
The respondents consider
that most important issue of the
educational system is the lack of
teachers or the lack of trained and
dedicated teachers.
The other problems are: very small
salaries, inappropriate conduct of
students and insufficient equipping.
71
72
8. CULTURE
74
75
Libraries
In 2010, there were 17 libraries
operating in Campina Municipality.
At county level, it has been noticed
that most of them are school and
public libraries.
The only public library in
Campina and the second most
significant in Prahova County is
« Dr. C.I. Istrati » Municipal
Library. Founded in 1949, it has a
collection of 67,306 volumes. The
founder of this institution was
Doctor C.I. Istrati himself who had
also founded the first public library
in Campina back in 1906. The
building currently housing the
library is the former company house
of the managers from « Astra
Română » Petroleum Society. In
1998, the E.E.I.S.T. Foundation from
England created the English Section,
the only one in the county, with
10,500 books.
French Library – It runs its
activity within « B.P. Haşdeu»
Memorial Museum and has 2,600
volumes from various fields (French
grammar and literature, history,
philosophy, geography, natural
sciences,
encyclopaedias,
dictionaries.) These had been
donated in 2003 by the Richelieu
Clubs from Belgium.
Spectacle institutions
„Geo Bogza” Municipal House of
Culture – established in 1964 by
the Town Council of Campina în
1964 and it has the biggest
spectacle room in the county (770
seats). It runs many complex
cultural
activities:
theatre
spectacles, music, entertainment,
arts
and
technical-applicative
circles.
The activity of the Municipal House
of Culture is divided in two:
continuous education circles and
courses and arts workshops.
Casa Tineretului (House of Youth)
Established by Campina City Hall in
1982, the House of Youth is a
complex formed by a spectacle
room, conference room, exhibition
room, hotel and rooms for
educational and other purposes
(sporta and recreational). The
House of Culture also provides a
public pool and a mini-football field.
Museums
Campina
Municipality has 2
museums:
 „Nicolae
Grigorescu”
Memorial Museum
Nicolae Grigorescu, our famous
artist in painting, partially lived in
Campina starting with 1871. Near
1890, he became a permanent
citizen who lived in the city in
various rented houses. Due to his
friendship
with
Kessler,
the
pharmacist, Grigorescu purchased a
land where he erected a Romanian
specific building, that functioned as
residence
and
workshop
simultaneously. The master builders
were Irimia brothers from Cornu. At
Campina and its surroundings,
Nicolae
Grigorescu
discovered
exquisite places in the middle of
nature and many sources of
inspiration.
He lived in that house between 1904
and 1907, when he passed away, in
76
July, his body being carried during
the funerals by an ox cart; both the
coffin and the cart were adorned
with field flowers and small fir
braches brought by Dr. C.I. Istrati
from his park. He was buried in the
city graveyard, in a place where
later on his son Gheorghe would
also
rest
in
peace.
Grigorescu’s house was destroyed
by a fire in 1918, during the German
occupation. Only in 1954 it had been
rebuilt by his son Gheorghe,
married to Ana, the daughter of
Alexandru Vlahuţă, based on the
photos and old blueprints of the
original house. Today, it houses the
« Nicolae Grigorescu » Memorial
Museum.
 Iulia Hasdeu Castle
The scholar B.P. Hasdeu built the
castle – temple of Campina between
1894 and 1896, being inspired by
the soul of his deceased daughter.
Two corner stone towers frame the
main tower, the dom or the actual
temple. A monumental door,
adorned with symbols, quotations
and emblem, surrounded by female
statues on stone thrones, represent
the temple entrance. Once entered,
everyone meets the sacred: the
access through parallel mirrors
reflecting one’s face in infinite
images, and the self-communion
before the Statue of Jesus.
the side towers have secular spaces
designed for guest, study, rest, but
also for spiritual experiences. These
took place in a dark room, in the
presence of a medium. An
interesting exhibition reminds of
B.P. Hasdeu’s interest in the
research of communication to the
dead ones.
Considering that his daughter was
the fruit of the love between him
and the other Iulia-his wife, the
castle is dedicated to both of them
and for this reason it bears the
name of « Julia Hasdeu ». «The
Holydays of the two Julias» is held
here every year, on July 2nd.
77
Regarding the cultural
facilities
in
Campina
Municipality, 66.43% of
respondents are pleased
and satisfied with the
cultural – artistic events
held by the municipality,
53% are pleased with the
organized concerts, 41.83%
are pleased with the
municipal libraries, and
49.86% are discontent with
the cinemas.
Libraries
Cinemas
Concerts
Cultural and arts events
78
79
9. HEALTHCARE
-
80
81
Healthcare units
In 2009, the healthcare sector of
Campina Municipality included the
following units:
 2 hospitals : Campina
Municipal Hospital and
Voila Hospital;
 21 dentist practices;
 13 dental laboratories;
 15 pharmacies;
 17 family medical practices;
 24
specialty
medical
practices;
 2 pharmaceutical points;
 3 school medical practices.
Compared to the total population of
Campina Municipality recorded on
July 1st, 2009, the hospital had 208
beds per 10,000 inhabitants.
Medical staff
In 2009, the medical staff with high
education level providing medical
services to the population was
formed by 121 medical doctors (17
family physicians) and 20 dental
practitioners (15 – private sector).
The number of the medium
qualified medical personnel was
468 persons of which 408 persons
in the public sectors and 60 persons
in the private sectors.
In 2009, the number of medical
doctors in the public sector per
10,000 inhabitants was 29.01. This
82
indicator has recorded an increase
compared with 2005 when it was
recorded a number of 26.28 medical
doctors per 10,000 inhabitants.
Also, this indicator is above the one
recorded at county level (11.92).
The number of dental practitioners
in the private sector per 10,000
inhabitants is 4,03, an indicator that
slightly increased during the
analyzed period (2005-2009).
In 2009 the recorded number of
pharmacists was 8.87 per 10,000
inhabitants, an increase by 40%
compared with the previous year
and by 5% compared with 2005.
The number of medium qualified
medical personnel per 10,000
inhabitants is 125.72 persons in
2009, a decrease compared to 2008,
but an increase by 10% compared
with 2005.
Health (2009)
Doctors - public sector per 10 000
inhabitants **
Beds per 10,000 inhabitants **
Ward staff - public sector per 10,000
inhabitants **
Câmpina
Prahova
Romania
2,93
1,19
19,50
20,98
5,36
64,06
8,18
60,40
17,89
83
With regard to the citizens’
perception of the public medical
services in Campina Municipality,
96.2% are pleased with the number
of pharmacists and 84.4% with the
number of medical practices.
61.1% of the respondents
state they are discontent and
unsatisfied with the quality of
medical services, 57.8% with the
hospital equipping and 56.5% with
the number of medical doctors.
The respondents consider
that the absence of medical and
specialty equipment is the main
issue of the medical system (27.8%),
followed by the lack of financial
resources (26.1%) and of qualified
medical staff (22.3%)
lack of equipment and special devices
lack of financial resources
lack of prepared healthcare personnel
corruption
Hospital equipment
No. of medical practices
No. of pharmacies
No. of physicians
Healthcare services quality
84
85
10. SOCIAL

86
87
Population and demographic
phenomena
On July 1st, 2010, the population of
Campina Municipality recorded
36,842 persons, representing 4.53%
of the total population of Prahova
County and approx. 1.13% of the
population in the region.
The ethnic structure of population
in Campina Municipality, according
to the data provided by the City Hall,
is: 98.5% Romanian, 1.1% Rroma
and 0.4% other ethnic groups.
The main religions practiced by the
population of Campina Municipality
are: the Orthodox religion (96.1% of
the municipality population), the
Roman Catholic religion (1.2% of
population) and the Adventist belief
(1.2% of population) and others.
The population structure by
gender shows a majority of the
female population, i.e. 51.31% of the
total population in the Municipality,
while
the
male
population
represents 48.69% of the total
number.
The male/female ratio is 94.9%,
meaning 94.9 men to 100 women,
thus reflecting a quite balanced
structure by sex of the city
population.
39.000
38.500
38.000
37.500
37.000
36.500
The age pyramid shows a slight
come back of the 0-4 years
population. The highest percent of
the
female
population
is
represented by the age category of
40-44 years, and that of 30-34 years
for the male population.
The young population (0-14 years)
represents 11.8% of the total
population of the municipality, adult
population
(15-64
years)
representing 72.6% of the total, and
Campina population evolution, 2005-2010
elderly population (65 year and
above) represents 15.6% of the
38.435,00
total. According to these values, it
38.166,00
38.017,00
can be noticed the balanced
structure of population in Campina
37.411,00
Municipality.37.225,00
Compared with 2005,
the structure
36.842,00
by age of Campina Municipality’s
population recorded no significant
changes.
36.000
2005
2006
2007
2008
2009
2010
The average life expectancy
Source
INS, 2010,
TEMPO Batabase
between 2005
and
in Prahova
88
county, is over 73 years with 6 year
differences between women and
men. In 2010, the average life
expectancy was 73.5 years, and by
gender this was of 70.07 years for
men and 77.73 years for women.
o major differences between the
average
life
expectances
by
residential area have been noticed:
74.6 years in the urban area and
73.02 years in the rural area.
Demographic indicators
The
population
of
Campina
Municipality can be described using
the
statistical
demographic
indicators.
The rate of population aging is
1,319.3‰, meaning 1.000 young
persons up to 14 years old to
approx. 1,319 elder persons of 65 or
above 65 years old.
Compared with the county rate of
population aging of 1,137.29‰,
Campina Municipality record a
higher level, thus reflecting a high
rate of population aging.
The demographic dependency
rate is characteristic to the activity
potential of a population and its
value
recorded
in
Campina
Municipality in 2010 was 376.76‰.
This indicator measures the
pressure exercised by inactive
population (young and elder) on the
active
population
(adults).
Therefore, in Campina Municipality,
there are approx. 377 young (0-14
years) and elder (65 years and
89
more) persons to 1,000 persons
aged between 15 and 64 years.
The demographic dependency rate
of the county was 432.71‰ in
2010, and the one recorded at
national level was 429.2‰.
Youth dependency ratio is the
ratio between the persons aged 014 years and adult persons aged
between 15 and 64 years with the
value of 162.44‰. According to the
aforementioned, there are approx.
162 young persons to 1,000 adults.
The value of labor force
replacement rate in Campina
Municipality is 636.56‰. This
means that, in 15 years, 1,000 adult
persons (15-64 years) will be
replaced by only 636 persons, thus
creating a decrease by approx. 36%
of the labor force (at every 1,000
active persons, 364 persons will be
missing).
Natural change of population
In 2010, there have been recorded
271 live births and 438 deaths,
resulting in a negative rate of
natural increase at 167 persons.
The birth rate is 7.36‰, meaning
7.36 live births per 1,000 persons in
Campina Municipality, in 2010. The
value of this indicator for the
municipality is below the county
one: 8.8‰ per total and 8.8‰ at
the average urban level of the
county.
The death rate recorded in the
same year was 1.89‰.
The rate of natural increase
recorded in Campina Municipality
between 2005 and 2010 was
negative, thus contributing to a
decrease of total stable population.
Marital status of population. In
2010,
Campina
Municipality
recorded 189 marriages and 90
divorces. Therefore, the divorce rate
of the married population is 2.44‰.
90
Migration of population. In 2010,
there had been recorded 570
persons who relocated and 290
persons who registered their
permanent residence in Campina
Municipality, resulting in a negative
migration balance of 280 persons.
Since 2005, the balance of
permanent residence registration
has
recorded
a
continuous
increasing trend.
The number of migrants is 31,
below the number of migrants (11)
recorded in 2009.
The external migration balance is
negative throughout 2005 and
2010.
91
Workforce
employees), Healthcare (7.42%
employees), and
Constructions
(6.36% employees) i.e. approx. 67%
The average number of employees
of total employees in Prahova
recorded in 2009 in Campina
County.
Municipality was 12,254 persons,
Compared to 2009, no significant
representing 8.3% of the employees
changes had been noticed in
in Prahova County.
Prahova County with respect to the
number of employees, yet their
In 2010, the main business sectors
number has decreased from
in Prahova County by number of
182,278 in 2009 to 168,035 in 2010.
employees are: Industry (36.25%
The average net salary in Prahova
employees), Commerce (16.53%
County recorded in
Structure on national economy activities of Prahova County employees in 2010
June 2011 was LEI
No. of people
Total
Agriculture, forestry and fisheries
Industry
Extractive industry
Processing industry
Production and supply of electric and thermal energy, gas,
hot water and air conditioning
Water supply; sanitation, waste management,
decontamination
168.035,00
%
100,00%
2.805,00
1,67%
60.908,00
36,25%
5.360,00
3,19%
49.375,00
29,38%
2.235,00
1,33%
3.938,00
2,34%
Construction
10.691,00
6,36%
Wholesale and retail; vehicle and motorcycle repair shops
28.195,00
16,78%
Transport and storage
10.384,00
6,18%
Hotels and restaurants
4.214,00
2,51%
Information and communication
2.279,00
1,36%
Financial brokerage and insurance
2.188,00
1,30%
Real estate transactions
1.204,00
0,72%
Professional, scientific and technical activities
6.031,00
3,59%
Administrative services and support services
Public administration and defense; social securities in the
public system
6.321,00
3,76%
6.278,00
3,74%
Education
10.934,00
6,51%
Health and social work
12.483,00
7,43%
Cultural and recreational shows
1.998,00
1,19%
Other services
1.122,00
0,67%
1,315,
the
industry
and
constructions being the first in the
top of business sectors.
During the same period, the average
net salary recorded at national level
was LEI 1,415, above the one
recorded in Prahova County.
92
Unemployment
August 2010, indicating a slow
down and stabilization of the
economic issues.
According
to
the
statistics
of
the
Prahova
County
Agency
for
Unemployment dated
September 2011, the
unemployment rate of
the county decreased
by 5.38%, above the
unemployment rate of
4.89% recorded at
national level.
48% of the 18,686
unemployed recorded
were women, while
53% received no
subsidies.
In
Campina
unemployed was on a
downward
trend
recorded
in
September 2011 a
total of 764 people
and tend to fall within
the county.
The years 2009 and 2010 were very
difficult due to the economic crisis.
One of the specific indicators of this
situation is the unemployment
rate that reached, in December
2010, the threshold of 8.6% in
Prahova County and 7.0% at
national level.
While the unemployment rate
recorded in mid of 2007 at the
county level was of only 3.7%, at the
end of 2009 it was noticed the
increasing trend of unemployment
rate in the context of the national
economy (8.9%).
Compared with the national level,
the unemployment rate in Prahova
County remains at the same level,
but under the level of SouthMuntenia Development Region.
The evolution of unemployed
persons number recorded between
January 2010 and July 2011 at the
level of Prahova County shows a
decrease of the maximum number
of 32,304 unemployed recorded in
Evolution of unemployment people in Campina municipality
1.800
1.600
1.400
1.200
1.000
800
600
400
200
0
1.204
1.190
1.190
1.221
1.254
1.375
1.204
1.525
1.540
1.458
1.363
1.260
1.131
1.062
900
846
852
840
790
762
764
ian..10 feb..10 mar..10 apr..10 mai..10 iun..10 iul..10 aug..10 sep..10 oct..10 nov..10 dec..10 ian..11 feb..11 mar..11 apr..11 mai..11 iun..11 iul..11 aug..11 sep..11
Source: INS, TEMPO Database
93
Social services
The City Hall of
Campina
Municipality also includes the Social
Services
and
Child
Welfare
Department
performing
the
following activities: provision of
social care, social care services to
families with dependent children,
child welfare and protection of elder
adults and disabled persons.
In 2010 Campina City Hall recorded
92 children as beneficiaries of the
services provided by DGASPC, 1,458
beneficiary adults and 1,550
disabled persons.
In the Municipality there are other
social services providers too.
Among them:

Complexul de Servicii
Comunitare „Sfânta Filofteia”
(„Sfânta Filofteia” Community
Services Complex) of Campina
formed by: Foster care Center with
33 bed capacity, Day care center for
disabled children, Advisory and
Support Department for Family
(re)integration of disabled children
in need, Social care and resources
center

”Inima Sfântă a lui Isus”
Association – Daycare center
50
Nicolae
Balcescu
street,
Campina
Beneficiaries: 7-16
facing:
yrs.
Children
social alienation; neglect; family
difficulties;
conflict
situations,
poverty;
exploitation;
ethnic
discrimination;
abandon;
 MARGA `92 Foundation
providing the following services:
Soup kitchen on 32 B.P. Haşdeu
street, Campina. The beneficiaries of
these services are: 0-6 years old
children; 7-16 years old children;
17-18 years old children; 18-26
years old youth; adults; elder
persons. The services include
provision of food and nutritional
supplements (food preparation,
serving
and
distribution);

Rehabilitation
with Down
Campina The
residence,
rehabilitation
Recovery
and
Center for Adults
syndrome from
services include:
recovery
and
centre
Casa Speranţei (House of
Hope)
The services include: residence
center – private provider of
specialized
social
services,
3G
Nicolae
Bălcescu
street,
Campina.

