One of the great benefits of the glorious Revolution of Iran in the last decade has been the formation of City and Village Islamic Council (CVIC) determined by popular vote. In this context, by selection of councils and managing some part of administrative affairs of the country with reliance on freedom of exchange of knowledge, insight, monitoring, and popular vote, an important step was taken in relegating the affairs to local organizations. CVICs are known as crystallization of public opinion, thoughts, desires, needs, and tendency of the people in the planning stage. Councils have three missions of decision-making, supervision, and consultation and cooperation according to the provisions of the constitution and normal laws. In this regard, reviewing the performance and determining councils’ success are essential in determining their strengths and weaknesses. The main objective of this study was to determine whether the activities of the Council of Iranshahr have been able to actualize urban development goals in physical-developmental, sociocultural, and economic- financial spheres.
The research method in this study is descriptive-analytical to explain the status quo and to find answers to research questions, and a questionnaire was used to do it. The study population consists of all residents of Iranshahr, and ultimately 384 people were selected as the sample size. Spss software was used to analyze the data. The analysis of data shows that the activities of Iranshahr City Council have not been efficient in cultural, developmental, and economic areas, and have not gained the consent of the people. The focus of the Council has been on developmental area of the city that has been manifested more to the citizens and economic and social spheres have been tackled less.
Islamic Council, developmental functions, cultural functions, economic functions,
City as an integrated and interconnected powerful whole needs management, and this organization, like any other organization, requires management discussed as a result of urban management and effective administration of the city. Urban management can be seen as a relatively new urban branch, and if the city is considered as an organization, it is necessary to have an element on its top for future planning and administration of the current issues. This element can be called city management. City management must plan for the city and even for better accomplishment of affairs create impetus in the organization and citizens (Sarayi, 2006, 5). Councils are among the organizations active for the realization of people participation in decision-making planning, monitoring, and implementation of policies at local and regional levels. Through this, the councils provide the ground for presence and participation of the people in matters related to them. For this reason, the councils are called locale organizations, so that they are a kind of institutionalized presence of people and the origin of the formation of council services (Mray, 2003; quoted from Aghayi Hashjin, 2014). Therefore, whenever human beings and human communities (e.g. cities) are supposed to be the axis of planning and actually be involved in the planning process, in other words, whenever planning should be based on public participation and without the presence of people, planners in executive agencies will not be able to reach (urban) development goals.
According to the urban management structure in our country and the number of management in the cities, it can be argued that the councils and municipalities have only had one part of this scattered structure. In the meantime, councils as an institution that gets its legitimacy from the people can play an important role in the coordination and integration of urban management. However, in most cities especially in small and medium-sized city, councils have not been as successful as they should in urban management.
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