Aliakbar َAnabestani; Zahra َAnabestani
Volume 2, Issue 4 , March 2022, , Pages 43-68
Abstract
The preparation of strategic-structural plans has started in the 1991s was considered by the Ministry of Housing and Urban Development, several decades after its beginning in the United Kingdom and the United States. In the middle of the 2012s, the instructions for preparing and compiling strategic-operational ...
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The preparation of strategic-structural plans has started in the 1991s was considered by the Ministry of Housing and Urban Development, several decades after its beginning in the United Kingdom and the United States. In the middle of the 2012s, the instructions for preparing and compiling strategic-operational plans of the city and municipality were communicated by the Ministry of Interior to the urban affairs offices of the relevant governorates. Aim of this paper is to seek the identify and analysis the stimuli and drivers that affect the effectiveness of programs in their 20-year horizon. The present study is "applied" in terms of purpose and "descriptive-analytical" in terms of method and nature. Documentary and field survey have been used to collect data. The statistical population in this study was 35 cities of Khorasan Razavi province whose programs were received and based on this, 48 consultants and experts in the affiliated municipalities were interviewed to complete the questionnaires. The validity of the questionnaires was confirmed based on the opinion of experts, especially consultants, and its reliability was based on Cronbach's alpha above 0.7. Micmac software was used to analyze the data and analyze the effective components on increasing the effectiveness of strategic-operational plans of the city and municipality. The results obtained with respect to the high score of direct and indirect impact, 45 factors in the 4 main components of key drivers in the plan horizon, showed that factors such as support of the provincial affairs office and monitoring the performance of municipalities in developing and implementing strategic plans with Indirect effect (+8) and indirect effect (+2548), more coordination of city managers and executive bodies in the process of preparing and implementing strategic-operational plans with direct effect (+7) and indirect effect (+1880), changing the attitude of managers, executives and employers towards Strategic planning in the areas of urban development and areas with direct (6+) and indirect (1970+) effects are among the key drivers.
