Search results

Periods of fiscal decline present an opportunity for city officials to transform their local government into a leaner and more effective organization by targeting cuts to non-essential programs and services. However, the political nature of the fiscal retrenchment process means that such opportunity is often squandered. Could the application of strategic planning and performance management in cutback management lead to a more focused and targeted budget cutting? Advocates of rational management believe that information gathering, analysis and use in decision-making can help local governments adapt to a fiscal crisis by facilitating targeted cuts in expenditures that preserve administrative capacity, and avoiding across-the-board cuts that trim both the organization's muscle and fat. The results of this research show that rational analytic techniques do matter in budget cutting.

This article investigates how Sustainable Development Goals (SDGs) can be integrated into the strategic planning and management processes of local governments (LGs). It draws from the classic strategic planning and control framework developed in management studies and elaborates some propositions for adapting, implementing and monitoring the SDGs at the city level.

As a first step in the assessment of the ways the principles of sustainable development can be integrated into LG management, this research scrutinizes the incorporation of sustainability goals in the strategic plans of all medium-to-large capital cities of provinces in Italy, a context in which there has been a National Strategy for Sustainable Development (NSSD) since 2016.

The focus on SDGs at the LG level in Italy is in its initial stage, and few capital cities have started to integrate sustainable development concerns into their comprehensive strategic plans. SDGs are used mainly as a reference framework in the strategic plans to demonstrate the contribution of LG strategies to global concerns on sustainable development.

The paper offers insights for political leaders and public managers to rethink their strategic management systems, including the continuous process of evaluating and updating of strategic plans, in accordance with the multidimensional perspective of sustainability. To this end, the study has identified possible patterns of actions that public managers elsewhere will find useful.

The managerial approach behind the proposed conceptual framework might contribute to effectively localize the SDGs in multilevel government settings and to integrate the concept of sustainability as a guiding principle into organizational routines.

This chapter analyzes the role of new local planning frameworks in the development of urban megaprojects (UMPs). It argues that the way projects are integrated with existing planning controls and statutory procedures influences how its costs and benefits are distributed. Drawing on the case studies of the Special Hudson Yards District in New York City, the “Zone d’Amenagement Concerte Clichy-Batignolles” in Paris and the Operacao Urbana Agua Branca in Sao Paulo, it compares how the legislative reforms and strategic plans enacted in each city impacted development programs, implementation process, and public benefits delivered by each project. This is a comparative case study analysis using quantitative and qualitative data collected through planning documents, press articles, interviews, and field research on the planning process of the three case studies, their administrative and institutional frameworks focused combined with quantitative analysis of the development proposals and outcomes of each project. The research shows how the articulation between the new plans and the underlying zoning districts as well as willingness by the city to commit public funds to finance the required upfront investments influence the ability of cities to extract public benefits from urban megaprojects and improve integration with surrounding neighborhoods, transport infrastructure, and regional policy. Based on a succinct review of the related literature the chapter illustrates the evolving role of public agencies and land-use regulation in the development of UMPs, illustrates the material expression of strategic planning on legislative reform and policy statements, provides a comparative analysis of contrasting legal systems, and suggests policy formulations that can improve the “public return” generated by UMPs.

This paper aims to firstly depict the theoretical links between place branding and strategic spatial planning to provide further theoretical and conceptual foundations. Secondly, it aims to explore the roots of place branding theory and practice in Portugal, as well as how place branding has been approached (or not) in spatial development plans, strategic initiatives and policy documents by stating the territorial, spatial-economic and sectoral development trajectories for the country and its northern region.

A content analysis of 20 spatial development plans, strategies and policy documents (of 30 identified), published by Portuguese authorities, the European Union (EU) and the Organisation for Economic Co-operation and Development, mainly for the period between 2014 and 2020, has been used.

Empirical evidence shows that tourism-oriented promotion initiatives, investment-oriented marketing campaigns and communication strategies uniquely supported by visual elements and aesthetic values (e.g. logos and slogans) deserve more attention from authorities in charge of spatial planning and policy-making. Place branding is an absent term. Moreover, there is inconsistency between current research and practice on place branding and how it has been incorporated in strategic spatial planning at EU, national and regional levels.

