Abstract
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Peripheral communities often face difficulties in integrating strategic perspectives. They operate in environments with strategic opportunities and constraints that slow down their development on certain components, which is restricted to public administration: local decision makers are put in a position to limit access to funding and development sources or face migration phenomena. to opportunities offered by the urban environment. From a preliminary analysis, it can be seen that in the European Union there is a particular concern about the issue of rural space, especially since the 80s. Rural areas are related to values such as nature protection and preservation of cultural values, environmental experience healthy and human-sized, belonging to a community, tourism and leisure spaces.
The paper aims to analyze the realities and development perspectives of rural communities located at the borders of four counties from Romania (Cluj, Salaj, Bihor and Alba) through the different particularities. In the theoretical part, a very exhaustive exposition of the field of strategic planning for small communities, of the connection with the public administration, with applicability in the case of the communes analyzed in the practical part will be introduced. Based on a secondary data analysis, databases will be analyzed on: population, demographic structure, labor force, education, local economy, connectivity, utility networks, etc. Starting from the premise that there is a development potential customized to each commune, we will notice that the community development processes are present, with a frequency depending on the motivation of the actors involved.
The practical part will contain a comparative analysis on development strategies and the creation of comparative indicators, a series of univariate analyzes (means, correlations, frequencies) on the intermediate and peripheral rural, between groups of communes, between various communes, creation of analysis indicators and establishment recommendations.
Following the steps of building a profile for the community, the strategic analysis was based on consulting a significant number of documents, reports, studies or statistical data, up to more complex stages - creating the vision, the key strategic factors, the competitive advantage and the strategic problems.
The aim was to carry out an analysis that reflects as much as possible the will of the local community, starting from an objective image of the current situation and identifying those areas or areas that can really offer the community a competitive advantage in the next 5-10 years but also an approach to perception - how can decision makers offer solutions in sensitive areas. The main conclusions aimed at a much more highlighted methodological approach in the future elaboration of the strategic planning process but also a much more emphasized community involvement, based on finding sources of competitive advantage that, although not highlighted, exist and can be explored.
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