Urban and municipalities management
S. Motahari; A. Taftiyan; M. Moeinadin
Abstract
BACKGROUND AND OBJECTIVES: Global events in recent months, such as the (COVID-19) pandemic, have put pressures on the public budget Especially in municipalities that have made it more difficult to understand and measure. Meanwhile, Fiscal discipline as one of the most basic concepts of optimal management ...
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BACKGROUND AND OBJECTIVES: Global events in recent months, such as the (COVID-19) pandemic, have put pressures on the public budget Especially in municipalities that have made it more difficult to understand and measure. Meanwhile, Fiscal discipline as one of the most basic concepts of optimal management of resources and expenditures requires purposeful research and in this regard, the present study was conducted to identify and ranking the factors affecting the fiscal discipline of Municipalities to improve financial aspects of urban management.METHODS: In this research, the mixed exploratory approach has been used so that the qualitative method has played an exploratory role and the quantitative method has played a confirmatory role. Also, in the qualitative stage, the Meta-Synthesis Method and in the quantitative stage, the Shannon entropy method have been used to ranking the factors.FINDINGS: By reviewing 34 studies out of 114 initial studies, researchers identified 14 indicators and 110 codes as factors affecting the Fiscal discipline of Municipalities mentioned in various studies during the years 2000 to early 2021; Identified and categorized in the form of four balanced scorecard (BSC) perspectives.CONCLUSION: The results of this research, in addition to the richness of the literature on the concept of fiscal discipline, assist municipalities in managing fiscal discipline and supervisory institutions in assessments by providing a categorized checklist of factors.
Human capital in urban management
M. Valibeigi; M. Afsharirad; M. Valibeigi; E. Sarhangi
Abstract
BACKGROUND AND OBJECTIVES: The main objective of this paper is to propose a performance measurement framework for Iranian municipalities as a public institution. METHODS: By selecting Karaj Municipality and referring to Balanced Score-Card Methodology, an attempt has been made to provide a framework ...
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BACKGROUND AND OBJECTIVES: The main objective of this paper is to propose a performance measurement framework for Iranian municipalities as a public institution. METHODS: By selecting Karaj Municipality and referring to Balanced Score-Card Methodology, an attempt has been made to provide a framework that can be used in public institutions as an efficient tool for measuring performance. The research used analytical methods and stand-alone questionnaire survey techniques, a case study approach by cross-sectional method. The research environment was the central municipality of Karaj and the relevant deputies. Content validity was used to determine the validity of the questionnaire. The reliability of the questionnaire was determined based on Cronbach's alpha. Also, the Balanced Score-Card framework is integrated with an Analytic Hierarchy Process. FINDING: The results show that through the citizenship viewpoint, the satisfaction level of personal investors and makers is almost 7 times more important than citizens’ satisfaction. The Municipality of Karaj pays more attention to the interests of the private sector than the public interests which comes from the municipality money making target. The improved implemented projects index was, through the internal processes of business, about 3 times more important than the number of new projects index. It seems more logical to focus on the process improvement plan and project management improvement. Completion of the current projects can increase the added value to Karaj municipality. Also proper performance of Information Technology unit shows the growing importance of e-government to improve the performance of municipalities and process improvement plan. CONCLUSION: Finally, it seems a continuous process of such framework has the ability to bring together all key internal and external shareholders and rulemakings can be shaped during time and this process can be accepted by Iran’s municipal management with methodologies that compare relative importance in performance criteria.