94
List of demographics statistical data
Campina
Municipa Prahova
lity
County Romania
Demographics (ob July 1, 2010) unit
inhabitants
Population density (total area)
/km 2
1.520,5
172, 36
89,9
loc. km 2
3.054,9
4.689,0
2.878,5
%
46,80%
48,42%
47,7
Gender structure urban
female
Age
0-14 years
%
53,20%
51,58%
52,3
%
11,80%
14,13%
15,1
structure
15-64 years
%
72,63%
69,80%
70,0
65 years and
older
%
15,57%
16,07%
14,9
‰
1.319,3
1.137,3
985,7
‰
376,8
432,7
429,2
‰
162,4
202,5
216,2
Turnover rate
‰
636,6
638,9
638,8
Birth rate (2009)
‰
7,7
9,6
10,4
Mortality rate (2009)
‰
11,69
12,4
12,0
Population density (built up area)
male
Ageing ratio (elderly people per
1,000
young people)
Demographic
dependency rate
(young + elderly people per 1,000
adults)
Youth dependency rate (young
people per 1,000 adults)
With regard to the citizens’ appreciation of
their living standards, 41.8 % are discontent
and unsatisfied, while only 31.9% are pleased
or satisfied.
95
11. INSTITUTIONAL CAPACITY
96
97
The Public Administration of the
Territorial Administrative Unit of
Campina Municipality is formed
by the Local Council, as decisionmaking body and the Mayor of the
City, as executive authority. The city
Hall
represents
the
local
governmental structure of the Local
Council which implements the Local
Council’s decisions and the Mayor’s
orders, thus solving the current
issues of the local community.
The Local Council members and the
Mayor are elected and appointed
for 4 years, until 2012.
Local Council
The Local Council represents the
legislative body of the city, being
responsible with the initiatives and
making decisions, according to the
law, regarding all the issues of local
interest, except for those assigned
by law to other local public or
central authorities.
One of the tasks of the Local Council
is the economic and social
development of the city. To fulfil
this task, the Local Council:
 approves, at the Mayors’
proposal, the local budget, loan
payments, the use of budget
reserves and the fiscal year closing
report;

approves, at the Mayors’
proposal, the loan contracts and /or
warranties, as well as local
government
loan
agreements
through municipal bond issuance on
behalf
of
the
territorial
administrative unit, according to the
law;
 Sets forth and approves the
local taxes and fees, in compliance
with the law;
 approves, at the Mayor’s
proposal, the technical and financial
documents for the investment
works of local interest, according to
the law;
 approves the strategies for
the
economic,
social
and
environment
development
strategies
of
the
territorial
administrative unit;
 ensures
the
accomplishment of works and takes
the necessary measure for the
implementation and compliance
with the contract provisions
undertaken within the process of
European integration in the fields of
environment protection and water
management for the services
provided to the citizens.
The Local Council of Campina
Municipality
comprises
19
councillors appointed by democratic
election from the electoral lists of
five political parties. The political
structure of the Council is: PDL
(31.7%), PNDC (26.3%) , PSD(21%),
PNL (10.5%) and PIN(10.5%).
Mayor. City Hall
The City Hall
Municipality is
operating structure
Mayor,
Deputy
of
Campina
a permanent
formed by the
Mayor,
City
Secretary and Mayor’s specialpurpose body.
The City Hall is the local executive
authority that fulfils the decisions
made by the local council and
Mayor’s orders, thus solving the
current issues of the local
community.
The
Mayor
represents
the
territorial administrative unit in
relation with other
public
authorities, Romanian or foreign
natural persons or legal entities, as
well as before the Court. The Mayor
is directly elected by citizens for a
four-year term.
In order to appropriately fulfil the
duties, the Mayor cooperates with
the decentralized public services of
the ministries and other special
bodies of the central government
from the territorial administrative
units, as well as with the County
Council.
In his capacity, the Mayor may
request the Prefect, as provided by
law, the support of the managers of
decentralized public services of the
ministries and other special bodies
of the central government from the
territorial administrative units, if
the assigned duties cannot be
fulfilled by the special body.
The Deputy Mayor is subordinated
to the Mayor and the Mayor’s legal
substitute who can delegate his
duties. The Deputy Mayor is elected
from the Local Council by the
majority of local councillors.
The Secretary of the city is a public
official, with academic legal studies,
98
apolitical and who enjoys the
stability of the position held. The
Secretary’s main duties are:
 to endorse the legitimacy of
Mayor’s orders and the local
council’s decisions;
 to ensure the management
of
administrative
procedures
regarding the local council – Mayor
relation and that between them and
the Prefect;
 to prepare the works
subjected to the local council’s
debates;
 To ensure the assembling
procedures of the local council and
to provide the secretariat activities,
the communication of topics, the
minutes of the local council
meetings and to draft the decisions
made by the local council.
The special-purpose body of the
Mayor of Campina Municipality
comprises:
 Legal Department
 Human
Resources
Department
 Condominium
Advisory
Department
 Social Services and Child
Welfare Department
 Local Registry of Personal
Records Department that includes:
Vital Statistics Register Office and
Personal Records Office
 Local Public Administrative
Department for Agriculture, Public
Relations
 Financial Department
 Department
for
Investments comprising: Public
procurement
Service
and
Procurements Service
 Public and Private Domain
Registration Office
 Urban
Planning
Department
including
the
Application Approval and Release
Office
 Transportation
Department, commercial control
licenses
 Public
Relations
Department,
maintaining
the
contact with the media
 Department for financing
programmes,
international
relations, protocol
 Internal
Auditing
Department
 Community
Police
Department
 Department
for
Civil
Emergency Situations
 Greenspace Management
Department
 Local Council permanent
body
 IT Department
Implemented or ongoing projects
The portfolio with implemented or
ongoing projects of Campina City
Hall emphasizes a good project
management capacity. Among these:

"Improving the water supply
in the North part of Campina
Municipality" PHARE project 2006.
The specific objective of the project
was: the rehabilitation of drinking
water delivery system in Campina
Municipality,
to
ensure
the
appropriate water quality level, by
the replacement of the existing
water delivery pipeline with a highdensity
polyethylene
pipeline
(PEHD) of 4,120 m length. The
project value was LEI 6,455,619.26.
The project was completed in 2010.

“Modernising Calea Daciei”application submitted for financing
approval under the Regional
Operational Programme – Priority
Axis 2. The project aims to improve
the traffic flow and the access
from/to Campina Municipality in
the junction between Calea Daciei
and DN1. The project value is lei
19,634,717.02, VAT not included.
The financing contract was signed
on 30.09.2009, and the works
execution contract on 09.04.2010.

„Quality services for the
citizens of Campina Municipality” –
project submitted in April 2009
under PODCA, Priority Axis 2. The
project value is LEI 285,100, VAT
not included.
 Construction of a swimming
pool within Grup Şcolar Industrial
99
Petrol
(Petroleum
Industry
Secondary School), 45 N. Bălcescu
street. The funds are provided by
the National Investment Company.
The project value is LEI 550,000.
 „Local
Development
Strategy for Campina Municipality”
financed under the Operational
Programme
“Administrative
Capacity Development”, priority
axis 1.
The project value is LEI 286,890,
VAT not included.
 „Support for integration and
inclusion” financed under the
Operational Programme “Human
Resources Development”, priority
axis 5.1.
The
project
value
is
LEI
2.094.830,06, VAT not included.
Local Budget
The local budget for 2011 of
Campina Municipality, rectified by
LCD no. 138/25.08.2011 includes
total revenues of over 81 million lei,
i.e. approx. EUR 20 millions.
The revenue of the operating
section represents approx. 61% of
total revenue.
The sums collected in the first 2
trimesters of 2011 representing
grants amounted LEI 19,622,000,
approx. 24% of the total revenue.
In 2010, the income per capita was
LEI 1,695.54 /inhabitant, below the
level recorded in the big cities.
Property taxes represent only
15.61% of total revenue, while the
own revenue represents 60.22% of
total revenue.
100
52.2% of respondents are
pleased with the local
public administration of
Campina Municipality, and
26.4% are discontent and
totally unsatisfied.
50.00% appreciate the
activity run by the Local
Council and 58.00% are
pleased and satisfied with
the Mayor’s activity
36% of respondents are
discontent with the activity
of Tax Office of the City
Hall,
and
21%
are
discontent with the activity
run by the Urban Planning
Office.
101
Socio-economic assessment indicators
 Demographics and manpower
Cumulative Index
Population growth rate
Population density
Male population
Rate of natural increase
Rate of population ageing
Labour turnover rate
Dependency ratio
Average age
Marriages and divorce rate
Migration growth rate
Labour force
Employment rate per main activity sectors (%)
Unemployment rate
 Lands and housing
Cumulative Index
Total land area by land categories
Growth rate of housing stock
Increase/decrease of floor area per person
Household size from the floor area viewpoint
Primary Index
Stable population
Stable population
Territory surface area
Stable population by gender
Number of deaths and live births
Stable population by age groups
Number of marriages and divorces
Permanent residence registration
Change of residence
Number of employees
Employment rate per main activity sectors
Unemployment rate
Primary Index
Total land area by land categories
Housing stock
Floor area
Total population
Number of domestic residences
Net floor area
102

Infrastructure and territory equipment
Cumulative Index
City streets
Modern city streets
Modern roads (%)
Increase/decrease of modern public roads number
Public road density
Asphalt roads (%)
Gravel road (%)
Hard-packed earth roads (%)
Connection to the public sewerage system (%)
Wastewater treatment level
Increase/decrease of sewerage system
Connection to the drinking water system (%)
Age of drinking water system
Increase/decrease of drinking water system
Connection to natural gas distribution system (%)
Increase / decrease of natural gas distribution system
Phone line penetration rate
TV penetration rate
Primary Index
Length of city streets
Length of city streets
Length of modern city streets
Length of total public roads
Length of modern public roads
Length of modern public roads
Territory surface area
Lengths of public asphalt roads
Lengths of public gravel roads
Lengths of public hard-packed earth roads
Number of domestic residences connected to the sewerage
system
Quantity of wastewater discharged
Quantity of wastewater treated
Length of sewerage system
Number of domestic residences connected to the drinking
water system
Length of drinking water system by age categories
Length of drinking water system
Number of domestic residences connected to the natural gas
distribution system
Length of natural gas distribution system
Number of telephone subscriptions
Stable population
Number of TV subscriptions
Stable population
103

Public services
Cumulative Index
Greenspace surface area per capita
Structure of healthcare units
Medical-healthcare staff per 10,000 inhabitants
Growth rate of assisted persons
Growth rate of libraries, existing and borrowed volumes
Growth rate of school population
Structure of school population in relation
international classification standard of education
Increase / decrease in number of teachers
to
the
Number of teachers per school population
Ratio between school population and no. of classrooms,
specialty rooms, laboratories and PCs
Ratio between school population and number of school
gyms and playing fields
Crime rate
Primary Index
Greenspace surface area
Total population
Number of healthcare units by categories
Medical – healthcare staff (total no. and by category)
Total population
Number of assisted children with disabilities
Number of assisted adults with disabilities
Number of assisted elders
Number of libraries
Number of existing and borrowed volumes
Total school population
Total school population by category according to the
international classification standard of education
Number of teachers
Number of teachers
Number of classrooms and specialty rooms
Number of school laboratories
Number of PCs
Number of gyms
Number of playing fields
Number of crimes
Total population
104

Economic development
Cumulative Index
Density of enterprises
Growth rate of enterprises
Structure of enterprises by size (number of employees)
Structure of enterprises by business sector
Total turnover growth rate
Turnover structure by business fields
Structure of employees by business fields
Total labor productivity and by business fields

Primary Index
Total number of enterprises
Stable population
Number of enterprises
Number of enterprises by number of employees
Number of enterprises by business field
Turnover by business fields
Turnover by business fields
Number of employees by business field
Total turnover and by business fields
Total average number of employees and by business field
Environment
Cumulative Index
Structure of water surface by quality class
Air pollution
Soil structure by degradation factors
Growth rate of forestry real estate
Growth rate of wood mass in economic circulation
Forests by relief
Growth rate of generated domestic waste
Structure of domestic waste composition
Primary Index
Length of surface waters by size
Sulphur dioxide emissions
Nitric oxide emissions
Ammonia oxide emissions
Annual emissions of volatile nonmetal compounds
Heavy metal emissions (mercur, cadmiu)
Soil surface area affected by degradation factors
Forestry real estate
Wood mass in economic circulation
Land surface by type of property
Quantity of domestic waste generated
Quantity of domestic waste by categories
105
12. SWOT ANALYSIS
107
1.
Urban development
Strengths
Weaknesses
 The optimal geographic location in relation to the
transport networks;
 The short distance from: Bucharest (92 km), Braşov
(70 km), Ploieşti (30km), etc.;
 The location in a real natural amphitheatre;
 Relatively easy access by road, railway and air;
 This is the city with the highest number of sunny days;
 Significant natural oil resources;
 Important economic and social centre at county level;
 The increasing trend of the Municipality’s housing
stock;
 The presence of private mass transportation
operators;
 Up to 80% upgraded city road infrastructure.
 Decline of the city’s population between 2005 and
2010 with 1,593 persons;
 The population density in relation to the total surface
area and built-up area exceeds the county average;
 Lack of special mass transit shelters;
 Presence of stray dogs
 Insufficient parking areas;
 Insufficient playgrounds for children;
Opportunities
Threats
 Expansion of the built-up area set forth in the
Zoning Plan;
 The possibility to access European grants for
sustainable urban development (infrastructure
rehabilitation and improved urban services);
 National programmes for building social housing
and residential areas intended for youth;
 Thermal rehabilitation of apartment buildings
under state financing programmes
 The economic crisis and lack of jobs may result in
the migration of population from urban to rural areas
of the county;
 Incoherent construction works that may affect the
natural environment;
 A slowing-down implementation of urban
development projects
108
2. Urban infrastructure and utilities
Strengths
 Easy access to Campina Municipality by road
(DN1), train and air (at 80km distance);
 Easy access to the European transport corridors;
 Access to 5 county roads;
 Completed investments in the public lighting
system;
 Developed telecommunication infrastructure;
 The city is supplied with water from Paltinu Dam;
 Waste Water Treatment Plant –Voila Treatment
Plant;
 High percent of people provided with water from
the public drinking water system;
 Existence of natural gas distribution network;
Weaknesses
 Traffic jams;
 The presence of the railway crossing the city
from East to the West;
 The amount of wastewater entering the water
treatment plant and the low level of de
degradable pollutants in the water show a high to
extremely high level of rainwater penetration into
the wastewater collection system;
 Many damaged sections of the sewerage
system;
 The wastewater is partially discharged
directly into the watercourse, thus avoiding the
existing wastewater treatment facilities;
 Non-arranged sidewalks and alleys in some
neighbourhoods;
 Old and worn water supply system;
 Absence of a centralized thermal system;
Opportunities
Threats
 The construction of Bucharest-Brasov highway can
improve the inner-city accessibility;
 The existence of a Master Plan for the Drinking
Water and Wastewater Sector at county level which
also includes investments in Campina Municipality;
 Availability of European funding for the
development of technical and urban infrastructure
(POR- Axis 1 and 2);
 Use of European funding for green energy
production;

 Possible difficulties in providing with cofinancing to major projects for urban
infrastructure and networks rehabilitation;
 Damage of infrastructure and absence of
financial resources for its maintenance works;
109
3. Economic development
Strengths
 The significant economic tradition – the
Municipality is worldwide known for its oil
resources;
 The number of active legal entities had
doubled between 1995 and 2009;
 Increasing number of start-ups;
 In 2009, the number of active legal entities in
Campina Municipality per 1.000 inhabitants was
76.45‰, above the county and national average
 Opportunities for tourism development due to
the existing natural and anthropical resources;
 Existence of important natural resources;
 Existence of local bank branches;
 Existence of large-sized industrial units
providing a high number of jobs to the
inhabitants of the municipality;
 The Municipality is coupled to utilities;
Opportunities
 National SMEs support programmes;
 European funding programmes for the
economic
environment
and
increase
of
competitiveness;
 Development of the communication between
business representatives and local public
authorities;
 Development of logistic platforms;

Weaknesses
 The absence of business support structures;
 Insufficient promotion of the municipality as a
potential investment objective;
 The absence of lands /locations available to
investments;
 Restructuring/reorganization of some industrial units.
Threats
 Maintenance of non-profitable loan conditions for
the economic field;
 Limited capacity of the business environment to
apply to and co-finance projects financed by the
European funds;
 Lack of interest of the local social and economic
stakeholders in cooperation for the municipality’s
development;
 High level of taxation and excessive bureaucracy;
 Instability of laws;
110
Strengths
 The significant economic tradition – the
Municipality is worldwide known for its oil
resources;
 The number of active legal entities had
doubled between 1995 and 2009;
 Increasing number of start-ups;
 In 2009, the number of active legal entities in
Campina Municipality per 1.000 inhabitants was
76.45‰, above the county and national average
 Opportunities for tourism development due to
the existing natural and anthropical resources;
 Existence of important natural resources;
 Existence of local bank branches;
 Existence of large-sized industrial units
providing a high number of jobs to the
inhabitants of the municipality;
 The Municipality is coupled to utilities;
Opportunities
 National SMEs support programmes;
 European funding programmes for the
economic
environment
and
increase
of
competitiveness;
 Development of the communication between
business representatives and local public
authorities;
 Development of logistic platforms;