Whilst some of the research findings are place-specific (Portugal and its northern region), this exploratory paper aims to present a better understanding of the way in which places and branding can be conceptually addressed, primarily by assigning a spatial dimension to the idea of branding places and its alignment with strategic spatial planning and spatial plan-making.

This paper critically explores the actual or potential roles of place branding as an instrument for the attainment of strategic spatial planning goals through its integration in plan and policy-making. By guiding the attention of academics, practitioners and policymakers towards a strategic spatially oriented approach to place branding, the paper brings an alternative view to the scholarly and professional debate on place branding.

This paper aims to investigate the actions and activities undertaken by public managers of a local government to institutionalise an externally mandated performance measurement and management (PMM) system in a developing country.

A qualitative case study of one of the best-ranked early adopters of PMM in a local government in Indonesia was undertaken, with interviews with public officers at various organisational levels, along with an extensive documentary review. An institutional work perspective was used to explain the types of work undertaken to institutionalise PMM at the organisation.

The PMM change was shown to be centralised and directed from the top and facilitated by other public officers. The Mayors’ instrumental and political view of PMM as a tool for efficiency and societal legitimacy enabled the adoption of PMM. The political and cultural work of the Mayor and the key officers involved constructing new rules pertaining to PMM, specifically in dealing with resource allocation and its associated sanctions and rewards, which encouraged more substantive implementation. The substantive implementation of PMM had a significant influence on the norms and values of the local government.

The case organisation is the local government of a relatively medium-sized city. Therefore, it may be easier to achieve tighter control and coordination as compared to the local government of other larger cities.

The paper highlights the interrelated nature of institutional work in the creation and disruption of institutions. In addition, the three main types of institutional work, i.e. political, cultural and technical work, are not mutually exclusive. The paper also indicates the processes involved in the implementation of PMM, which unfolds from the establishment of a policy, its impact, and the role of the actors in the process.

Cities lying within conflict zones have continually faced hardships of both war aftermath and long-term sustainable reconstruction. Challenges have surpassed the typical question of recovery from post-conflict trauma, preserving urban heritage and iconic elements of the built environment, to face issues of critical decision making, rebuilding effectiveness and funding mechanisms, leading to time-consuming processes that lack adequate consistent long-term management. Some approaches have explored methods of effective long-term city reconstruction management but have not fully developed comprehensive approaches that alleviate the management of such complex processes. The paper aims to discuss these issues.

The authors devise an approach for the smart management of post-conflict city reconstruction. The authors focus on evaluation, strategic planning, reconstruction projects and implementation. The authors integrate building information modeling and geographic/geospatial information systems in a platform that allows for real-time analysis, reporting, strategic planning and decision making for managing reconstruction operations and projects among involved stakeholders including government agencies, funding organizations, city managers and public participants.

The approach suggested a smart management system for the reconstruction process of post-conflict cities. Implementing this system was shown to provide a multi-objective solution for post-conflict city reconstruction based on its interlinked modules.

Results may lack generalizability and require testing on several cases to provide rigorous findings for different case studies.

Implications include developing smart management systems for use by city managers and government authorities in post-conflict zones, as well as bottom-up decision making by including participant citizens especially populations in the diaspora.

The approach offers an integrated platform that informs city reconstruction decision makers, allowing for strategic planning tools for efficient planning, monitoring tools for continuous management during and after reconstruction, and effective platforms for communication among all stakeholders.

This study aims to investigate the adoption of the United Nations’ Sustainable Development Goals (SDGs) as the new performance perspective in cities. It also aims to understand how accounting for SDGs begins in city administrations by following Power’s (2015) fourfold development schema composed of policy object formation, object elaboration, activity orchestration and practice stabilization.

Focusing on a network of cities coordinated by the Finnish local government association, we analyzed the six largest cities in Finland employing a holistic multiple case study strategy. Our data consisted of Voluntary Local Reviews (VLRs), city strategies, budget plans, financial statements, as well as results of participant observations and semi-structured interviews with key individuals involved in accounting for SDGs.

