توسعه راهبردهایی برای بهبود تعاملات مالی و اقتصادی شهرداریها و شرکتهای خدماتی (مورد مطالعه: شهرداری تهران و شرکتهای خدماترسان آب و برق)
محورهای موضوعی : تخصصی
1 - دانشیار گروه مطالعات آیندهنگر، پژوهشگاه مطالعات فرهنگی، اجتماعی و تمدنی، تهران، ایران
کلید واژه: تعاملات شهرداری, شرکتهای خدماترسان, سیستمهای پیچیده, سیستمهای سازگارشونده, شهرداری تهران.,
چکیده مقاله :
شهرداری تهران بهمثابه یک سیستم جامع پیچیده سازگارشونده، در راستای ارتقای بهرهوری لازم است با تمامی نهادهای خدمات شهری از جمله شرکتهای خدماترسان آب و برق، تعامل همافزا و همآفرین داشته باشد. لازمۀ این تعاملات، سازگاری، تنظیم و بهبود مستمر آنها با مقضیات روز با آرمان حکمرانی خوب نهاد شهرداری و کلانشهر تهران و ارتقای کیفیت زندگی شهروندان تهرانی است. با این دیدگاه، حکمرانی مطلوب کلانشهر تهران نیازمند مشارکت قانونمند و مسئولانه همه دستگاهها و اشخاص در تمامی ساحتهای اقتصادی- اجتماعی، سیاسی، فناوری، زیستمحیطی و حقوقی- قانونی است. براساس قوانین و مقررات موجود هر یک از دستگاههای خدماترسان باید به وظایف و تکالیف خود در اداره خوب کلانشهر تهران عمل کنند. به دلایل متعدد، دست کم از منظر مالی و اقتصادی تعاملات شهرداری تهران با شرکتهای خدماترسان دارای زمینههای بهبود قابل توجه است و در مواردی حقوق شهرداری و همچنین تکالیف آن به نحو احسن ایفا نمیشود. شهرداری تهران سالانه با میلیاردها ریال هزینه، عدم نفع یا فرصت از دسترفته بهخاطر عدم تنظیم و ناشفافی تعاملات مواجه است. در این مقاله، با استفاده از روش واکاوی و تحلیل بیش از 43 عنوان قانون و مقرره مصوب 80 سال اخیر، راهبردهایی بری حلوفصل تعارضات و کاهش مسائل و چالشهای مرتبط با تعاملات شهرداری و شرکتهای خدماترسان ارائه شده است. در آفاق میانمدت و بلندمدت، پیامد بهبود تعاملات شهرداری تهران و شرکتهای خدماترسان علاوه بر ایجاد شفافیت، پاسخگویی و انضباط مالی همه طرفها، خلق میلیاردها ریال درآمد و صرفهجویی یا کاهش هزینهها در نهاد حکمروایی شهری است
Tehran Municipality as a comprehensive complex and adaptable system, must have synergistic and co-creative interactions with urban services companies in order to improve productivity. The prerequisite for synergistic and co-creative interactions is the continuous adjustment and improvement of these relationships with the needs of the day with the goals of good municipal and urban administration, greater welfare of the people, and improvement of the quality of life of citizens. From the perspective, the optimal governance of the urban requires the lawful participation of all natural and legal persons in all economic-social, political, technological, environmental, and legal-legal pillars. Based on existing laws, each of the municipal service providers must fulfill their duties and responsibilities. However, for various reasons, at least from a financial-economic perspective, Tehran Municipality does not have appropriate and effective interactions with municipal service companies, and in many cases, the municipality’s rights are not fulfilled from a financial-economic perspective. Tehran Municipality faces billions of RIALS in costs, lack of benefits, or lost opportunities annually due to the lack of regulation and lack of transparency in interactions with service companies of water, electricity, gas, and telecommunications. The article presents strategies that can be applied to solve some of the problems and gaps in the municipality’s interactions with urban service companies, at least from a financial-economic perspective, and improve the current situation. The result of regulating and improving the municipality’s interactions with service companies, in addition to creating transparency, accountability, and financial discipline for all parties, is the creation of billions of RIALS in new, mostly sustainable and increasing income, billions of RIALS in direct or indirect savings, or a reduction of billions of RIALS in direct or indirect costs for the municipality
منابع
1. Sporn, B. (1999). Adaptive University Structures: An Analysis of Adaptation to Socioeconomic Environments of US and European Universities, Jessica Kingsley Publishers, London, UK.
• 2. Tazehdel, S., Shieh, I., Seyedalhosseini, M. and Habibi, K. (2021). Integrated management of Metropolitan constituency with emphasis on governance, Journal of Urban and Regional Development Planning, 6(16), pp. 25-48.