Weaknesses
 The absence of business support structures;
 Insufficient promotion of the municipality as a
potential investment objective;
 The absence of lands /locations available to
investments;
 Restructuring/reorganization of some industrial units.
Threats
 Maintenance of non-profitable loan conditions for
the economic field;
 Limited capacity of the business environment to
apply to and co-finance projects financed by the
European funds;
 Lack of interest of the local social and economic
stakeholders in cooperation for the municipality’s
development;
 High level of taxation and excessive bureaucracy;
 Instability of laws;
111
5. Environment protection and preservation
Strengths
Weaknesses
 Surface waters frame in the 1st and 2nd class of
quality;
 Ongoing environment protection projects; action run
by the National Forest Service for “Reforesting damaged
farm fields in the North rehabilitation area of Campina
Municipality, Muscel Hill”;
 The air monitoring indicates no problems;
 In Campina Municipality, the green areas per
inhabitant (36.91 sq m/inhabitant) exceeds the national
average;
 Ongoing programme for paper, board and PET
bottles selective collection;
 The existence of operators in medical and electronic
wastes collection in the municipality;
 Existence of a waste management plan at county
level;
 Pollution caused by the processing industry;
 The soil from Petrolierul and Turnătorie tar pits has
poor resistance to acids due to the waste stored in this
area;
 Landslide risk in certain areas;
 Pollutants in the Lacul Peştelui (Fish Lake);
 The absence of a composting facility;
 Lack of possibilities to reuse the collected glass
waste.
Opportunities
Threats
 Involvement of population in activities of
environmental education;
 Development of partnerships for environment
protection;
 European or national funds available for
environment protection projects;
 Funding available from the Environment Funds;
 Introduction of renewable energy sources;
 Renewal of the national vehicle fleet under
“Rabla” (Old car) programme and reduction of air
pollution caused by old motor vehicles;
 No involvement of the population in the selective
waste collection;
 The climate changes caused by the global heating
could cause floods and landslides;
 Negative impact of car pollution caused by
uncontrolled traffic growth;
 Environment damages (flora and fauna) caused by
uncontrolled tourism development;
 Potential accidental pollution caused by wastewater
discharge;
112
6. Tourism
Strengths
 Exquisite natural environment;
 Optimal conditions for developing various tourism
products for mountain, transitory, week-end tourists,
and thematic tourism
 Relatively high number of itineraries that also
include Campina Municipality;
 Event organization in the municipality: fairs, exhibits,
sports events;
 Existing sports facilities – swimming pool;
 In 2010, the municipality was in the top 5 of county
localities with regard to the number of tourist arrivals
and overnight stays;
Opportunities

The existing European funds to support the
tourism
infrastructure
development
(accommodation facilities, tourist sightseeing
promotion and signalling);

Development of partnerships and actions
run in cooperation with the surrounding localities;

Participation in national and international
tourism fairs;

Lease of available lands for widening the
range of tourism services
Weaknesses
 Poor development of leisure and sports
infrastructure;
 Lack of tourist routes and signs;
 Decreasing trend of tourism indicators;
Threats
 Lack
of
funds
for
creating
private
accommodation units or upgrading the existing
ones;
 Romanian tourists’ option for destinations abroad;
 Insufficient capacity of public authorities and
business environment to absorb the European funds for
tourism development;
 Promotion of travel offers abroad by travel agencies,
113
7. Education
Strengths
Weaknesses
 The existing developed network of educational
institutions;
 5 High Schools;
 The number of students per school workshops is
much under the county or national level;
 The index no. of students per school laboratory is
higher than the one recorded at Prahova county level;
 The statistical indicators of education are positive in
general;
 The existence of post-secondary schools, particularly
the “Vasile Lascăr” Police Training School;
 Decreasing number of students, between 2005 and
2010, with approx. 1,018 persons;
 Insufficient number of teachers;
 The increasing number of kindergarten students led
to a high density in kindergartens;
 Absence of psychologists in schools;
 Lack of school security measures;
 Lack of medical practices in schools.
Opportunities
Threats
 The European funds for educational services
improvement;
 The European funds available for the rehabilitation
and equipping of educational institutions;
 International school programmes that allow the local
schools to establish partnerships with educational
institutions abroad;
 The current technical means can be used to improve
the teaching and self-teaching process, by improved
presentation methods, reduced time for information
teaching/learning, improved communication between
the teacher /institution and student, increased number
of information and research sources.
 Lack of interest in education and the decreasing
quality level of the Romanian education system;
 Underfinanced Romanian education system;
 Absence of attractive conditions for junior teachers
(salary, school conditions, company housing);
 High rate of school abandonment as consequence of
instability of the family’s financial and material
resources;
 Frequent law amendments to the Romanian
education system;
 Low level of attractiveness of the educational system
to young teachers.
114
8. Culture
Strengths
Weaknesses
 The “Dr. C.I. Istrati” Municipal Library;
 “Geo Bogza” Municipal House of Culture;
 The 2 museums: Iulia Haşdeu Castle and “Nicolae
Grigorescu” Memorial Museum;
 The organization of many spectacles, exhibitions,
handcraft fairs;
 Theatre spectacles;
 The existence of cult establishments and historical
monuments.
 Lack of modern fittings and equipment;
 The patrimony requires upgrading, rehabilitation
works and equipping;
Opportunities
Threats
 Development of educational activities that stimulate
the youth interest in culture;
 Restoration works and capitalization of the cultural
heritage;
 The possibility of accessing European grants for
cultural activities, IT infrastructure for libraries and their
services;
 The possibility to leverage some local holydays and
cultural events
 The citizens’ lack of interest in culture;
 Insufficient funds budgeted for cultural institutions
and investments in this field;
115
9. Healthcare
Strengths
Weaknesses
 The developed network of public and private
healthcare units providing medical services to the
population;
 The number of hospital beds per 10,000 inhabitants
is above the county average;
 The number of physicians operating in the public
sector per 10,000 inhabitants is above the county
average;
 Well-developed private health sector;
 The existence of Campina Municipal Hospital and
Voila Hospital.
 Upgrading works to the Municipal Hospital
 Lack of medical staff;
 The absence of some necessary medical equipment to
perform certain medical investigations and tests
determines the population to go to other places
 High wear and tear level of the medical equipment
Opportunities
Threats
 The possibility to access the European funds for the
rehabilitation of, upgrading or equipping the
infrastructure of medical services;
 Development of the private medical-healthcare
sector (establishment of specialty medical practices)
 Underfinanced healthcare system;
 Low quality medical services;
 Low level of attractiveness of the public healthcare
system to young doctors;
 The high migration rate of medical staff to the
European Union Member States (particularly to France
and Germany);
 The unattractive salary policy in the healthcare
system.
116
10. Social
Strengths
Weaknesses
 The youth dependency ratio is below the county
average;
 Qualified, adjustable, innovative manpower at
relatively low costs;
 Existence of private social services providers;
 Existence of active employment policies;
 The overall population decline;
 The negative natural growth;
 High growth rate of old population – the indicator of
ageing population in Campina Municipality is above the
county average;
 The fertility rate of the Municipality goes below the
county average;
 Negative migration balance;
 Low salary level of social workers;
 Decreased interest in professional training;
 Lack of equal opportunities for people at risk of
social exclusion;
 Absence of a graveyard;
 Absence of elder care facilities;
Opportunities
Threats
 Absence of employment opportunities;
 The existence of a legal framework that provides
facilities to the companies hiring people from vulnerable
groups in order to enable their social reinsertion;
 Opportunities to develop partnerships between LPA
and NGO sector;
 Development of employment support methods;
 Cooperation in the educational and training field.
 Limited capacity of public institutions to (co)finance
social actions;
 Increasing number of children with parents working
abroad;
 Accelerated ageing rate in the near future;
 The persons who benefit social services prefer to
continue doing this instead of being active from the
economic viewpoint;
 The increasing unemployment rate caused by the
economic crisis could trigger an increased number or
persons provided with social services;
 Qualified social workers leaving the social care
system.
117
11. Institutional capacity
Strengths

The experience in grant projects;

The significant portfolio with implemented
and ongoing European and national grant projects,;

High number of public officers with higher
education level;

The
partnerships
and
cooperation
agreements concluded with administrative and
territorial authorities from the country and abroad;

The involvement of local authorities in the
sustainable urban development;

High satisfaction level of citizens with
regard to the activity run by public authorities;

Low debt level of the local budget
Opportunities
 Development of the local project development
and implementation service;
 Development of population consulting services
on urban aspects;
 Active involvement of the community in the
decision-making process;
 Specialization
and
professional
training
programmes for public servants;
Weaknesses
 The low number of the City Hall employees
involved
in
project
development
and
implementation;
 Low level of attractiveness of the public
administration to young professionals;
 Low salary level of the public administration
officers;
Threats
 The public servants’ discontent in relation to
the non-motivating salary level;
 Migration of specialists from the governmental
structures, particularly those involved in European
funds attraction
 Governmental administrative and financial
measures limiting the activity of local public
administration
118
II. STRATEGY FUNDAMENTALS
120
121
II.1. City Analysis - Diagnosis
1. Positive features:
Existence of economic potential
and industry tradition
The number of legally active legal
entities per 1,000 inhabitants, in
2009, is 32.1‰ at national level,
65.1‰ at county level and approx.
76.45‰ at Campina Municipality
level. The high values of this
indicator recorded in Campina
Municipality and in the county
reflects the focus on business
activities.
The use of electricity for digging the
first three wells was considered a
world-wide release in the field of oil
extraction.
The presence of some important
economic
operators
in
the
Municipality.
Existence of industrial platforms
with re-growth potential.
Existence
of
developed
healthcare
and
educational/cultural services
In 2010, the educational units in
Campina Municipality consisted in
11 pre-school units, 7 elementary
schools, 5 high-schools and 2 postsecondary schools.
There are 2 post-secondary schools
operating in Campina Municipality:
Louis Pasteur Nursery Postsecondary school and Vasile Lascar
Police Training School of Campina.
The Municipality also has several
institutions promoting cultural
activities: Municipal „Geo Bogza”
House of Culture, « Dr. C.I. Istrati”
Municipal
Library ,
„Nicolae
Grigorescu Memorial Museum, Iulia
Hasdeu Castle
There are 2 hospitals in Campina:
Campina Municipal Hospital and
Voila Hospital.
Exquisite natural environment
and inner-city accessibility
Campina is located at 426 m
altitude, 30 km distance from
Ploiesti (the capital city of Prahova
County), 70 km far from Brasov, and
92 km distance from Bucharest, the
capital of the country.
Campina Municipality has an
optimal position with respect to the
access to road, rail and air
infrastructure.
The Municipality is placed in an
exquisite natural amphitheatre,
being also the city with the highest
number of sunny days.
Existence of a relatively modern
road infrastructure
The percent of modern roads out of
the total city roads recorded in 2009
was 79.8%, i.e. an increasing trend
compared to 2008.
Existence of travel and tourism
services development potential
The main tourist sightseeings in
Campina Municipality are: Sfantul
Anton de Padova Romano-catholic
Church, "De la Han" Church,
"Hernia" Chapel, Iulia Hasdeu
Castle, Nicolae Grigorescu Museum,
Voila Castle.
Campina Municipality is included in
some tourist circuits and organizes
several annual events.
122
2. Negative features:
Low demographic potential
population of the municipality
recorded a decrease of 1,593
persons.
The indicator of ageing population
in Campina Municipality is above
the county average of 1,137.29‰.
Existence of some environmental
issues
The existence of some extended
areas considered at risk from the
soil degradation viewpoint.
The soil in the tar pits area is low
acid, because of the waste stored.
The
annual
average
values
measured for the indicators: nickel
and copper exceed the normal limits
in the soil.
Campina Municpality faces a
number of landslides, which led to
the elaboration of risk map.
Absence of a system to ease the
traffic
flow–
including the
absence of parking spots
Relatively high unemployment
rate
Some relatively underdeveloped
public services: stray dogs, the
need for a graveyard, insufficient
number of playgrounds
123
II.2. Analysis of local, county,
regional,
national
and
European context
In Campina Municipality there are
several planning documents for the
local development, namely:
 Local Agenda 21 – The
sustainable local development plan
of Campina municipality produced
in 2004;
 The urban planning of the
municipality.
These documents set forth a
number of local development
priorities , thus fundamenting the
implementation of some projects.
The main objectives provided in the
sustainable local development plan
are:
 Development
of
basic
infrastructure
and
ensuring
unrestricted access of population
and industrial consumers to this
infrastructure (water, electricity,
gas distribution, transportation
paths);
 Access to residence;
 Environment protection;
 Urban
rehabilitation
(improved use of natural capital,
particularly
of
lands
and
contaminated water resources, as
well as urban rehabilitation by
restoration and development of the
historical
centre,
historical
buildings outside the historical area
and re-development of buildings
through rehabilitation of facades
and basic functionalities or re-
organization
functionalities).
of
these
To accomplish the goals proposed in
the Local Action Plan, Campina City
Hall, as local authority, had to
strengthen its institutional capacity
at all decision-making and execution
levels, an action that involved not
only sufficient fund raising and
provision, but also the mobilization
of human resources, identification
of the most efficient communication
systems and re-assessment of the
administrative framework for task
assignment.
In Prahova County there have been
adopted a number of strategic
development documents, such as
the Sustainable development plan of
Prahova County for 2007-2013 and
the Zoning Plan for Prahova County,
documents that regulate the
development at county level. There
are also a number of sectoral
documents such as: the Master Plan
for water supply and sewerage in
the County and the County plan for
waste management.
Among the priorities of Prahova
County Council also included in the
county development plan, we
mention:
 Development and upgrading
the
local
transportation
infrastructure;
 Environment protection;
 Urban development;
 Rural development;
 Development and upgrading
the social infrastructure;
 Sustainable development and
tourism promotion;
 Supporting the local and
county business development;
 Human
resources
development.
South-Muntenia
Development
Region elaborated the Regional
Development Plan 2007-2013 with
the following strategic goal:
„Increasing the region’s capacity for
its sustainable and balanced
economic and social development,
leading to reduced disparities and
increased economic and social
cohesion, prosperity and living
standards
of
the
region’s
inhabitants”.
This overall goal is translated into
four specific objectives structured
as follows:
 Increasing the region’s level
of
competitiveness
and
attractiveness;
 Increasing the business
innovative
capacity
and
competitiveness in the region;
 Sustainable and balanced
economic, social and cultural
development of rural communities;
 Increasing
the
social
stability and optimization of the
region’s labour force potential.
At national level there have been
elaborated and adopted a series of
124
programmatic documents among
which:
 National Strategic Reference
Framework (CSNR);
 National
Sustainable
Development
Strategy
of
Romania.
CSNR
provides
a
coherent
framework for those who elaborate
policies,
programmes
and
implementation plans. The vision of
the National Strategic Reference
Framework 2007 - 2013 is „A
competitive,
dynamic
and
successful Romania”.
The Strategic Vision is approaching
the social-economic development
needs, it provides solutions to the
social disparities faced by Romania
and support to the EU development
strategies. CSNR envisages the
following thematic priorities:
 Development
of
basic
infrastructure
at
European
standards;
 Increasing the long-term
competitiveness of the Romanian
economy;
 Development and efficient
use of the Romanian human capital;
 Strengthening an efficient
administrative capacity.
The
National
Sustainable
Development Strategy of Romania
provides as national objective for
the horizon 2013 to „Support
sustainable
and
territorially
balanced economic and social
development of the Romanian
regions according to their specific
needs
and
resources
by
concentrating on urban poles fro
growth; improving infrastructure
and business environment so as to
make Romanian regions, especially
those
lagging
behind,
more
attractive places to live, visit, invest
in and work.”
The national strategic document
specifies that the accomplishment of
this objective relies on regional,
sub-regional and local specific
actions within the following priority
axes:
 Supporting the sustainable
development of cities as urban poles
for growth;
 Improving the access to the
regions by upgrading the regional
and
local
transportation
infrastructure;
 Improving
the
social
infrastructure in the regions;
 Strengthening the regional
and local business environment;
 Sustainable development
and tourism promotion.
The Europe 2020 Strategy adopted
at European level is proposing
three priorities that mutually
support each other:
 Intelligent
growth:
development of an economy based
on knowledge and innovation;
 Sustainable
growth:
promotion of a more efficient
economy regarding the use of a
more ecological and competitive
resources;