We unveiled the SDG framework as an interpretive scheme through which cities glocalized sustainable development as a novel, simultaneously global and local, performance object. Integration of the new accounts in city management is necessary for these accounts to take life in steering the actions. By creating meaningful alignment and the ability to impact managerial practices, SDGs and VLRs have the potential to influence local actions. Our results indicate further institutionalization progress of sustainability as a performance object through SDG-focused work.

While prior research has focused mainly on general factors influencing the integration of the sustainability agenda, this study provides a novel perspective by capturing the process and demonstrating empirically how new accounts on SDGs are introduced and deployed in the strategic planning and management of local governments.

This study addresses the implications of smart city development paths (techno-centric and human-centric) by investigating the evolution of a city strategy, focusing on how different actors in a dialogue centred on strategic planning documents for Saint Petersburg, Russia, visualised the smart city and then made it calculable.

The authors conducted a case study based on a documentary analysis supported by ethnographic elements relying on the smart city conceptual proposals, the approved city strategy and the artifacts of expert discussions leading to the strategy implementation plan.

Through the lens of dialogue theory, the authors show how government and non-government actors in different organisational settings devised techno-centric smart city calculations, which arose despite an initial human-centric vision.

While the case study allowed the study to illustrate the depth and richness of the context of the authoritarian Russian state where the role of citizens in public decision-making is rather limited, different and even contrasting results could be produced in other contexts.

There is a gap between a smart city vision and its grounding in calculations. Thus, the human-centric elements require special attention, and the organisation of the dialogue on smart city strategy must enable plurality of voices besides those of government actors.

The case suggests viewing the human-centric and techno-centric perspectives not as dichotomous, but rather emerging consecutively throughout the journey from an initial strategic vision to its implementation in the city's calculations.

This study aims to gauge the effect of rural–urban migration and its challenges on the urban development of Bengaluru. This study examines the driving forces behind urbanization and its impact on social, economic and environment areas. The research helps to establish the sustainable city planning, after evaluation of specific challenges of zones, and this mitigation will optimize government investment and reduce cost.

Bengaluru is used as a study area to examine the interaction of migration and urban development. The study covers the period between 2011 and 2019. Panel data analysis is applied to measure the effect of urban development indicators on urban migration. The authors applied the integrated urban metabolism analysis tool to quantify the urban development indicators and identified the most critical areas for migrants. Later, authors proposed mitigation measures based on alternate scenario approach.

The authors found that there is a mixed effect of urban migration on urban development across various zones in Bengaluru. Besides, the authors suggest how planned collaboration should play a significant role in urban planning and optimize city planning judiciously. Effective mitigation measures should be developed based on zone-specific core issues, and practical trainings, research, public awareness campaigns and skill up-gradation of migrants would enhance the socio-economic and environmental conditions.

The study will support the ongoing and upcoming initiatives launched by the Government of India i.e. Awas Yojna, Atmanirbhar Bharat and Swach Bharat.

The structured city planning suggested in the study will help to save wastage of resources and cost and time of developers and policymakers. This will also help to upgrade the status of migrants and enhance the ambience of city around social, economic and environment fronts.

The first of its kind of innovative model mapped in the study area establishes a link between strategic city planning under rural–urban migration and urban development.

The purpose of the study is to examine how information technology, strategic planning processes, and people interact in an emerging e‐government environment.

A discriminant model was developed to test the ability to distinguish between the perceptions of high and low importance of six major e‐government functions as a function of a four‐item strategic e‐government readiness scale. An empirical study of a municipal government supported the discriminant model.

Government agencies must evaluate how strategic e‐government plans are developed, communicated, and integrated into the work environment. Without the proper understanding of the importance of e‐government initiatives, employees do not place high value on e‐government initiatives.

This study focuses on one group of stakeholders, employees. Future studies might consider other interested parties, like citizens, business partners, and other government organizations. Future researchers could also compare various municipalities and identify those that are successful in implementing e‐government initiatives and explore the factors that contribute to that success.

Government agencies must ensure that their IT plans are aligned with business strategies as they attempt to expand their e‐government services. It is also important that the content and organizational importance of the strategic plans be effectively communicated to employees.

This study contributes to the current body of knowledge on e‐government by facilitating understanding and measurement of e‐government models.