• 3. Gholipor, R., Darvishzadeh, M. M, and Pirannejad, A. (2019). Identification of the Methods, Resources and Barriers of Achieving Sustainable Urban Income (Case Study: Urmia Municipality), Journal of Public Administration, 11(1), pp. 151-178.
• 4. Pourahmad A, Mahdian Bahnamiri M. and Mahdi A. (2013). An Analysis of the Factors Preventing the Realization of an Urban Integrated Management through the Lens of Existing Laws. IUESA 2013; 1 (2), pp. 31-50.
• 5. Asadie, I. and BarakPour, N. (2019). Lead Organization: An Appropriate Model of integrated urban management in Iran, The Journal of Fine Arts: Architecture and Urban Planning, 4(25), pp. 17-30.
• 6. Duran, D. (1997). Systems Theory, translated by Mohammad Yemeni Dozi Sorkhabi, Tehran, Scientific and Cultural Pub.
• 7. Mahdi, R. (2018). University Interaction with the Surrounding Environment, Tehran, Institute for Cultural and Social Studies (ISCS).
• 8. Morin, E. (1990). An Introduction to Complex Thought, translated by Afshin Jahandideh, Tehran, Ney Publications.
• 9. Begun, J. W., Zimmerman, B. and Dooly, K. (2003). Health Care Organizations as Complex Adaptive Systems, San Francisco, Jossey-Bass, pp.288-252.
• 10. Salehi, M. (2016). Evaluation of the Adaptability of Tehran State Universities and Factors Affecting It, PhD Thesis, Faculty of Educational Sciences and Psychology, Shahid Beheshti University.
• 11. Clark, A. (1999). Control and Intervention in Complex Adaptive Systems: From Biology to Biogen. Jossey-Bass: San Francisco, 1999, pp 47-66.
• 12. Helgesen, S. (1995). The web of inclusion: A new architecture for building great organizations. New York: Doubleday.
• 13. Helgesen, S. (2006). Challenges for leaders in the years ahead. In F. Hesselbein & M. Goldsmith (Eds.), The leader of the future: Vol. 2. Visions, strategies, and practices for the new era, San Francisco, CA:Jossey-Bass.
• 14. Senge, P.M. (1990), The fifth discipline: the art and practice of the learning organization, NY: Doubleday.
• 15. Farhadirad, H. (2011). Designing a model for university adaptation to the external environment, PhD thesis, Faculty of Psychology and Educational Sciences, University of Tehran.
• 16. Rezaian, A. (2013). Principles of Management, Tehran, SAMT Pub.
• 17. Leweling, T. A. (2007), Extending Organizational Contingency Theory For Team Performance- An Information Processing and Knowledge Flows Perspective. Dissertation for Postgraduate Degree.
• 18. Morgan, G. (2006). Images of Organization, USA California, Sage publication Inc
• 19. Valeriu Ioan-Franc, Ana-Lucia Ristea, Constanţa Popescu. (2015). Integrated Urban Governance: A New Paradigm of Urban Economy, Procedia Economics and Finance 22, pp.699-705.
• 20. Wong, Siu-Wai & Tang, Bo-Sin & Van Horen, Basil. (2006). Strategic Urban Management in China: ACase Study of Guangzhou Development District, Habitat International, Vol.30, pp. 645-667.
• 21. Alexander, E. (1993). Inter-organizational Coordination: Theory and Practice, Journal of Planning Literature, 7(4), pp. 48-62. Barlow, I. M. (1991). Metropolitan Government, Rutledge, London and New York.
• 22. European Union. (2011), Cities of Tomorrow: Challenges Visions, Ways forward, European Commission, Directorate General for Regional Policy.
• 23. Talebpour A, Mojahed, D. M. (2019). The role of integrated urban management in improving crisis management and improving the quality of public services to citizens (Case study: Tehran province), Journal of Socio - Cultural Development Studies, 7 (4), pp. 67-92
• 24. Mahnaz Babaei, M. and Ebrahimi, S. (2016). Studying the Components of Integrated Urban Management in Isfahan, Journal of Urban Economics, 1(1), pp. 17-36.
• 25. Biswas, A. (2020). Establishing metropolitan governance and local governance simultaneously: Lesson from India's 74th Constitutional amendment act, Journal of Urban Management, 9(3), pp.316-330.
• 26. Higgins, M. J. (2005). Entrepreneurship: 101 Creative Problem Solving Techniques, translated by Mahmoud Ahmadpour Dariani, Tehran, Amir Kabir Pub.