Growth to facilitate
the inclusion: promotion of an
economy with a high employment
rate facilitating the social and
territorial cohesion.
The main objectives of the strategy
are:
 Increasing the current 69%
employment rate of the population
aged between 20 and 64 years to at
least 75%;
 To invest 3% of GDP in
research-development (R&D), in
parallel to an increased indicator of
the research-development and
innovation intensity;
 To reduce the greenhouse
gases by at least 20% compared
with the levels recorded in 1990, to
increase the use of renewable
energy resources at 20% within the
final energy consumption and to
increase the energy efficiency by
20%;
 To reduce the dropout rate
from its current value of 15% to
10% and to increase the percent of
persons aged between 30 and 34
years with academic studies from
31% to 40%, at least, in 2020;
The number of European citizens
whose living standards are below
the national poverty threshold
should be reduced by 25%, meaning
over 20 million persons moved out
of poverty.
125
II.3
Setting
the
overall
objective of the strategy
II.4 Strategy’s relevance to the
identified needs
The
development
vision
for
Campina Municipality shows us how
Campina would like to be in 2017.
The overall objective and the
strategic objectives indicate what
needs to be done to accomplish this
diligence. Therefore, the overall
objective of this strategy which is
also its mission, is to create a
sustainable economic and social
development
of
Campina
Municipality, leading on the longterm, to higher living standards of
the citizens and transformation of
the city into a competitive economic
centre.
An
effective
and
efficient
development vision
of a city,
regardless its form, needs a strong
urban society that increases in both
quantity and quality, knows how to
multiply
its
capacities
and
opportunities, to accelerate its
economic, social and cultural life, to
maximize its power and the
capacities to improve performances.
Thus, Campina Municipality should
capitalize its advantages and
strengthen the role it plays in the
region.
The
economic
and
social
development of the Municipality
should also be achieved through an
increased
economic
competitiveness, new jobs created,
improved technical - urban and road
infrastructure, enhanced cultural
heritage, tourism development,
quality assurance and environment
protection, improved social services
and a developed administrative
capacity.
In order to be relevant, the
development strategy should result
from a vast public consultation
process conducted among both
citizens and local stakeholders, i.e.
public institutions, representatives
of the private sector and civil
society.
Their
involvement
in
the
elaboration of the strategy together
with a survey of the citizens’
perceptions may guarantee that the
objectives, measures and actions
included in the strategy aim to
solving the issues of the citizens.
The goal of the strategy is to
provide development opportunities
and new jobs and business
activities. These are pre-requisites
of an open society that provides
equal opportunities thus facilitating
the access of any person to the
economic life.
The strategy was designed in order
to meet the citizens’ needs, to solve
the issues mentioned raised by the
citizens
during
the
public
consultation and to provide
guidelines to the local authorities in
their efforts to improve the life
quality of the citizens.
126
127
III. DEVELOPMENT STRATEGY
128
129 |
Vision
and
directions
development
The vision of development is a
shared form of common identity
and values, that provides the
community with a sense of
development that fundaments the
proposed strategic development
The formulated development vision
is the result of a participative
process that involves decisionmakers, business people, and the
population, aiming to reach a
consensus on the future of that
community.
The development strategy of
„Campina Municipality will become a
competitive economic centre that will
enhance its natural and cultural
capital, will provide its citizens with
high quality public services and the
investors with business opportunities."
objectives. This pre-requisite is a
strategic concept of development
that includes spatial and nonspatial, quality and quantity-specific
aspects of the development.
The development vision should be
clear and achievable through its
objectives.
Campina Municipality is the
community’s vision of the strategic
directions to be followed between
2011 and 2017.
The economic development of the
region and the increase of
competitiveness represent the main
pillars
of
the
community’s
development as well as the first
priority.
The accomplishment of some
investments
in
the
physical
infrastructure and the urban
equipping without supporting the
local economy at the same time are
only postponing the solutions to the
issues like new jobs, the purchasing
power of citizens and, eventually,
higher living standards. For this
reason,
the
strategy
is
approaching in parallel the two
dimensions of the social and
economic development.
An improved use of the natural
and cultural capital, and of the
economic tradition may be the key
to the municipality’s development.
The
vision
of
Campina
Municipality for 2017 is that of a
competitive economic
centre
providing its citizens with high
quality public services and a wide
range of jobs, good living
standards and an attractive place
to potential investors due to its
strategic location and local
resources.
Therefore, the priority direction for
local public authorities and business
environment is to provide a wide
range of jobs that meet the specialty
professional background of the local
labour force.
130
131 |
Strategic and specific objectives
132
The overall objective of the local
development strategy of Campina
Municipality is the “Sustainable
economic and social development of
Campina Municipality leading, on
the long-term, to an improved life
quality of the citizens and the
transformation of the city into a
competitive
economic
centre”,
materialized
in
5
strategic
development objectives, as follows:
1. Upgrading
the
infrastructure and the urban
equipping
2. Increasing the economic
competitiveness and new jobs
created
3. Tourism development and
improved use of the cultural
heritage
4. Quality
assurance
and
environment protection
5. Improving
the
administrative capacity and social
services.
For these 5 strategic objectives
there have been identified 11
specific objectives that include the
10 analysis fields on which the
strategy relies, namely: urban
development, urban infrastructure
and
equipping,
economic
development,
environment
protection
and
preservation,
tourism,
education,
culture,
healthcare,
social,
institutional
capacity. This correspondence is
presented in the table hereto
Strategic
objective
SO.1. Upgrading
the urban
infrastructure and
equipping
SO.2. Increasing
the economic
competitiveness
and new jobs
created
SO.3. Tourism
development and
enhancement of
the cultural
heritage
Specific objectives
Specific OBJECTIVE no.1
Improving the road
infrastructure
Upgrading the urban
technical infrastructure
Upgrading/setting-up the
business infrastructure
Attraction of investments
Tourism development
Development of cultural
infrastructure and activities
Preventing pollution and
Energy efficiency
Improving the waste
management
Improving the educational
system quality
SO.5.Improving the
Development of social and
administrative
healthcare services
capacity and social
services
Strengthening the
administrative capacity
SO.4.Quality
assurance and
environment
protection
Fields of analysis
Measures
M1.1. Upgrading the road and access
1.Urban development infrastructure
2.Urban
M1.2 Upgrading the water supply and
infrastructure and sewerage infrastructure
equipping
M1.3 Urban development
M1.4 Construction of parking lots
3.Economic
development
M2.1. Setting-up the business
development infrastructure
M2.2. Attraction of investments and
promotion of partnerships
4.Tourism
5. Culture
M3.1 Capitalization of the existing
tourism resources
M3.2 Rehabilitation of heritage buildings
M3.3 Development of leisure
infrastructure
6. Environment
protection and
preservation
M4.1.Promotion of environment
protection
M4.2
Improvement of local waste
management
M4.3 Energy efficiency and alternative
energy sources
M5.1 Development of educational
infrastructure
7. Education
8. Healthcare
9. Social
10. Institutional
Capacity
M5.2 Development of healthcare services
M5.3 Improving the social services
M5.4 Community involvement in the
local decision-making process
M5.5 Development of human resources
in the public administration
133 |
Sectoral action plans
The
upgrade
of
urban
infrastructure and equipping
should be the priority of any local
development strategy in Romania,
as it is a constant in the elaboration
of regional and national strategies.
The significant influence of the
development level of infrastructure
(technical-urban,
transportation
and public services) on the citizens’
living standards and economic
growth requires solutions to the
existing
problems
of
the
Municipality. A modern and
extended
urban
infrastructure
(roads, utilities), and various urban
development actions are a necessity
and they can block the economic,
spatial and social development.
Urban
infrastructure
and
equipping
Estimated value: Eur 28.670.000
Estimated
implementation
period: 2009-2014
Responsible:
Local
Council,
Prahova County Council
SO.1. Upgrading the urban infrastructure and equipping
Fields of
analysis
1.Urban
development
2.Urban
infrastructu
re and
equipping
Measures
M1.1.
Upgrading
the
road
and
access
infrastructure
M1.2 Upgrading the water supply and sewerage
infrastructure
Action plan for the field
„URBAN INFRASTRUCTURE AND EQUIPPING”
1
2
3
4
5
6
7
8
9
10
11
Upgrading Calea Daciei
Upgrading the road bed of Carol and Balcescu
boulevards
Construction of sidewalks on Nicolae Balcescu
Boulevard
Infrastructure development in Voila and veterans
area
Improving the traffic flow on the North-South
direction
The beltway Brebu-Telega-Valea Doftanei
Extension and upgrading the water supply and
sewerage system in Prahova County
Construction of a multi-level parking lot in the
Central Plaza of Campina
Re-arrangement and fitting with electric access
barriers the parking lot of the Municipal Polyclinic
Improving the traffic flow on Calea Daciei - Carol I
Blvd. sector by implementation of a "green light"
system
Rehabilitation of water supply infrastructure
134
Within the strategic objective no.1
we find the fields of analysis
envisaging
the
Urban
development, as well as the Urban
infrastructure and equipping.
This objective emphasizes
4
measures, and 19 actions/projects
to materialize the general measures
Urban development
Estimated value: Eur 10.500.000
Estimated
implementation
period: 2011-2017
Responsible: Local Council
„URBAN DEVELOPMENT”
1
Making general cadastre in Campina Municipality
2
Upgrading the civic centre
3
Construction of housing on Balcescu Blvd.
4
Construction of housing with small rent
5
7
Inventory buildings ang rehabilitate facades
Extension of dog shelter and assignment of straydogs
management service
Upgrading the public lighting system
8
Construction of a municipal graveyard
6
135 |
The economic development of the
Municipality is the key element of a
community development and the
fundamentals
of
global
development.
In facts, the social and cultural
actions should be financially
supported by the economic activity.
The future approach of the
sustainable development of the local
economy should have in view the
benefits generated by the position
of the municipality in relation to the
communication and transportation
paths.
One of the basic requirements for
the development of the local
business environment is the
existence of an infrastructure to
enable the business development.
The use of these benefits triggered
by the location of the municipality,
and the capitalization potential of
the available lands should lead, on
the long term, to an increasing
number of foreign investments, and
new partnerships between the local
authorities and the business
environment.
There should be conducted an
analysis
of
the
investment
opportunities together with their
SO.2. Increasing the economic competitiveness and new jobs
created
3.Economic
development
M2.1. Creating the infrastructure for business
development
M2.2. Attraction of investments and promotion
of partnerships
ECONOMIC DEVELOPMENT
1
2
3
4
Business support centre of Campina(CSAC)
NGO establishment to support the business
environment in Campina
Organization of training courses on administrative
procedures for start-ups
Developing a strategy for creating new jobs
promotion among the stakeholders
and the provision of facilities
(according to the legislation in
force) to investors. The permanent
contact of the public administration
with the private sector, the
establishment
of
information
centres, the fitting with electronic
communication means, and a
transparent local administration are
factors capable to improve the
investors’ confidence and to
generate new jobs.
Estimated value of the actions in
the field of “Economic development”:
Eur 605.,000
Estimated
implementation
period: 2012-2014
Responsible/partners:
Local
Council, Prahova Chamber of
Commerce and Industry, Economic
operators
136
The tourism development and the
enhancement of the cultural
heritage include two fields of
analysis, i.e. tourism and culture,
and should be considered in strict
relation to the other two strategic
objectives.
The capitalization of the existing
tourism
potential
and
the
development of new leisure
infrastructures
may
transform
Campina Municipality into a major
player in the tourism field in this
region.
The tourism could be the catalyst of
the local economy and a significant
generator of new jobs.
The rehabilitation of some heritage
buildings in the municipality and
the foundation of the city museum
could improve the cultural services
provided to the citizens.
Estimated value of actions in the
“Tourism” field: Eur 2.680.000
Estimated
implementation
period: 2011-2017
Responsible:
Local
Council,
Prahova County Council, Valea
Prahovei
Inter-community
Development Association
Estimated value of actions in the
“Culture” field: Eur 1,600,000
Estimated
implementation
period: 2011-2016
Responsible:
Local
Council,
Department for Culture, Cults and
SO.3. Tourism development and enhancement of the cultural
heritage
4.Tourism
5. Culture
1
2
3
4
5
6
7
8
9
10
M3.1 Capitalization of the existing tourism resources
M3.3 Development of leisure infrastructure
„TOURISM”
Building the National Tourism Information and
Promotion Centre
Discover Campina!
Capitalization of the tourism and cultural potential of
Campina and surrounding localities
Rehabilitation and expansion of the Park on Culturii
Blvd.
Upgrading and construction of the leisure area
“Fantana cu cireși”
Re-arrangement of the playground for the children
from Campinița neighbourhood
Purchase of a mobile stage, sound and light systems
for open-air representations
Capitalization of the tourism and cultural-educational
potential of the House of Youth
Arrangement and Re-arrangement of the playgrounds
for the children from Campina municipality
Brand of Campina municipality
„CULTURE”
1
Rehabilitation of the House of Culture
Capitalization of the local cultural heritage by the
2
establishment of the city museum
Capitalization of the local cultural heritage by
3
restoration and upgrade of the services provided by
B.P. Hasdeu Memorial Museum
National Heritage, Steaua Romana
Refinery, House of Youth
137 |
The
sustainable
development
envisages the economic and social
development and the maintenance
of a rational balanced relation
between the elements of the human
society’s progress and the integrity
of the natural environment.
In practice, the environment
protection is a pre-requisite to the
sustainable
development
of
Campina Municipality, thus serving
to the maintenance of the life
quality of the entire population.
The environment protection and
preservation is important to the
economic and social development,
the protection of the natural
environment being taken into
consideration in all actions run by
the business environment. Thus, the
environment protection actions are
in close relation to the economic
development policy, the latter
requiring to be applied without
affecting the access of future
generations
to
the
existing
resources.
The rehabilitation of the polluted
sites, the landscaping of the
municipal lakes lead to an improved
life quality of the citizens. New
alternative energy sources and the
improved energy efficiency of the
public buildings together with
architectural
redesign
and
landscaping of green spaces could
transform Campina Municipality
into a place that anyone would like
to live in.
SO.4.Quality assurance and environment protection
6. Environment
protection and
preservation
1
M4.1.Promotion of environment protection
M4.2 Improvement of local waste management
M4.3 Energy efficiency and alternative energy sources
„ ENVIRONMENT PROTECTION AND
PRESERVATION”
Rehabilitation of a polluted historical site – oil residual
storage pit
4
Foresting the North of Campina Municipality and
landscaping the Siret course
Upgrading and landscaping the benches of Lacul bisericii
(Churh Lake) and the adjacent area
Curiacu Lake landscaping
5
Fitting with selective waste collection bins
6
Public awareness campaign for selective waste collection
7
Photovoltaic systems to produce electricity for the public
lightinhg
8
Use of energy saving bulbs in all public institutions
9
Thermal rehabilitation of apartment buildings
10
Composting station for vegetal waste (population and
public domain)
11
Facilities to prevend lanslides
2
3
Municipal waste incinerator in partnership with
neighboring localities
Responsible:
Local
Council,
the “Environment protection and
Prahova County Council, Valea
preservation” field: Eur 8.525.000
Prahovei
Inter-community
Estimated
implementation
Development Association
period: 2011-2015
12
138
The education starts from the very
first years and continues all life
long.
The education should not be limited
only to the mandatory curriculum,
but it should viewed as a continuous
development element. A good
education level of school population
involves the access of the target
group to a modern infrastructure,
adequate fitting and support for
achieving performance in national
and international contests and
competitions. Furthermore, the
education should also include,
beside the youth, the adult
education
for
professional
qualification/re-qualification.
To achieve this, the school
rehabilitation,
upgrading
and
equipping
actions
in
the
municipality are a pre-requisite to
the local administration.
the “Education” field: Eur 7.250.000
Estimated
implementation
period: 2012-2017
Responsible: Local Council, School
units,
Zamolxes
Foundation,
Campina Municipal Hospital, Medis,
Child Welfare
SO.5.Improving the administrative capacity and social services
M5.1 Development of the educational infrastructure
7. Education
8. Healthcare
9. Social
10. Institutional
capacity
M5.4 Community involvement in the local decisionmaking process
M5.5 Human resources development in the public
administration
Action plan for the field of „EDUCATION”
1
2
3
4
5
6
7
8
Rehabilitation, consolidation and expansion of the B.P.
Hasdeu Elementary School of Campina
Rehabilitation,
upgrading
and
equipping
undergraduate educational infrastructure of
Petroleum Technical Secondary School of Campina
the
the
Equipping the schools in Campina Municipality with video
surveillance devices
Upgrading the school playfields
Parents’ School
Summer school
Construction of a student camp on Taberei road
Building a gymsport for School no.1 Ion Câmpineanu
139 |
The need for improving the
healthcare services resulted from
the survey run has materialized in
an action plan that aims to
equipping the municipal hospital
and the integrated outpatient
facility.
the “Healthcare” field: Eur 8.500.000
Estimated
implementation
period: 2012-2015
Responsible:
Local
Council,
Campina Municipal Hospital
The field of social care has
recorded a significant progress over
the last years, in terms of quantity
but, most of all, quality.
A clear delimitation between social
services and social care will be more
and more applied, and the
beneficiaries of social care will no
longer be only the disabled persons,
the victims of various forms of
abuse etc. A social group in need for
special care is the one formed by
elderly.
the “SOCIAL” field: Eur 1.130.000
Estimated
implementation
period: 2012-2014
Responsible:
Local
Council,
2
„HEALTHCARE”
Fitting the municipal hospital with performing medical
equipment
Rehabilitation, upgrading and equipping the integrated
outpatient facility within Campina Municipal Hospital
3
Energy rehabilitation of Municipal Hospital Campina
4
Center of excellence at Voila Hospital
1
„SOCIAL”
Construction of a care centre within Voila Hospital for
socially challenged people
1
2
3
4
5
Establishment of a seniors’ hospital club
Establishment of a Maternity Care Centre
Establishment of a women club
Video monitoring system of public places with high crime
140
An efficient administrative and
institutional capacity is the key to
a good governance, a pre-requisite
for the successful elaboration of
public
policies
and
the
implementation
of
local
development strategy.
The purpose of this priority is to
contribute to the creation of a more
efficient and effective local public
administration to the social and
economic benefit of Campina
Municipality.
The approach of fields like strategic
planning, drafting public policies,
strategic management, monitoring,
and evaluation, meets the need for
improving the decision-making
system and, in this context,
contributes to the improvement of
public administration’s efficiency
and effectiveness.
To ensure the future development
of the Municipality, the local public
administration
needs
trained
human resources. The lack of a
trained staff, information and
planning is only one of the reasons
that explains the limited potential of
the public administration to access
various financing sources at the
time being.
The strategy proposes an increased
focus on project elaboration and
implementation in order to raise the
absorption rate of European funds.
„INSTITUTIONAL CAPACITY”
1
2
3
4
Organization of regular public consultations in the
Municipality’s neighbourhoods to identify the citizens’
needs
Organization of exchanges of experience with local
authorities from Romania or the European Union
Training the public administration staff in strategic fields,
such as: project management, public procurement,
financial management
Annual surveys for consolidating local budget
The introduction of modern
instruments for the communication
between
the
local
public
administration and the citizens will
generate both a transparent activity
of the local public administration
and more efficient public services
provided.
To improve the fulfilment of the
citizens’ needs, the administration
has to intensify its regular
communication efforts and public
consultation.
the “Healthcare” field: Eur 115.000
Estimated
implementation
period: 2012-2014
Responsible: Local Council
141 |
Financing sources
The interventions through clear
socio-economic
development
projects in Campina Municipality
can be achieved through:

Financial support from the
local budget;

Government grants;

European grants;

