Abstract
A futures study into identifying the driving forces in neighborhood-based management using good urban governance, the case of Region 2 in Tabriz, Iran
Highlights
Management structure in the metropolises of Iran, a country in Western Asia and a member of the Middle East and North Africa (MENA) region, despite the formation of Islamic City Councils, does not have the characteristics of a modern, democratic local participatory management
Most of the institutions and actors involved in the management of the Tehran metropolis were state-owned, and the non-governmental organisations (NGOs) had limited and contingent participation in the administration of city affairs, showing a lack of political, legal and executive decentralisation and inequality in the distribution of power in the management of the Tehran metropolis (Pišgāhi-Fard, Qalibāf, MorādI-Nia & Mo’meni, 2013; Razaviyān, Tavakkoli-Nia, Qurči & Rostami, 2015)
This article proposes to turn to a neighbourhood-based management system in Iran, using the components of good urban governance
Summary
Management structure in the metropolises of Iran, a country in Western Asia and a member of the Middle East and North Africa (MENA) region, despite the formation of Islamic City Councils, does not have the characteristics of a modern, democratic local participatory management (good urban governance). According to Fanni and Sāremi (2008: 91), Tabriz, the largest metropolis in north-western Iran, has the same semi-modernist structural features and constraints in the macrosystem as that of the country’s urban management, namely noncooperative; centralised; sectoral; top-down; bureaucratic; politically motivated; lacking in thought and urban development processes; lack of a practical commitment to the urban development principles and plans; lack of systematic planning and capacity for urban development; lack of hierarchical conformance of the management structure to the spatial organisation of the city; lack of organisational discipline in terms of the contradictions of structure and function; lack of structural discipline in terms of the relevance of the levels of organisational structure; the existence of a vacuum in some of the structural elements approved in the existing structure; the existence of structural elements outside the necessity and will of the organisation in the existing structure; inflexibility in the pattern of the organisational structure in terms of participation in intragroup activities, and structural sustainability against transformation For this reason, this article proposes to turn to a neighbourhood-based management system in Iran, using the components of good urban governance. The question is: What is the relationship between the neighbourhood-based management system and an approach to good urban governance?
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