Town Profile:
History
Strömstad became Swedish through the peace in Roskilde 1658, before that it had belonged to Denmark/Norway. It got status as a city in 1676 by the Royal King Karl XI. During the 17h century the trade, fishing and shipbuilding developed. In the late 18th century Strömstad became a tourist destination among the rich. During the 19th century was Strömstad struck by a number of big fires. They changed the layout of the city to what we see today.
The number of fishing boats has rapidly declined but fishing is still very important as a profile industry for the town and the tourism sector. Since 1992 has the border trade with private Norwegian customers rapidly increased. Today it has a turn over of 4 billion Swedish kronor and is the main employer. Strömstads location at the border to Norway has also created competence and companies specialized at helping companies with border questions.
Population
1994 2004 Change
Population 10952 11373 3,8 %
Demography and housing
Strömstad has a normal (for Sweden) demographic curve. The increase in inhabitants is due to people moving to Strömstad in greater numbers than from. The housing in Strömstad contains of 70% year round housing and 30 % part time housing.
Labour Market
Main Employers
Company/ Organisation Activity
Strömstad local government Administration
International Door Automation Electronic Driving Units
Abesko AB Professional Shoes
Maximat AB Supermarket Retailing
Grensemat AB Supermarket Retailing
Laholmen Hotel Hotel
Kjell Johansson Bil AB Car Retailer
Bohus Biotech AB Medical Advise
Scanrex Industriservice AB Pumps and Compressors
Daftö Ferie Center Vacation Facilities
KGH Spedition Forwarding of Goods
Definition based on significance of the labour Market rather than the number of employees.
Employees in employment by sector*)
Total (%) Strömstad County State
Agriculture/ Fishing 2 1 2
Energy, Water 2 1 1
Manufacturing 13 22 18
Construction 6 5 6
Trade / communications 28 19 19
Banking, Insurance, Finance 7 12 13
Health Care 14 16 16
Public Administration 5 4 5
Education 5 5 6
Personal and Cultural Services 9 5 6
Other Services 9 11 8
Total 100 100 100
' Source SCB 2004
Travel to work
There are 871 people travelling to Strömstad for work and 574 people travelling out of Strömstad to work.
' Source SCB 2004
Education
In Strömstad it is possible to study up to secondary school. For university studies you need to travel or move. The public transport opportunities for studies in Sweden are not good. A resent public incentive has created better public transport to Norway and there universities. Differences in education systems and emotional barriers are obstacles. Today Strömstad has a very low rate of inhabitants with university studies.
Unemployment
The rate of unemployment is 2,8 % in Strömstad
4,2 % in Västra Götalandsregionen
4,2 % in Sweden
Source www.regionfakta.com
Audit of Town Development Strategy
Strömstad has ten approved and established visions for our future for the next ten years. From these visions some Objectives have been politically focused:
- The Development shall be of advantage to those who live or work here as well as visitors
- A Great amount of openness and accessibility in a physical and human perspective.
- Preserve and strength the quality of Strömstad as a small town with it´s sea contact.
- Let the development of the city become visible in the physical environment.
- The long term development of the centre of Stömstad imply quality and great verity
- A greener city with parks, walks and an increased amount of cycle path.
Local Structure and Partnership
Strömstads Kommun is the local government for the area of Strömstad. It is within the local government that the formal work with visions and strategies are made.
There are also a number of special interest organisations in Strömstad. Today there is a weak cooperation between the organisations. Through the SusSET project a partnership between these organisations is at the starting point. Our vision is to produce a method were the partnership is fully involved in the strategic work of the municipality.
Theme Position Statement
Theme |
0 |
1 |
2 |
3 |
4 |
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Developing Whole Town Strategy
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How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current experience: The current town strategy is produced within the organisation for the local government. We want to broaden the participation in the process of developing a whole town strategy.
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Good Practice Example |
Theme |
0 |
1 |
2 |
3 |
4 |
Long Term Planning |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current Experience: It is important that visions and strategy is formed first and that there is a commitment to fulfil them. There is an In-depth planning document for a four year period being worked out by the local government. |
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Good Practice Example: The future is always hard to plan, therefore long term planning must be flexible, if not it might be an obstacle for development.
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Theme |
0 |
1 |
2 |
3 |
4 |
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Tourism & Town Identity/"sense of belonging" |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current experience: There is a very wide range of goals from different groups.
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Good Practice example: There is an effort made to educate the public on what the values of Strömstad are. Hopefully is this a way to make the inhabitants to good ambassadors. |
Theme |
0 |
1 |
2 |
3 |
4 |
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Planning/Conservation/
Heritage |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current Experience: There are plans for conservation for the most valuable areas.
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Good Practice Example: There is a process going on at making a Marine National park of the Koster Islands and the surrounding waters. This is a process involving the local government, the region and the inhabitants within the plant National park. |
Theme |
0 |
1 |
2 |
3 |
4 |
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Partnership & Town Management |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current Experience: It is very important for the whole town strategy and the long term planning that there is a broad sense of ownership of the visions and values of the town. One way to create this broad ownership is partnership. The problem is to involve different groups that not are organized.
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Good Practice Example; Strömstad has participated in a project where a partnership was formed. That partnership was built on focus groups that discussed different questions. . |
Theme |
0 |
1 |
2 |
3 |
4 |
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Engagement/Dialogue/
Youth |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current Experience: Engagement and dialogue are the foundation of partnership. As mentioned at the theme for Partnership, one of the challenges is to involve groups that not are organized. Youth is the most important of those groups.
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Good practice Example: To create engagement and dialogue, those participating must feel that they rely have an impact. |
Theme |
0 |
1 |
2 |
3 |
4 |
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Marketing and Promotion |
How Important? |
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X |
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Where are we now? |
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X |
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Where do we want to be? |
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X |
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Current Experience: A successful marketing of a town is not doable without common goals, strategies and visions. Today Strömstad is very well known for the public as a holiday destination and in general is Strömstad viewed as a positive city. |
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Good practice Example: A less complex structure makes it easier for people and companies to set a common goal for the marketing and promotion of the city.
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How important? |
0 = not at all; 1 = little; 2 = quite; 3 = very; 4 = highest |
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Where are we now?
Where do we want to be? |
0 = no strategy; 1 = strategy underway; 2 = strategy in place; 3 = well developed strategy being implemented; 4 = implemented |
Approved investments
Action |
Expenditure |
Funding |
Development of accessibility to the city centre. |
356 000 Euro |
Local government/ National funds |
New central harbour |
185 000 Euro |
Harbour fees |
Development of parks and playground |
9 000 Euro |
Local government |
Development of Parking with transfer to city centre |
49 000 Euro |
Parking fees |
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Go to Stromstad website www.stromstad.se
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