Reimbursable funds (like
loans).
In addition to these
financing sources there is also the
possibility to develop public/private
partnerships that proved to be the
optimal
solution
for
certain
community issues in the developed
European countries.
Each of these possible means to
support the local projects has both
benefits and disadvantages. Firstly,
the projects’ support from the local
budget is the less recommended
solution because this financing
source is extremely limited, and the
financial availability is relative.
European grants
The
disadvantage
of
nonreimbursable funds is the costs
(money
and
time)
of
the
documentation for the application
forms and the technical and
financial reports. Moreover, these
require the local co-financing of
projects and the entire financing of
non-eligible costs (VAT included),
which may raise problems to the
public administration, particularly
in the context of financing
programmes incurring a high level
of the local co-financing. Still, the
major benefit of non-reimbursable
funds under the European Union’s
programmes is that the co-financing
by the local public administrations
amounts only 2% (most of the
programmes), and the investment
values are high and very high
compared to the community needs
and the co-financing possibility.
The financing from European grants
is
definitely
the
most
recommended solution to the
financial support of the projects
provided in the Strategy. For this
reason, we shall indicate below, for
information
purposes,
the
possibilities for financing the
proposed
interventions
from
European funding sources.
The structural and cohesion funds
are the financial instruments used
by the European Union to achieve
the objectives of the Cohesion Policy
by
implementing
Operational
Programmes, to eliminate the
economic and social disparities
between regions in order to achieve
the economic and social cohesion.
The role of the structural
instruments of the European Union
is to stimulate the economic growth
of the Union’s Member States and to
reduce the disparities between
regions. They do not act by
themselves,
but
require
the
contribution of the member states
involved. They are mainly cofinanced from the public resources
of the member state, but most fields
also
require
the
financial
contribution of the private sector,
which is highly recommended in
most of the cases.
The financial instruments known as
Structural Funds are the European
Regional
Development
Fund
(ERDF), European Social Fund (ESF)
and the Cohesion Fund (CF), plus
the European Agriculture Fund for
Rural Development (FEADR) and
the European Fisheries Fund (EFF),
as complementary actions. These
instruments are being applied
under operational and sectoral
programmes available for a given
programming term.
Having in view that the strategy’s
horizon extends to 2017, there
should also be considered the
European grants corresponding to
the next programming period 20142020.
At the time of drafting this strategy
there was no detailed presentation
of
the
main
operational
programmes available for the next
period, but there have been taken
into consideration the provisions
and objectives of Europe 2020
Strategy that will represent the
fundamentals
of
the
next
programming period.
The public/private partnerships
represent a widely recommended
and promoted solution to the
problems or the improvement of
public services’ efficiency. The
recent release of Law no. 178/2010
regulating
the
public/private
partnerships is seen as a real
142
opportunity for the implementation
of the proposed projects.
Campina Municipality has the
possibility to develop public-private
partnerships in various fields such
as the parking system. Subsequent
to the adoption of the public-private
partnership law a number of
services and activities could be
outsourced to local partners from
both the business and NGO sector.
The loans represent a relatively
simple solution, in terms of
procedures involved, in order to
receive the necessary financing for
investment projects. The loan
related costs are significant and
involve certain risks regarding the
re-payment of debts, especially
under insecure circumstance such
as the current financial crisis.
Moreover, a leveraged loan could
block the investment possibilities
on short and medium term, because
the public administration becomes
non-eligible for accessing other
loans and non-reimbursable funds.
The Local Council of Campina
Municipality has accessed a number
of loans for the achievement (cofinancing or total financing) of
capital investments in the local
development and to support the
strictly
necessary
local
interventions. Despite these, the
national laws imposing a threshold
to the sums received from the
contracted or new reimbursable
funds do not apply to the loans
contracted for co-financing the
European projects. In this context, it
is recommended the contracting of
an open-end credit or the municipal
bonds for the co-financing of future
projects and VAT payments.
The government funds represent a
major source for project financing.
For this purpose, the Ministry of
Regional Development and Tourism
is running a number of programmes
such as:
 The
youth
housing
programme
 The
social
housing
programme
 The thermal rehabilitation
programme
 The social-cultural and
sports programmes
 The National Infrastructure
Development Programme
In addition, we could also mention
other programmes as those run by
the
Environment
Fund
Administration.
143 |
Sustainability
Implementation of the local
development strategy through
the existing institutions.
In principle, this represents the
institutional statutory duty of
Campina City Hall to draft, as
current
activity,
the
local
development planning through the
existing departments.
The benefit of this organization is
the absence of parallel structures;
often, the disadvantage is that the
organizations lack the capacity to
fulfil major tasks and the
coordination
with
other
organizations may prove to be
difficult.
The model could be unsuitable
particularly
when
these
organizations have to fulfil new
tasks or to change their systems and
procedures.
Therefore, a Management Unit for
the Strategy could be created within
the City Hall whose members
selected
from
the
specialty
departments of Campina City Hall
should posses a relevant expertise
and experience in each of the major
aspects of the strategy management:
 Provision of a horizontal
inter-sectoral
and
interdepartmental coordination;
 Provision of the technical
capacity for the management of
European funded projects;
 Strategic
and
spatial
development of the city;
 Multi-annual
investment
plan;
 Public procurement process;
 Provision of financing;
 Provision of information and
public consultation;
 Monitoring and evaluation of
impact and the progress made in
implementing;
 Development
of
public
services.
Establishment of a Strategy
Implementation Agency
The well set task of this agency is to
provide the management and
supervision of the action plan’s
implementation. Also, it usually
operates as a legal entity with its
own accounting system and
management
board
who
is
responsible with the supervision,
while the tasks are being
implemented by the technical and
administrative staff. Such agency is
visible; it can also have a significant
power, and it can run activities and
programmes on the medium and
long term; still, its structure is a
little oversized for short-term
programmes and activities.
This model has been widely adopted
by larger organizations that have
the necessary financial resources to
support this entity.
Strategy
implementation
by
Project Implementation Units
This model is often used by the
World Bank or the European Union.
This unit usually runs its activities
within one of the main departments
for public administration.
The benefit is a dedicated
organization
and
accounting
system; the disadvantage is the
creation of a parallel structure.
The major categories of PIU’s duties
are: Management and coordination
of project implementation; technical
coordination;
performance
of
financing related activities; public
procurements within the project;
performance
of
monitoring,
evaluation and control of the
implementation
and
the
corresponding reporting; ensuring
the legitimacy of all activities and
documents;
provision
of
information and public consultation
and secretariat activities.
Strategy implementation by a
Community Consortium
This model, named in general, the
“Consortium”, is a participative
community structure formed by the
representatives of all stakeholders
involved in the local development
process and external partners.
Beside drafting the plan, the
Consortium also has the duty to
implement it.
The Consortium can achieve a
separate identity, thus becoming an
agency, as presented above, or it can
act as a steering committee for an
organizational structure similar to
the abovementioned ones.
144
Plan for the capitalization of
tourism resources
Policy no. 1. Capitalization of the
existing tourism resources
The local public administration
should be actively involved in the
local
economic
development,
including the tourism development
and the capitalization of the existing
potential.
To achieve this, the administration
should take a series of short-,
medium- and long-term measures.
If,
on
the
short-term,
the
administration does actions like
establishing the National Tourism
Information and Promotion Centre,
through
rehabilitation
and
expansion of parks, the mediumand long-term actions require
interventions on the road and
access infrastructure as well as on
the physical one (buildings – House
of Youth, House of Culture).
The Municipality has several tourist
sightseeings (Biserica de la Han
Church, Iulia Hasdeu Castle, Nicolae
Grigorescu Museum, Hernia Chapel,
etc.) that need to be integrated in
the county and regional tourist
circuits.
To increase the added value through
tourism, the municipality should
specialize in several tourism
services to be provided to tourists
from
Campina
and
the
surroundings.
The public/private partnerships
also constitute a way to capitalize
the existing tourism resources.
In Romania, the legal framework of
such partnerships is not complete,
i.e. the methodology for the
application of the laws in force have
not been published yet. Yet, it is
expected that, on the short-term, the
the public-private partnerships will
be established in compliance with
the legal norms, thus creating major
opportunities of local development.
When the methodology for the
application of the law on publicprivate partnerships is completed,
the local administration should take
the following measures/ actions:
 To
identify
the
development opportunities for
public-private partnerships;
 To promote the partnership
proposals;
 To establish public-private
partnerships.
Policy no. 2. Promotion of tourism
resources
An adequate promotion of the
tourism sightseeings of interest to
the potential tourists in Campina
Municipality is a major element of
the tourism development in the
area. The promotion activity should
be unitary, so that all promotion
instruments
should
contain
common elements defining the
tourism offer of the area. To this
purpose, it is required the
development of a local brand for
tourism based on professional
principles but only after consulting
the the community. This brand will
provide the framework for the
promotion activities performed by
the public administration and
business environment.
To perform a promotion activity
able to contribute to a better
capitalization of tourism resources
of the area, the local community
shall take the following measures
and actions:
 National
Tourism
Information and Promotion Centre
 Development of Campina
Municipality’s tourism brand;
 Promotion materials: guide,
brochures, maps, leaflets;

Outdoor promotion;
 Online
promotion
instruments.
145 |
Policy no. 3. Development of the
tourism offer
Local authorities should have in
view a set of actions generating on
medium-term an increased number
of tourists.
Several projects are in course of
elaboration at the time being:
Upgrading and landscaping the
Fantana cu cireși leisure area,
Restoration and improving the
services provided by B.P. Hasdeu
Memorial Museum, Establishment
of the City Museum to develop the
tourism offer in Campina.
The development of tourism services
to enhance the potential of local
resources thus contributing to a
variety of activities for tourists is a
local pre-requisite.
The purpose of these services is to
provide the tourists with detailed
information about the tourism,
historical and cultural value of the
local sightseeings of interest and to
extend the range of tourism
activities,
by
taking
into
consideration both the local
potential and the peculiar aspects of
the demands. Among the measures
to be taken for this purpose, we
mention:
 Provision of integrated
tourism services offers;
 Design and creation of
thematic tourism circuits;
 Development of a local
tourist guides network.
146
Investment attraction plan
Policy no. 1. Evaluation of the local
investment potential and setting the
local investment priorities
The attraction or acceleration of
investments, both of local and
foreign (external) origin, represent
one of the priority measures for the
development of the local economy,
especially due to the urgent need for
economic diversification and raise
of demand on the local labour force
market.
Yet,
the
potential
investments should be attracted in
the fields of priority to the city
development and without affecting
the development of the local
business activities.
The local community should decide
the directions to which the attracted
or accelerated investments must be
headed, setting the fields and
activities that require the attraction
of external capital.
The analysis of local development
opportunities is the first step of the
investment attraction/acceleration
process. Having in view that the
public-private partnership is one of
the ways to achieve investments at
the local level, an inventory of the
public
heritage
available
to
developing such initiatives is also
required. The scope of this
inventory
will
include
the
development opportunities of the
city and region, that can materialize
through local investments.
The investment attraction strategy
will be the document setting the
guidelines for investment attraction,
based
on
the
identified
opportunities
and
the
local
community’s will. It will also
propose a clear action plan to be
implemented
by
the
entire
community but, most of all, by the
public administration.
The Guidelines for Investors which is
being drafted by the municipality
will be made available to the
potential investors. The publication
includes all information needed by
an investor interested in the
opportunities provided by Campina
Municipality: presentation of local
profile, investment possibilities,
relevant local contacts, procedures
to be followed.
Moreover, the establishment of the
Business Support Centre in Campina
Municipality may facilitate the
investment process and support the
local business activities.
Policy no. 2. Promotion of investment
opportunities
The
investment
opportunities
identified and set based on the
sectoral strategy will be promoted
to the potential investors. To make
the activities more efficient, the
following stages will be followed:
Identification of target groups –
there will be identified the
categories of investors potentially
interested in making investments in
Campina Municipality and the
corresponding
direct
communication channels.
Promotion campaigns on investment
opportunities – this stage represents
the actual communication with the
target segment, and involves the
promotion of the city as a business
destination and, in particular, the
business
development
opportunities in this region.
The establishment of an NGO to
support the business environment
in Campina, based on a partnership
between the local administration
and the economic operators may
constitute a significant vector to the
identification of the problems faced
by the private sector and the
measures to be taken by local
authorities to stimulate the business
environment.
147 |
CROSS-SECTOR LINKS
The table below presents the links
between the action plan sectors
generated by the interconnected
measures. It indicates the measures
that, after implementation, will
contribute to the achievement of the
goals specific to the sector they
SO.1
SO.1
Upgrading the urban
infrastructure and
equipping
belong to, and the goals of other
sectors in the action plan.
SO.2
SO.3
M1.1
M1.2
M1.3
M1.4
M1.1
M1.2
M1.3
M1.4
M1.1
M2.1
M2.2
M2.1
SO.2
Increasing the economic
competitiveness and new
jobs created
M2.1
M2.2
SO.3
Tourism development and
capitalization of the cultural
heritage
M3.1
M3.3
M3.1
M3.3
SO.4
Quality assurance and
environment protection
M4.1
M4.1
M4.2
M4.3
SO.5
Improving the
administrative capacity and
social services
M5.1
M5.2
M5.4
M5.1
M5.2
M5.4
SO.4
SO.5
M3.1
M3.4
M4.1
M4.2
M4.4
M5.5
M3.2
M5.1
M5.2
148
149 |
-
-
IV. PORTFOLIO OF PROJECTS. PROJECT SHEETS
150
151 |
List of projects within the Local Development Strategy for Campina Municipality 2011-2017
OS.1. Upgrading the urban infrastructure and equipping
M1.1. Upgrading the road and access infrastructure
Item
Project title
Estimated value
(Eur)
Implementation
period
Financing source
1
5,000,000.00
2009-2012
POR, Axis 2 – Improving
the regional and local
transportation
infrastructure
2
Upgrading the road bed of Carol and
Balcescu boulevards
1,000,000.00
2012-2013
Government Funds
3
Construction of sidewalks on Nicolae
Balcescu Boulevard
500,000.00
2012-2013
Local budget
4
Infrastructure development in Voila and
veterans area
1,000,000.00
2014-2017
Local budget
1,000,000.00
2015-2017
Government Funds, Local
budget
10,000,000.00
2014-2017
budget
150,000.00
2013-2015
Local budget
5
6
7
Improving the traffic flow on the NorthSouth direction
The
beltway
Brebu-Telega-Valea
Doftanei
Improving the traffic flow on Calea
Daciei- Carol I
Blvd. sector by
implementation of a "green light" system
152
M1.2 Upgrading the water supply and sewerage infrastructure
Estimated value
(Eur)
Item
Project title
1
Extension and upgrading the water
supply and sewerage system in Prahova
County
2
Rehabilitation
infrastructure
of
water
supply
Implementation
period
Financing source
8,000,000.00
2011-2013
SOP Environment, Axis 1 –
Expansion and upgrading
the water/wastewater
infrastructure
1.500.000,00
2014-2016
Funding grants
1
Making general cadastre in Campina
Municipality
5.000.000,00
2013-2016
Government Funds
2
Upgrading the civic centre
2,500,000.00
2014-2017
Funding grants
3
Construction of housing on Balcescu
Blvd.
1,500,000.00
2013-2014
Local budget and
Government Funds (ANL)
4
1.000.000,00
2013-2016
Local budget and
Government Funds
1.000.000,00
2013-2016
Local budget and
Government Funds
200,000.00
2011-2015
Local budget
1,000,000.00
2010-2012
Local budget
500,000.00
2013-2014
Local budget,
Public/Private partnership
5
6
7
8
Inventory buildings ang rehabilitate
facades
Extension of dog shelter and assignment
of straydogs management service
Upgrading the public lighting system
Construction of a municipal graveyard
153 |
Estimated value
(Eur)
Item
Project title
1
Construction of a multi-level parking lot
in the Central Plaza of Campina
2
Re-arrangement and fitting with electric
access barriers the parking lot of the
Municipal Polyclinic
Implementation
period
Financing source
500,000.00
2012-2013
Local budget
20,000.00
2012
Local budget
SO.2. Increasing the economic competitiveness and new jobs created
M2.1. Creating the infrastructure for business development
1
Business support centre of Campina
(CSAC)
300,000.00
2012-2013
POR, Axis 4- Supporting the
regional and local business
development, Local budget
2012
Local budget, private sector
2012-2014
POSDRU, AXIS 2Correlating Lifelong
learning to labour force
market
2012-2013
POSDRU, AXIS 2Correlating Lifelong
learning to labour force
market
M2.1. Attraction of investments and promotion of partnerships
1
2
3
NGO establishment to support
business environment in Campina
the
Organization of training courses on
administrative procedures for start-ups
Developing a strategy for creating new
jobs
5,000.00
200,000.00
100.000,00
154
SO.3. Tourism development and enhancement of the cultural heritage
M3.1 Capitalization of the existing tourism resources
Item
Project title
Estimated value
(Eur)
Implementation
period
Financing source
POR , Axis 5.3. – Promoting
the tourism potential and
setting-up the needed
infrastructure in order to
increase Romania’s
attractiveness as tourism
destination
Funding grants, Local
budget, Public/Private
partnership
1
Building
the
National
Tourism
Information and Promotion Centre
150,000.00
2012-2013
2
Discover Campina!
100,000.00
2015-2016
3
Capitalization of the tourism and cultural
potential of Campina and surrounding
localities
200,000.00
2014-2016
Local budget, Funding
grants
4
30.000,00
2012
Local budget, Funding
grants
1,000,000.00
2014-2016
partnership
1
2
Capitalization of the local cultural
heritage by restoration and upgrade of
the services provided by B.P. Hasdeu
Memorial Museum
100,000.00
2014-2017
POR 2014-2020
3
Capitalization of the local cultural
heritage by the establishment of the city
museum
500,000.00
2014-2016
partnership
155 |
M3.3 Development of leisure infrastructure
Implementation
period
Financing source
175,000.00
2012-2013
Government Funds
Upgrading and construction of the leisure
area “Fantana cu cireși”
650,000.00
2014-2015
Government Funds
3
Re-arrangement of the playground for
the
children
from
Campinița
neighbourhood
25,000.00
2012
Local budget,
4
Capitalization of the tourism and
cultural-educational potential of the
House of Youth
1,000,000.00
2015-2017
partnership
100,000.00
2012-2014
Local budget,
250.000,00
2012-2014
Local budget,
Item
Project title
1
Rehabilitation and expansion of the Park
on Culturii Blvd.
2
5
6
Purchase of a mobile stage, sound and
light
systems
for
open-air
representations
Arrangement and Re-arrangement of the
playgrounds for the children from
Campina municipality
Estimated value
(Eur)
SO.4. Quality assurance and environment protection
M4.1. Promotion of environment protection
1
Rehabilitation of a polluted historical site
– oil residual storage pit
2,400,000.00
2011-2013
SOP Environment, Axis 2 –
Development of integrated
waste management
systems and rehabilitation
of historically
contaminated sites
156
Implementation
period
Financing source
2,500,000.00
2011-2015
Environment Fund
Administration
Upgrading and landscaping the bench of
Lacul bisericii (Church Lake) and the
adjacent area
650,000.00
2010-2012
Local budget
4
Curiacu Lake landscaping
250,000.00
2014-2015
Local budget
5
Facilities to prevend lanslides
750.000,00
2014-2016
Local budget
Item
Project title
2
Foresting the North of Campina
Municipality and landscaping the Siret
course
3
Estimated value
(Eur)
M4.2. Improvement of local waste management
1
Fitting with selective waste collection
bins
100,000.00
2012
Local budget
2
Public awareness campaign on selective
waste collection
50,000.00
2012
Environment Fund
Administration
3
Composting station for vegetal waste
(population and public domain)
250,000.00
2013-2015
Local budget
700.000,00
2013-2016
4
Municipal
waste
incinerator
in
partnership with neighboring localities
157 |
M4.3 Energy efficiency and alternative energy sources
Item
Project title
Estimated value
(Eur)
Implementation
period
Financing source
1
Photovoltaic
systems
to
produce
electricity for the public lighting
1,000,000.00
2013-2014
POS CCE, Axis 4 –
Increasing energy
efficiency and security of
supply in the context of
combating climate change
2
Use of energy saving bulbs in all public
institutions
25,000.00
2012-2013
Local budget
3
Thermal rehabilitation of apartment
buildings
100,000.00
2012-2014
budget, Condominiums
SO.5. Improving the administrative capacity and social services
M5.1 Development of the educational infrastructure
1
2
3
Rehabilitation,
consolidation
and
expansion of the B.P. Hasdeu Elementary
School of Campina
Rehabilitation, upgrading and equipping
the
undergraduate
educational
infrastructure of the Petroleum Technical
Secondary School of Campina
Equipping the schools in Campina
Municipality with video surveillance
devices
1,700,000.00
2012-2014
POR , Axis 3 – Improving
the social infrastructure
3,000,000.00
2012-2014
300,000.00
2013
Local budget
2013-2015
4
Upgrading the school playfields
250,000.00
5
Parents’ School
500,000.00
2014-2015
6
Summer School
500,000.00
2015
Local budget,
Local budget, Parents’
Associations, Sponsorships
158
Estimated value
(Eur)
Item
Project title
7
Construction of a student camp on
Taberei road
8
Building a gymsport for School no.1 Ion
Câmpineanu
Implementation
period
Financing source
500,000.00
2015-2017
500.000,00
2015-2016
Local budget
1
Fitting the municipal hospital with
performing medical equipment
1,000,000.00
2013-2015
budget and Government
Funds
2
Rehabilitation, upgrading and equipping
the integrated outpatient facility within
Campina Municipal Hospital
2,500,000.00
2012-2013
3
Energy rehabilitation
Hospital Campina
750.000,00
2013-2015
budget and Government
Funds
4
5.000.000,00
2012-2014
POSCCE, Priority Axis 2, O
222. Developing of
excellence centers
of
Municipal
1
Construction of a care centre within
Voila Hospital for socially challenged
people
100,000.00
2012
Local budget
2
Establishment of a seniors’ hospital club
100,000.00
2013
Local budget, Sponsorships
3
Establishment of a Maternity Care Centre
300,000.00
2012-2013
Local budget, Government
Funds
4
Establishment of a women club
80,000.00
2013-2014
Local budget, Sponsorships
159 |
Item
Project title
5
Video monitoring system of public places
with high crime
Estimated value
(Eur)
150.000,00
Implementation
period
Financing source
2013-2014
Local Budget
2012
Local budget
2012-2014
Local budget
2012-2014
Trans-national cooperation
programmes
2012-2014
PODCA, Axis 1 Structural
and process improvements
of the public policy
management
M5.4 Community involvement in the local decision-making process
1
2
Organization
of
regular
public
consultations in the Municipality’s
neighbourhoods to identify the citizens’
needs
Annual surveys for consolidating local
budget
-
10.000,00
M5.5 Development of human resources in the public administration
1
Organization of exchanges of experience
with local authorities from Romania or
the European Union
2
Training the public administration staff
in strategic fields, such as: project
management,
public
procurement,
financial management
TOTAL
5,000.00
100,000.00
72.775.000,00
160
PROJECT SHEETS
Project title
Project purpose
To improve the access to Campina Municipality by arranging a multiple level crossing
over DN1
Specific objectives
1. Ease of urban traffic flow
Identified
problem
Proposed solution
Main activities
2. Discharge of traffic jams in the access areas to/from the city
Difficult access from Calea Daciei to DN1
Building a multilevel crossing over DN1 to provide the roundabout to the left lane
Campina - Bucharest, and Brasov - Campina.
Activity 1: Organizing and developing the public procurement procedure for the
technical documentation design services
Activity 2: Design of technical documentation
Activity 3: Application for permits and licenses
Activity 4: Submission of the Application for Financing
Activity 5: Contracting the project management services
Activity 6: Building the Project Implementation Team and starting the project
Activity 7: Public procurement of works and services (site supervision, auditing
services and publicity)
Activity 8: Works performance
Activity 9: Works acceptance
Activity 10: Site supervision
Activity 11: technical assistance
Activity 12: Project visibility and results
dissemination
Activity 13: Monitoring, auditing and reporting
Expected results
Ease of traffic flow
The traffic flow speed will grow, and the city transit time will be reduced, generating
time savings
reducing the transportation time
increasing mobility
161 |
Baseline budget
projection
Source of funding
EUR 5 million
Potential partners
Prahova County Council, South Muntenia RDA
Implementation
period
2009-2012
Coherence with
European,
national, regional,
county strategies
EU Strategy for sustainable development: Overall objective: To ensure that the transport
systems meet society’s economic, social and environmental needs whilst minimising
their undesirable impacts on the economy, society and the environment.
Regional Operational Programme, Priority Axis 2 - Improvement of regional and local
transport infrastructure
National Sustainable Development Strategy Romania 2013-2020-2030.
Horizon 2013. National objective: To promote in Romania a transport system that
would facilitate the safe, fast and efficient movement of persons and goods nationally
and internationally, in accordance with European Union standards.
Development Plan of South Muntenia Region 2007-2013 - Priority no.1 Development of
local and regional infrastructure
Framing within
the local
development
strategy
Documents
needed
Strategic objective no. 1. Upgrading the infrastructure and urban equipping
Measure 1.1. – Upgrading the road and access infrastructure
Application for Financing;
Feasibility study / endorsement documentation for intervention works;
Permits;
Town planning certificate / Building permit;
Geotechnical study,
Topographical study;
Environment protection technical fact sheet.
162
Project title
Building a multilevel parking in Campina Central Market
Project purpose
To improve the overall look of the municipality by upgrading and expanding the
parking lot
Specific objectives
Increase in the parking spots of Campina Municipality
The mostly used transportation mean in Campina is the personal vehicle.
Therefore, the parking lots available in the municipality are insufficient compared to
the noticed demand. Moreover, in the perspective of the tourist activities development,
the city has to provide the tourists a much bigger number of parking spots.
Identified
problem
Proposed solution
To solve the deficient parking spots, the proposal consists in the building of a five story
(ground floor + 4) multilevel parking on the land of the present bazaar
Main activities
Release of the area, most of the shops and kiosks in the bazaar will be transferred to
the C2 building, all the newspaper kiosks shall be temporarily moved in the area
between the market and the central parking. Performance of the execution tender,
contracting the works provider, execution of works, site supervision, acceptance of
works
Expected results
300 parking spots
Ease of traffic flow in central area
Baseline budget
projection
Source of funding
EUR 0.5 million
Potential partners
Central market Administration
Implementation
period
2012-2013
Coherence with
European,
national, regional,
county strategies
EU Strategy for sustainable development: Overall objective: To ensure that the transport
systems meet society’s economic, social and environmental needs whilst minimising
their undesirable impacts on the economy, society and the environment.
Local budget
National Sustainable Development Strategy Romania 2013-2020-2030.
Horizon 2013. National objective: To promote in Romania a transport system that
would facilitate the safe, fast and efficient movement of persons and goods nationally
and internationally, in accordance with European Union standards.
163 |
local and regional infrastructure
Framing
within
the
local
development
strategy
Documents
needed
Strategic objective no. 1. Upgrading the infrastructure and urban equipping
Measure 1.1. – Upgrading the road and access infrastructure
Permits;
Geotechnical study,
164
Project title
Upgrading the historically polluted site – oil waste tar pit
Project purpose
The project aims at upgrading a polluted historical site of 8,174 m 2 area, affected by the
extraction and processing industry, according to the EU standards, in order to use this land in
community purposes and to discharge the environmental impact and the hazards for human
health caused by the inadequate handling and storage of extractive and processing industry
waste.
Specific
objectives
To reduce the risks in order to improve the land usage and environment quality, as well as to
protect the health condition of the population of the city and in the area of the site.
To contribute to the fulfilment of the engagements made within the Treaty of Accession (and
the applicable EU Directives) for environment protection and upgrading contaminated
historical sites, including the upgrading and rectifying of lands by using adequate methods for
certain types of contaminated sites.
Identified
problem
Proposed
solution
Main activities
To successfully implement the upgrading, monitoring and validation of land rehabilitation
works.
The presence of a polluted oil waste tar pit which may affect the city population health
condition
To rehabilitate the polluted land and its entering to the circuit
Activity 1: Organizing and developing the public procurement procedure for the technical
documentation design services
Activity 7: Public procurement of works and services (site supervision, auditing services and
publicity)
Activity 11: Technical assistance
Activity 12: Project visibility and results dissemination
165 |
Expected
results
Baseline budget
projection
Source
of
funding
Potential
partners
Implementation
period
The rehabilitated land shall be used at an adequate standard as a green public area and it will
include sight seeing leisure areas with access for the wide public, and it will reduce any local
environmental impact caused by the previous activities developed on this site.
An immediate visual impact shall be achieved, the habitats shall be rehabilitated, and the air
and
underground
water
quality
shall
be
improved
on
long
term.
the living / health condition of the EU citizens in the site neighbourhood shall be improved
and the area shall become more attractive, due to the reduced visual impact of unpleasant
areas, smells and population direct risks.
EUR 2.4 million
SOP Environment, Axis 2 - Development of integrated waste management systems and
rehabilitation of historically contaminated sites
Prahova Environment Protection Agency
2011-2013
Coherence with
European,
national,
regional, county
strategies
European Union Strategy for Sustainable Development. - Safeguard the earth's capacity to
support life in all its diversity, respect the limits of the planet's natural resources and ensure a
high level of protection and improvement of the quality of the environment.
National Sustainable Development Strategy Romania 2013-2020-2030 - Horizon 2020.
National objective: To reach the current average level of the EU countries for the main
indicators of sustainable development.
Framing within
the local
development
strategy
Documents
needed
Strategic objective no. 4 – Safeguarding environment quality and protection
Measure 4.1. Promotion of environment protection
Permits;
Geotechnical study,
166
Project title
Rehabilitation, upgrading, and expansion of B.P. Hasdeu Elementary School of
Campina
Project purpose
To improve the public education services by optimizing the teaching conditions
Specific
objectives
Rehabilitation of education infrastructure;
Expansion of education institutions capacity;
Improvement of education services provided in elementary education;
Identified
problem
The lack of adequate areas for the development of the education programme
Proposed
solution
The solution proposed by this project is to expand the education infrastructure by
constructing new classrooms elementary education. Moreover, the project also
proposes the rehabilitation of the existing education infrastructure.
Expansion of elementary education infrastructure;
Presently, B.P. Hasdeu Elementary School of Campina Municipality has an obsolete
infrastructure and its personnel faces difficulties related to the insufficient and
inadequate room to properly develop education activities. Therefore, the present
project shall represent the basis for a complex initiative designed to increase the
number of places for children to be educated.
Main activities
School consolidation
Fitting with specific equipment
Expected
results
Expansion of education units capacity in Campina Municipality;
Baseline budget
projection
EUR 1.7 million
Source
funding
Regional Operational Programme
Improvement of education activities conditions;
of
Applicant’s / Beneficiary’s minimal contribution to the total value of the eligible
expenditure is 2%, plus the non-eligible expenditure (among which VAT).
Priority Axis 3 – Improvement of social infrastructure
Major intervention field 3.4 – Rehabilitation/modernization and equipment of preuniversity, university educational infrastructure and the infrastructure for ongoing
professional training
Potential
partners
County School Inspectorate
167 |
Implementation
period
2012-2014
Coherence with
European,
national,
regional, county
strategies
National objective: To develop human capital and increase competitiveness by linking
education and life-long learning to the labour market and ensuring better opportunities
to participate in a modern, inclusive and flexible labour market of 1.65 million people.
Framing within
the
local
development
strategy
Documents
needed
Strategic objective no.5 – Improvement of the administrative capacity and social services,
Measure 5.1 Development of education infrastructure
Development Plan of South Muntenia Region 2007-2013 – Strategic objective – Human
capital, Specific objective no. 1 – Preservation of high participation level of population
in education, focusing on increasing the participation of population with academic
studies, as well as the number of disadvantaged people who are involved in the
education
system.
local and regional infrastructure, Measure 1.2 Development of public utilities and
services and of social infrastructure.
Permits;
168
Project title
Construction of the National Tourism Information and Promotion Centre
Project purpose
To build of a tourism information and promotion centre to promote the tourist
potential of the city.
Specific objectives
To provide tourism promotion services
To provide tourism information services
To connect to the national network of information centres
Identified problem
Proposed solution
The absence of a tourism information centre and the need to develop tourism
Building of a tourism information centre
Main activities
Construction / upgrading / consolidation / expansion of buildings which will host the
National Tourist Information and Promotion Centres;
- Procurement of hardware and software to fit the National Tourism Information and
Promotion Centres;
- Building the databases with tourist information necessary for the National Tourism
Information and Promotion Centres
Expected results
Equipped rooms
This network will provide the logistic framework to facilitate the information exchange
in the tourism sector among institutions and information centres in tourist areas. The
introduction of the modern information services and the development of a uniform
tourist information system shall create better conditions to store the information and
will allow the data exchange with regard to the tourist activity for domestic and foreign
tourists
Baseline
budget
projection
Source of funding
Potential partners
Implementation
period
EURO 150,000
ROP, Axis 5, The sustainable development and promotion of tourism
major intervention field 5.3 – Promoting the tourism potential and creating the
necessary infrastructure with a view to improving Romania’s image as a tourist
destination
Tourism associations within Prahova County
2012-2013
169 |
Coherence
with
European, national,
regional,
county
strategies
National objective: To reach the current average level of the EU countries with regard to
the
responsible
management
of
natural
resources;
Development Plan of South Muntenia Region 2007-2013 - Measure 1.7. Green
reconstruction of damaged areas and safeguarding the national patrimony.
Development Plan of South Muntenia Region 2007-2013, PRIORITY 6. Sustainable
development and promotion of tourism, Measure 2 Creation/development/upgrading
of specific infrastructures to sustainable enhance the natural resources and to raise the
quality of tourist services
Framing within the
local development
strategy
Campina Municipality Development Strategy 2011-2017 – Strategic objective no.3
Tourism development and enhancing the cultural patrimony Measure 3.1. – Enhancing
the available tourist resources
Documents needed
Permits;
170
Project title
Expansion and upgrading the water supply and sewerage system in Prahova Countyinvestments in Campina Municipality
Project purpose
Improving public water supply efficiency
Specific
objectives
To provide water supply and sewerage services, at accessible price;
Identified
problem
To rehabilitate the water treatment plant
The used water collection system is seriously affected by infiltrations and leaks, and due to
the damaged couplings between the rain water and used water collection pipes.
The ageing of the water supply network
To ensure the adequate quality level of drinkable water in all human agglomerations;
Proposed
solution
Main activities
Expected results
Baseline
budget
To expand and feed the water supply and sewerage system
Activity 1: Organizing and developing the public procurement procedure for the technical
documentation design services
Activity 7: Public procurement of works and services (site supervision, auditing services
and publicity)
Activity 11: Technical assistance
Activity 12: Project visibility and results dissemination
Water Treatment Plants (WTP)
Pumping Stations, Tanks
Water Supply Networks
Wastewater Treatment Plants (WWTP)
Trunk Sewer
Wastewater Pumping Stations
Sewerage Networks
EUR 8 million
171 |
projection
Applicant’s / Beneficiary’s minimal contribution to the total value of eligible expenditure is
EUR 151,000
Source of funding
Source of funding
Environment Sectoral Operational Programme
Axis 2 – Improvement of regional and local transport infrastructure,
2.1 „Rehabilitation and upgrading the network of county roads, urban streets – including
the construction/rehabilitation of belt highways”
Potential
partners
Implementation
period
Coherence with
European,
national,
regional, county
strategies
EU Sustainable Development Strategy. - Safeguard the earth's capacity to support life in all
its diversity, respect the limits of the planet's natural resources and ensure a high level of
protection and improvement of the quality of the environment.
Europa 2020 Strategy: cut greenhouse emissions by at least 20% of 1990 levels; increased
use of renewable energy sources weight in the final energy consumption up to 20%; and an
increase by 20% of energy efficiency
2011-2014
National objective: To reach the current average level of the EU countries with regard to the
responsible management of natural resources
Development Plan of South Muntenia Region 2007-2013 - Priority no.1 Development of local
and regional infrastructure, Measure 1.4 Expansion and upgrading the environment
protection infrastructure
Framing within
the local
development
strategy
Documents
needed
Strategic Objective no. 1 Upgrading city infrastructure and urban fitting
Measure 1.2. –Upgrading the water supply and sewerage infrastructure
Permits;
Geotechnical study,
172
Project title
Rehabilitation and expansion of Parc B-dul Culturii
Project purpose
To raise the quality level of Campina Municipality inhabitants by diversifying the free time
and leisure infrastructure
Specific
objectives
To expand the arranged green areas in Campina Municipality;
To observe the European standards on the arranged green area per capita;
To diversify the options to spend free time.
Identified
problem
Among the problems of the inhabitants of Campina Municipality, there can be mentioned
the reduced possibilities to spend the free time
With regard to the specific fitting of green areas in the municipality, they have the
following weak points: the lack of fences, serious damages of fittings, big number of dirty
ways, non-limited, the existence of spontaneous, irregular vegetation, with seriously
affected vegetal structure and unevenness, etc. Moreover, there are no playgrounds, and
no arrangement of this type.
Proposed
solution
The proposed solution for the deficiencies identified at Campina municipality level is to
create and upgrade the free time and leisure infrastructure. It is necessary to resize the
free time areas, that may lead to an increased attractiveness of the municipality and to
multiple free time spending options within these facilities.
Main activities
Rehabilitation of green areas in the parks;
Fitting the parks with specific furniture;
Fitting of bins in parks;
Fitting of irrigation systems in parks;
Rehabilitation of existing planted squares and lines;
Arrangement of new parks, planted squares and lines;
Set up of free wireless networks for Internet access;
Arrangement of a leisure area, including: the construction of a public lighting system,
arrangement of tables, benches, bins, fences, waste collection platform, playground for
children, picnic area, ping-pong tables, bike and roller lans, etc.
173 |
Expected results
Arranged green areas;
Arranged leisure area;
Minimum 1 new park arranged
Baseline budget
projection
EUR 1.8 million
Source of funding
Government funds
Potential
partners
Implementation
period
Applicant’s / Beneficiary’s minimal contribution to the total value of the eligible
expenditure is 2%
2011-2013
Coherence with
European,
national,
regional, county
strategies
National Sustainable Development Strategy Romania - Horizon 2020. National
objective: To reach the current average level of the EU countries with regard to the
responsible management of natural resources;
Framing within
the
local
development
strategy
Documents
needed
Development Strategy of Campina Municipality 2011-2017 – Strategic objective no.3
Tourism development and enhancing the cultural patrimony Measure 3.3. – Development
of leisure infrastructure
Development Plan of South Muntenia Region 2007-2013 - Measure 1.7. Green
reconstruction of damaged areas and safeguarding the national patrimony.
-
Application for Financing
-
Regional urban Planning (PUZ)
-
Location/territory arrangement planning
-
Execution Project
-
Report – evaluating the environmental impact (environmental permit)
-
Feasibility Study.
174
GANTT CHART OF PROJECT IMPLEMENTATION
Implementation period
No.
Project
1
2
Upgrading drive of Carol and Balcescu Boulevards
Arrangement of sidewalks of Nicolae Balcescu
Boulevard
Infrastructure development in the area of Voila
and Veterani
Ease of traffic flow on North-South direction
3
4
5
10
Bypass on Brebu-Telega-Valea Doftanei direction
Expansion and upgrading the water supply and
sewerage system in Prahova County
Expanding paddock and stray dogs management
services concession
Construction of social dwellings on Balcescu
Boulevard
Public lighting upgrading
11
Civic centre upgrading
12
Construction of municipal cemetery
Construction of multilevel parking lot in Campina
Central Market
Business Support Centre Campina (CSAC)
Establishment of an NGO to support the business
environment in Campina
Organization of courses in the field of
administrative procedures for start-ups
Construction of the National Centre for Tourist
Information and Promotion
Discover Campina!
Enhancement of tourist and cultural potential of
Campina and neighbouring localities
Enhancement of tourist, cultural and educational
potential of Youth House
6
7
8
9
13
14
15
16
17
18
19
20
21
2011
2012
2013
2014
2015
2016
2017
175 |
Project
No.
29
Enhancement of cultural local patrimony by
rehabilitation and upgrading the museum services
provided by B.P. Hasdeu Memorial Museum
Enhancement of cultural local patrimony
establishing the city museum
Rehabilitation and expansion of Parc b-dul Culturii
Upgrading and arranging the Fantana cu ciresi
leisure area
Rehabilitation of historically polluted site – oil
waste tar pit
Reforestation of Northern area of Campina
Municipality and arranging the Siretului road
Upgrading and arranging the bank of Lacul
bisericii and surrounding area
Arranging Lac Curiacu
30
Fitting with selective waste collection bins
31
38
Awareness campaign on selective waste collection
Electric energy photovoltaic systems for public
lighting
Entering the use of low energy bulbs in all public
institutions
Thermal rehabilitation of blocks of flats
Rehabilitation, consolidation and expansion of
B.P.Hasdeu Elementary School of Campina
Rehabilitation, upgrading and fitting the
undergraduate education infrastructure of
Petroleum Technical Secondary School Campina
Fitting the schools of Campina Municipality with
video surveillance equipment
Upgrading sports grounds in schools
39
Parents’ school
40
Summer school
41
Arranging the students camp in Taberei road
22
23
24
25
26
27
28
32
33
34
35
36
37
2011
2012
2013
2014
2015
2016
2017
176
No.
42
43
44
45
46
47
48
49
50
51
53
Project
Fitting the municipal hospital with high
performance medical equipment
Rehabilitation, upgrading and fitting the
integrated ambulatory care section of Campina
municipal hospital
Arranging the centre for persons with social
difficulties in Voila Hospital
Establishment of an elderly club
Organizing regular consultations in the
municipality neighbourhoods, in order to assess
the citizens’ needs
Organizing experience exchanges with local
authorities in Romania or the European Union
Preparation of public administration personnel in
strategic sectors, i.e.: project management, public
procurement, financial management
Ease of traffic congestion on Calea Daciei-B-dul
Carol I section, by implementing a "green wave"
system
Rearranging and fitting with electric barriers the
Municipal Polyclinic parking lot
Rearranging the playground for children in
Campinita neighbourhood
Procurement of mobile stage, sound and lights
equipment for open air shows
55
Composting station for vegetal waste (population
and public area)
Establishment of a Birthing Centre
56
Establishment of a Women’s Club
54
2011
2012
2013
2014
2015
2016
2017
177 |
Nr.
crt.
57
Proiect
58
Rehabilitation of water supply infrastructure
59
Inventory buildings and rehabilitate facades
60
Arrangement and Re-arrangement of the
playgrounds for the children from Campina
municipality
61
62
63
64
65
66
67
68
Facilities to prevent lanslides
Municipal waste incinerator in partnership
with neighboring localities
Building a gymsport for School no.1 Ion
Câmpineanu
Energy rehabilitation of Municipal Hospital
Video monitoring system of public places with
high crime
Annual surveys for consolidating local budget
Making general cadastre in Campina
Municipality
69
Developing a strategy for creating new jobs
70
2011
2012
2013
2014
2015
2016
2017
178
179 |
V. IMPLEMENTATION. MONITORING
180
181 |
Implementation.
An
effective strategy is an implemented
strategy
which
reaches
its
objectives within the established
time period. It is not enough to
provide only several development
directions within the strategic
document, but to implement
effectively the proposed measures
and actions.
After completing the document and
accepting the final form by the
strategy coordinator of Campina
City Hall, the Development Strategy
of Campina Municipality for 20112017 shall be submitted for
endorsement to the Local Council, in
a
public
session.
By
this
endorsement, the council assumes
this document, which becomes
official, and the priorities therein
become the priorities of the local
community in the timeline set forth.
The sustainable development of
Campina Municipality is important
to all the local community.
The
social
and
economic
development of the city involves the
synergy of all local social and
economic compounds, either state
institutions, companies or simple
citizens. The evolution of the city
depends on each separate category.
Campina Municipality for 20112017 is a document promoted by
the local public administration.
Thus, the projects proposed within
the Development Strategy calls the
entire community to support the
local economic development, but
the responsibility to implement
them is assumed by the Local
Council, i.e. Campina City Hall.
The projects developed by the City
Hall in partnership with other
organizations or institutions will
include tasks and responsibilities of
the partners with regard to the
implementation
of
provided
activities, precisely assigned from
the very beginning.
The development strategy shall be
notified to all public institutions,
and the local business environment
organizations and representatives.
To better coordinate the projects
and to optimize the local initiatives,
it is recommended that the partners
would inform in due time their
individual intentions to start a
project that may be included in the
Strategy measures plan.
Strategy
monitoring
and
evaluation are interrelated and
interdependent processes. In the
context of public policies cycle,
monitoring and evaluation depend
on the following stages: problem
identification and formulation and
the selection of the best option.
Monitoring is the regular process of
collecting and analyzing the
information to support the decision
making process by the relevant
actors, by providing the decision
making transparency and providing
a basis for the future evaluation
actions.
Basically, the monitoring of strategy
and action plan implementation
status is a formal method less
known and assumed in the public
sector.
On the one hand, this task involves
significant
resources
(data
collection, processing and reporting
systems) and specific training
(defining the quality and quantity
indicators, correlated to the
potential
collection/production
sources of these indicators).
Monitoring
provides
the
information necessary to the
evaluation process.
To
monitor
the
strategy
implementation and to asses its
performance in relation to the
established
objectives,
it
is
necessary to establish a set of
indicators. For the accuracy of the
data
achieved
following
the
182
monitoring process, it is necessary
to apply a systematic and careful
collection of indicatori.
The
methods used to collect the
information and the data accuracy
are important, since monitoring also
represents a timely alert system
that usually presents issues or
subjects that need evaluation.
The construction of a monitoring
system of the development strategy
is necessary to permanently
supervise the implementation and
to provide a fast and efficient action
in case of any possible situations.
Monitoring and evaluation of
Strategy implementation shall be
done by using a single system based
on quality and quantity indicators.
Campina Municipality shall use the
development strategy in order to
apply a local approach to the urban
integrated
development.
This
approach involves a complex
process of integrating the planning
and implementing actions on the
following levels:
→ At the level of fundamenting
documents:
strategic
development,
zone
development
and
the
applicable public investments
program.
→ At the level of fields/sectors
leading to urban development:
physical accessibility, supply of
utilities and services, dwelling,
economic development, urban
→
→
→
→
regeneration,
environment
quality
and
urban
life
standards, etc.;
At the level of institutional
entities that cooperate to
achieve the urban development
objectives;
At the level of sectors involved
in urban development: public
sector, private sector and
community;
From the perspective of the
necessity to ensure the vertical
and horizontal cooperation;
From the perspective of the
internal
development
in
parallel with the regional role
development.
The strategy impact shall be
assessed with regard to its capacity
to approach the municipality
problems and to develop structures
to involve the local community in
development processes.
To ensure the sustainable impact of
the
strategy,
the
integrated
approach shall be strengthened by a
continuous consultation process of
local community with regard to the
upcoming priorities, and the project
beneficiaries, involved in the
evaluation of projects.
The strategy shall be monitored by
midyear/year reports produced by
a department appointed by the
order of the Mayor. The report will
include:
 The status of the various
actions planned for the reporting
period;
 The indicators describing
the measurable characteristics of
the actions in the plan;
 Review of actions, where
applicable;
 Estimated time to the
fulfilment of actions;
 Other aspects.
In order to fulfil the monitoring
activities, is essential to apply a time
schedule of the projects and a set of
monitoring
and
evaluation
indicators.
The monitoring activity of the
Strategy has a systematic character
and includes, based on monitoring
indicators, the production of
annual progress reports and the
final evaluation report, after the last
implementation stage.
183 |
Evaluation is the assessment
of the activities or the Strategy
implementation outputs, by using
the information collected during the
monitoring.
The
evaluation
performs an analysis of the
implementation way of the Strategy
and its efficiency.
Evaluation provides answers to the
following questions: what is the
effect, the impact of the performed
activities and in what measure the
result responds to the expectations.
The Strategy shall be evaluated
yearly by means of:
 Monitoring reports;
 Reports on the fulfilment
degree of the indicators set
forth in the Action Plan;
 An annual meeting, attended
by the personnel, partners,
representatives of beneficiaries
and community, where the
Action Plan implementation
results shall be communicated
and evaluated.
The
evaluation
of
strategy
implementation is based on
comparing the fulfilment level of the
initially proposed targets with the
situation
of
municipality
development at certain milestones.
The evaluation shall be performed
by the same team that conducts the
Strategy monitoring, within the
European Funding / European
Integration department.
The evaluation activity is revealed
into an evaluation report containing
the
situation
of
evaluation
indicators. Depending on these
reports, the decisions with regard to
any possible changes or updating of
Strategy provisions shall be made.
It is recommended that, at longer
time periods (5 years) or in case of
major
social,
economic
or
administrative changes, the Strategy
to be reviewed.
The first Strategy review is
recommended to be applied in
2015, when all the information will
be available with regard to the
available European funds for the
next program period and all the
projects financed by European
funds in the actual program period
shall be ended.
Monitoring
and
evaluation
indicators
The monitoring and evaluation
indicators are divided into two
types:
1.
Administrative
indicators
(presenting the activity from an
administrative and managerial
viewpoint and reveal the effective
planning capacity, and the capacity
to meet the deadlines.
2. Performance indicators (they
could be economic, political and
social, and environmental indicators
of human development, etc. Which
are followed in order to assess the
effective impact of public policies).
According to the strategy objectives,
the performance indicators may
refer to:
 Poverty level
 Air and water quality
 Crime rate
 Growth and diversification
of urban and rural labour force
 Increase of income
 Volume of direct foreign
investments
 Transparency
of
local
public administration
 Satisfaction and confidence
level expressed by inhabitants and
other significant local actors with
regard to the local public
administration
Examples of monitoring and
evaluation indicators:
 Volume of income per
dwelling
 Employment rate of active
labour force
 Unemployment rate
 Upgraded roads (%)
 Rate of coupling to the
public sewerage system
public water supply network
natural gas supply network
 Surface of city green areas
per capita
 Growth / decrease rate of
the number of companies
Growth / decrease rate of the
tourist accommodation capacity
184
185 |
VI. COHERENCE AND COMPLIANCE WITH NATIONAL AND EUROPEAN POLICIES
186
187 |
Regional,
national
and
Community policies
„The local development strategy
of Campina Municipality”, by its
development vision and proposed
objectives
and
measures,
is
correlated with the Community
policies,
national
plans
and
strategies, regional, county and local
programs and strategies, providing
an integrating approach of the
proposed action plan.
Development
Plan
of
South
Muntenia Region, i.e.: increase in the
competitiveness and attractiveness
level of the region; raise the
innovating
capacity
and
competitiveness level of regional
business
sector;
sustainable
economic, social and cultural
development of rural communities;
raise of social stability and optimize
the labour force potential in the
region.
During the design period, there have
been considered the correlation
between the Strategy and the
intervention fields of the Structural
and Cohesion Funds of the
European Union:

EU Cohesion Policy;

European
Regional
Development Fund;

European Social Fund;

Cohesion Fund;

European
Agricultural
Fund for Rural Development;

European Fisheries Fund;
At the level of South Muntenia
Region, the Regional Development
Plan is designed up to 2013, with no
strategic
documents
for
the
subsequent timeline. Considering
this
situation,
The
local
Municipality is relevant only to the
actual needs identified at regional
level. Therefore, the strategic
objectives in the local development
strategy of Campina Municipality
are correlated with those in the
On short term, the strategy
considered the National Strategic
Reference Framework 2007-2013,
which has the following objectives:
to develop the basic infrastructure
at European standards; to increase
the long term competitiveness of
Romanian economy; to develop and
efficiently use the human capital in
Romania; to strengthen the efficient
administrative
capacity,
fact
emphasized by the relatively close
level of the objectives in the two
documents.
Also, there have been considered
the correlation of the actions
proposed within the Strategy with
the objectives, principles, initiatives
and strategic directions provided by
the
following
programmatic
documents at European level:
 ”EUROPA 2020
– A
European strategy for smart,
sustainable and inclusive growth”
(EU2020);
 The National Sustainable
Strategy of Romania 2013-20202030 takes over and strictly follows
the thematic logic of the Reviewed
Sustainable
Development
Strategy of the EU with regard to
the crucial challenges, targets and
action plans for 2013, 2020, 2030,
aiming at reaching the actual
performance level in the EU before
2020 and achieving the average
level of EU Member States before
2030.
Therefore, the correlation and
convergence with the objectives
provided for in SNDDR also ensure
the convergence with the reviewed
SDS EU.
The objectives of the National
Sustainable Strategy of Romania for
2013 horizon ”Support for economic
and social development, territorially
balanced and sustainable of all the
regions in Romania, according to
their specific needs and resources
by focusing on the urban growth
poles;
improvement
of
infrastructure
conditions
and
business environment to make the
Romanian regions, especially those
left behind, more attractive places
to live in, visit, invest in and work.”
Europa 2020 proposes three
priorities that support each other:
 Smart growth: to develop
the economy based on knowledge
and innovation;
188
 Sustainable growth: to
promote a more efficient economy
from the viewpoint of resource use,
more green and more competitive;
 Inclusive
growth:
to
promote an economy with a high
employment rate, in order to
provide the social and territorial
cohesion.
To stimulate the progress in each
priority
theme,
seven
core
initiatives are proposed:
 ”Innovation Union” to
improve framework conditions and
access to finance for research and
innovation, to guarantee the
possibility to transform innovating
ideas in products and services that
generate growth and jobs;
 ”Youth in Action” to
strengthen the education systems
performance and to facilitate the
entry of youth on the labour market;
 ”A digital agenda for
Europe” to speed up the roll-out
of high-speed internet and reap the
benefits
of
a
digital single
market for households and firms;
 ”Resource
efficient
Europe” to help decouple economic
growth from the use of resources,
by decarbonising the economy,
increasing the use of renewable
sources, modernising the transport
sector
and
promoting energy
efficiency;
 “ An industrial policy for
the globalisation era” to improve
the
business
environment,
especially for SMEs, and to support
the development of a strong and
sustainable industrial base able to
compete globally;

”An agenda for new skills
and jobs” to modernise labour
markets by
facilitating
labour
mobility and the development of
skills throughout the lifecycle with a
view
to
increasing
labour
participation and better matching
labour
supply
and
demand,
including by professional mobility;

”
European platform
against poverty” to ensure social
and territorial cohesion such that
the benefits of growth and jobs are
widely
shared
and
people
experiencing poverty and social
exclusion are enabled to live in
dignity and take an active part in
society;
County policies
The sustainable development plan
of Prahova County for 2007-2013
was approved at county level.
Its overall objective is to increase
the attractiveness of Prahova
County, by sustainable and balanced
development, an appropriate level
of service offer, and by safeguarding
the environment.
The economic and social sustainable
and balanced development of the
county, by reducing the gaps
(between the urban and rural
environment,
between
urban
centers and adjacent areas, and,
within the cities, between the areas
attractive for investors and those
that are not attractive) and by
raising the economic and social
cohesion, raising the prosperity and
living standards of the county
inhabitants.
The development directions at the
level of Prahova County are the
following:

Development
and
upgrading the local transport
infrastructure

Environment protection

Urban development

Rural development

Development
and
upgrading the social infrastructure

Sustainable development
and promotion of tourism

Supporting
the
environment development
189 |
Contribution to the fulfilment of
horizontal objectives
The actions proposed in the action
plans are designed in compliance
with the Community and national
provisions with regard to the
horizontal objectives: sustainable
development, equal opportunities
and information society.
Equal
opportunities.
This
horizontal objective involves the
equal treatment, with no distinction,
restriction or preference regardless
the race, nationality, ethnic origin,
language, religion, social category,
beliefs, sex, sexual orientation, age,
disability, non-transmissible chronic
disease, HIV infection, etc.
Campina Municipality observes, by
the proposed investments, the equal
opportunities of inhabitants. By
implementing this strategy, there
shall be ensured the access of
disabled people in all public
institutions, the social cohesion will
grow and the social services
delivered to the disadvantaged
population shall be improved.
By expanding the road and technical
urban infrastructure there shall be
ensured the access of all population
to high quality services, by an
improved accessibility to all areas of
the city. Sustainable development
is another important horizontal
objective
of
the
European
Community, with its three core
dimensions
–
environment,
economic and social.
Campina Municipality observes in
the action plans the principles of
sustainable
development.
The
development strategy involves the
expansion and development of
waste collection and disposal, the
upgrading of the wastewater
treatment system, all these to
improve the environment quality in
the city. Environment protection
and preservation has a distinctive
section, but the city pollution
reduction, the arrangement of green
areas, the protection of nature and
the improvement of environment
quality shall be achieved after
certain actions within other sections
of the strategy. For example, to
improve
the
parking
lots
infrastructure, there shall be
reduced the emissions caused by
vehicles in the tourist areas, by
reducing their impact on the
environment.
We also have to mention the
positive impact of upgrading the
technical and urban fittings. Due to
this project, the losses in the system
shall be reduced, together with the
wastewater volume discharged in
the city running waters with no
treatment. The contribution of The
Municipality to the sustainable
development is also made by other
social and economic projects:
encouragement of technological
investments, attraction of investors,
enhancement of the existing cultural
patrimony,
improvement
of
population
health
condition,
improvement of healthcare services,
improvement of the awareness level
on environment protection, etc.
Campina Municipality shall also
contribute to the transition to the
information society, as there are
several projects with a significant
impact in this regard. Among these,
we can specify the project designed
to the use of e-governance services,
the use of online tools for tourist
promotion and information, and the
expansion of wireless networks in
public areas, etc.
190
191 |
VII. METHODOLOGY
192
193 |
Strategic planning is a multiple
stages process, by which the
community may project an image of
the future starting from the existent
conditions, by designing paths to
fulfil the desired future.
The local development strategy
should be based upon a relevant
analysis of the social and economic
situation
and
the
existing
demographic data. This analysis of
the community resources reveals
the strengths and weaknesses of the
community and its environment, the
development opportunities and the
possible risks that should be
avoided.
Strategic planning provides the
community a purpose and a
development
direction.
The
development
strategy
of
a
community represents both a
research document and a guidelines
designed
for
the
public
administration leaders, business
community, investors, but also the
overall civil community.
Strategic planning is more and more
used by the local authorities to
strengthen the economic potential
of a city, to improve the investment
climate, to raise the competitiveness
level
of
local
companies,
entrepreneurs and labour force. The
existence of strategic planning on
medium and long term shall raise
the confidence of business sector in
the local public administration
efficiency and shall contribute to the
encouragement of investments in
the area.
”The development strategy of
Campina Municipality for 20112017” was issued by strictly
observing the core quality criteria
used in the assessment of strategic
documents at European level: a)
relevance, b) effectiveness, c)
efficiency, d) consistency and
coherence)
pragmatism,
f)
sustainability and g) management
and monitoring arrangements.
The strategy design involved three
major stages:
 Drawing up the social and
economic auditing of Campina
Municipality;
 Drawing
up
the
Development Strategy of Campina
Municipality;
 Public consultation.
The
programmatic
document
envisaged 10 sections significant to
the
social
and
economic
development of the city:
1. Urban development
2. Infrastructure and urban
fitting
4. Environment protection and
preservation
5. Tourism
6.Education
7.Culture
8.Health
9. Social sector
10. Institutional capacity
The result of the first planning stage
is the drawing up of the first section
of the document, i.e. the socioeconomic auditing of Campina
Municipality.
The
analysis
conducted
within
this
stage
represent the fundamentals of the
vision, objectives and action plans.
This section of the document was
drawn up in a conclusive manner,
and
it
presents
synthetic
information on the municipality
status, grouped into the ten sections
previously mentioned.
The second stage was dedicated to
the strategic part of the document,
consisting in the vision, objectives,
measure and action
plans and
project portfolio. This section was
issued by using both the conclusions
of the economic and social auditing
and
the
information
and
recommendations achieved from
the public consultation process.
Public consultation is identified as
the third stage of the planning
process.
Nevertheless,
public
consultation is an integral part of
the first two stages, the social and
economic auditing of the county and
the strategic part, based on the
conclusions
of
the
public
consultation.
Stage 1: Working up the auditing
of the social and economic
development
of
Campina
Municipality
The auditing of the social and
economic development of Campina
Municipality represents the first
194
section of the strategic document,
by analyzing the existing situation
of the city, identifying the main
problems, and main economic
development directions and the
resources available. Two data sets
were used for this part: secondary
and primary data.
The secondary data were achieved
from the relevant institutions:
Institutul National de Statistica
(National Institute of Statistics),
Direcţia Judeţeană de Statistică a
Judeţului Prahova (Prahova County
statistical Department), Campina
Local
Council,
AJOFM
(Unemployment Agency), APM
(Environment
Agency),
etc.
Moreover, the analysis included the
programmatic documents and the
social and economic studies
available in Prahova County and at
region al and national level.
A special role in the preparation of
this document belonged to the
Demographic, economic and social
profile of Campina Municipality,
prepared as a starting point for the
auditing performed.
The primary data used were
achieved from the surveys and
studies, and public debates applied
among the local community. The
target groups of these studies
included representatives of the local
public administration, business
sector, public institutions, students
and youth and non-governmental
organizations in Campina.
The main objectives of these studies
were to identify the main problems
faced by the local community, to
identify
the
main
resources
available for the development of
Campina Municipality and the main
development directions for the
period envisaged by the strategy.
In addition, there have been
assessed the status of the projects
under implementation or at idea
stage at the level of local public
administration. The documents
presents part of the results of these
studies, either referring them in the
text
or
by
using
graphic
presentations, in a distinctive form.
The auditing includes an analysis of
the ten sectors of interest.
There are presented the main
problems identified from the
analysis of the statistical data,
supplemented by the conclusions
resulted
from
the
public
consultations.
The community opinions were
assessed
according
to
their
frequency and importance given by
the respondents in relation to the
analyzed aspects. Thus, it resulted a
classification
of
problems,
intervention needs, resources, etc.
Where
the
information
was
sufficient and conclusive, we could
assess the priority of sector
interventions, based on the need for
intervention and the importance of
problems, as resulted from the
public consultations.
Each of the ten sections is concluded
by a SWOT analysis (strengths,
weaknesses, threats, opportunities)
that
integrates
the
major
information from the respective
subchapter.
Stage 2: Working up the
Municipality
According to the social and
economic studies and the public
consultations, the development
vision of Campina Municipality was
formulated for the timeline of the
Strategy.
The development visions briefly
presents the overall framework of
the development directions, by
presenting the general situations
and trends envisaged by the
strategy implementation.
In the context established by the
development vision there have been
produced a set of strategic
objectives.
Each
objective
corresponds to a major problem of
the municipality to be approached.
Within the sections with measure
plans, each strategic objective has
specific sector objectives, that
contribute to the fulfilment of one
or several strategic objectives.
Each of the ten sections of the
document has a measure plan in
compliance
with
the
sector
objectives established within each
section. Each measure includes the
proposed actions, the organizations
responsible
for
their
implementation, their estimated
195 |
duration,
their
estimated
implementation
duration
and
forecasted budget of each measure.
The budget forecasting of the
proposed
measures
took
in
consideration the updated cost
standards, the possible estimations
based on existing feasibility studies,
the value of similar projects under
implementation
or
to
be
implemented in the near future, etc.
According to the vision, objectives
and sector plans, there have been
issued a set of projects to be
implemented by the Local Council of
Campina during the strategy
planning period mainly from grants.
These projects are included in the
Projects portfolio of the Strategy and
cover all ten sections of the
document and involve a wide
partnership with public institutions,
business sector and civil society.
Several projects also have their
project file. These include more
information, among which project
sustainability, coherence with other
policies,
the
existence
and
compliance with directions and
objectives within the strategy,
target groups, etc.
The budgeting method use for the
projects included in the project
portfolio is similar to that used in
establishing the projected values of
sector measures.
Stage 3: Public consultations
Each stage in the design process of
the programmatic document also
included the consultation of local
community, focusing on the
identification of the main problems
affecting Campina Municipality and
on how to prioritize the included
actions and projects.
The public debates were organized
in two stages. The first stage was
focused on identifying the main
problems of Campina Municipality
and the main directions for the city
development, according to the
community opinion. The second
stage of debates was organized after
the design of the overall strategic
framework, more precisely after the
design of a general development
vision, a sectoral objectives set, the
general development directions and
the measure plans for each of the
nine sections of the document.
After the completion of the auditing,
another debate was organized, with
the
participation
of
the
representatives of the local public
administration, public institutions,
business sector and NGOs. The main
objective of this meeting was to
finalize the overall objective, the
strategic
objectives,
the
development vision and the sector
measure plans.
Throughout the design of the
document, we used an online
communication
platform
that
provided the possibility for any
interested person to consult the the
documents in each interim stage.
The public forum section of this
platform facilitated the feed-back
from the community to document
team of authors. The link to the
online communication platform is
http://www.strategiecampina.ro/.
This address was made public
during each public consultation
event, was included in the forms
used in the surveys and studies.
196
197 |
VIII. PUBLIC CONSULTATION
198
199
The public consultations process
Public consultation
organized
activities
During the design process of the
Development Strategy, the following
types
of
public
consultation
activities were organized:

Public consultation by
surveys;

unstructured questionnaires;

Public consultation by the
online
platform
www.strategiecampina.ro

public meetings;
questionnaire fundamented the
working up by the consultant of
the proposals for the vision,
strategic
objectives
and
development directions
Public
consultations
with
representatives of local authorities
and other relevant institutions at
local level, grouped into 4 work
groups,
i.e.:
Economy
and
sustainable
development,
Infrastructure and urban fitting,
Youth and civil society, Education,
culture, health and civil society. The
public consultation sessions were
organized between September 27
and 28, 2011.
Public
consultations
with
representatives
of
public
institutions at local and county
level and civil society in order to
present and analyze the results of
the Audit of present situation and
to establish the development
vision.
This meeting, attended by the
representatives of local public
institutions, was designed to
analyze the main problems of the
community, in order to establish the
social and economic development
priorities of Campina Municipality.
The public consultation meeting
was organized on October 31, 2011.
the
With regard to the concrete public
consultation activities developed,
we mention:
Survey applied to the business
sector and the public institutions
with regard to the problems,
needs and development priorities
of Campina Municipality. The
results of this survey were included
in the Audit section of the present
situation, and supplement the
results
of
the
documentary
research;
Questionnaire applied to the
representatives
of
public
institutions, civil society and
business sector with regard to the
development priorities of Campina
Municipality. The results of this
Workshop with the representatives
of Campina City Hall, of relevant
local institutions and the business
sector designed to establish the
project portfolio.
This meeting was also used to
present the strategic development
objectives. The work groups
identified the priority projects. The
meeting
was
organized
on
November 7, 2011.
200
The results of this consultation
fundamented the draft of the project
portfolio and the selection of
priority projects.
Public
meeting
with
the
representatives of the local,
county,
regional
level,
the
representatives of civil society,
community (representatives of the
Local Council) in order to present
and
analyze
the
draft
Municipality.
This
meeting,
attended by representatives of the
above mentioned institutions and
sectors,
the
draft
Local
Municipality was presented and
discussed.
Throughout the design of the
document, we used an online
communication platform that
provided the possibility for any
interested person to consult the the
documents in each interim stage.
The public forum section of this
platform facilitated the feed-back
from the community to document
team of authors. The link to the
online communication platform is
http://www.strategiecampina.ro/.
This address was made public
during each public consultation
event, was included in the forms
used in the surveys and studies.
Results of public consultations
all the results of the public
consultations
were
integrated
within the text of the hereby
Strategy. The public consultation
process
had
a
significant
contribution in
defining
the
strategic profile of
Campina
Municipality, in formulating the
development priorities and in
identifying
the
development
priorities, as well as in identifying
concrete projects in the field of
social and economic development of
the city.
In order to achieve the overall
objectives of the project, public
consultations
represented
an
excellent exercise of local public
administration in the field of
strategic planning, as well as a good
opportunity to identify several
upcoming possible public-private
partnerships.
201
Figure 1: Geographic location of Campina Municipality ______________________________________________________________ 9
Figure 2: Campina Municipality in South Muntenia Region ___________________________________________________________ 10
Figure 3: European development corridors _______________________________________________________________________ 10
Figure 4: Bucharest-Brasov connection __________________________________________________________________________ 10
Figure 5: South Muntenia Development Region ____________________________________________________________________ 17
Figure 6: General Urban Plan of Campina Municipality ______________________________________________________________ 18
Figure 7: Paltinu dam, Prahova County __________________________________________________________________________ 26
Figure 8: The Fruits Road in Prahova County ______________________________________________________________________ 41
Figure 9: Map of Risks to landslides in Campina Municipality ________________________________________________________ 52
Figure 10: Iulia Hasdeu Castle __________________________________________________________________________________ 59
Figure 11: Biserica de la Han ___________________________________________________________________________________ 59
Figure 12: Nicolae Grigorescu Museum __________________________________________________________________________ 59
Figure 13: Carpatin Hotel _____________________________________________________________________________________ 61
Figure 14: Amana Inn Hotel ___________________________________________________________________________________ 61
Figure 15: School of Police Officers "Vasile Lascăr" _________________________________________________________________ 68
202
203
This document was produced under the „Local Development Strategy for Campina Municipality” project implemented by
Campina Municipality and co-financed from the European Social Fund under the “Administrative Capacity Development”
Operational Programme, Priority Axis 1: „Structural and process improvement of public policies management”, DMI – Improving
the political and administrative decision-making process, Operation – Local development strategies.
Editor: Campina Municipality
Blvd. CULTURII, no. 18, Campina Municipality, judeţul Prahova County
Tel: +4 0244 332 071; Fax: +4 0244 371 458, http://www.primariacampina.ro
Website of the Management Authority for the “Administrative Capacity Development” Operational Programme:
www.fonduriadministratie.ro
Release date: December 2011
The copyrights for this publication belong to Campina Municipality. This publication or parts of it can only be reproduced with
prior approval.
The content of this material does not necessarly express the official position of the European Union or the Romanian Government.

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