مدیریت محله محور

In this study, municipal task and duties were divided to sovereign and non-profit operational ones. Then, using analytical hierarchy process (AHP) and Topsis technique among those 25 non- commercial tasks, 8 main tasks were determined to be devolved to neighborhood social councils. To do this, 8 parameters were defined: internal resistance of Mashhad municipality body to task devolution, incoordination and ineffectiveness of neighborhood social councils, non-coherence and inefficiency of neighborhood councils, task conflicts, non-professionalism, external actors, neighborhood special features and legal impediments. Some of these parameters are internal (related to neighborhood councils) and some are external. Questionnaires distributed to head of neighborhood councils, city council’s members and municipality employees. It is found that preparing neighborhood experiments has the highest priority. Planning and suggesting urban plazas, supervision of sport activities in municipality regions, participation in maintenance and providing social symbols and places, participation in social harms reduction, supervision and suggesting urban furniture and equipment plans, supervision and suggesting plans for city entrance and walls and participating in civics are the next priorities respectively.

In the recent years many of urban management institutions in the world have an emphasis on promoting a bottom-up participatory approach in the neighborhood associations.
‘Neighbourhood management’ is an approach that enables local communities and service providers to work together at a neighbourhood level to improve services and quality of life. It does this by joining up local services and making them more responsive to local needs. It is a process which recognises the uniqueness of each place; allowing the people that live, work or provide services in it to build on its strengths and address specific challenges.In another definition ‘Neighbourhood management’ (NM) is broadly defined as a process which brings the local community and local agencies together, at neighbourhood level, to tackle local problems and improve local services. This process has been particularly applied to deprived neighbourhoods. There are seven key elements of Neighbourhood management: A clearly defined neighbourhood, Resident involvement and support for residents to get involved, A dynamic neighbourhood manager with ‘clout’, A local partnership to provide strategic direction, Support and commitment from the local authority and Local Strategic Partnership, Quality information, Commitment of service providers.
Neighborhood management tackles"quality of life" issues in communities through working to narrow the gap between the most disadvantaged neighbourhoods and the rest of society.it focuses on six target areas:crime and community safety, Education, Environmental qualities, Health, Housing, jobs and Traning.
Its aim is to change the way mainstream services are delivered through: changing corporate policies,reallocating mainstream resources,reshaping the way mainstream services are delivered, joining up services and imporving access for service users. Iran is the country that has low level of citizen participation in urban management .because of this matter in this recent years Trying to achieve neighborhood management- based. Creation of neighborhood houses and community participation in community guidelines are crucial steps towards realize this approach in urban management.
This article aims to evaluate the performance of two neighborhoods House in Tajrish and Shahadat neighborhoods in Region tehran and Effects of neighborhood management- based on the trust of citizens in urban management . Research methods that was employed for this paper is descriptive – analytical and ANP techniques, Mann Whiteney-U test and Spearman's test are statistical methods that used in this research. The results show that neighborhood house in Shahadat neighborhood has been able to witness his performance and for this matter increase the level of citizen's trust in city management unlike Tajrish neighborhood. However the existence of flexible management and use of local expertise is effective for better Neighbourhood management. There are some suggestions in order to improve performance in two neighborhood houses: Published weekly and monthly publications on various topics in neighborhoods, Identify authoritative people and inviting them to the neighborhood houses, Promote participation in decision-making neighborhood houses, Putting useful information on the website to learn more and more local residents about their neighborhood houses, use of neighborhood schools in order to create training programs in association with civil rights and partnerships.

Since the middle of 1980 the main focus of urban management is on the community potential making، improve the institutional-organizational approach and movement from a centralize management to a community base management. So it is needed to use from community potentials and redefine the designation of urban management players in community level to shape and implement a new method of urban management; as community-based management. It is so related to define the social capital concept and its functional base in local level to find how it can help the community-based management indeed. It is important that community base management work appropriate to improve the potentials of development. So establishing a performance appraisal system to evaluate it، may lead to better output. The social capital point of view when is defined in community، citizen is defined as a «capital» and it means the opportunity of doing task and participate volunteering to improve the function. In order to improve effectiveness and efficiency in local scale as named «community»، it is important to do evaluate the community base management function. In other word tend to the role of «community» as «the basis of citizens interaction» and «the community- base management» as «the cooperator and guider of citizen potential and capitals» to defense the urban challenges it is needed to use social capital. Then to reach the point، it is needed to improve the basis of knowledge، trust، coherent and citizen participation and use social capital in community. The research goal is to evaluate the performance of community management by focus in indicators of social capital in 7 community of district 1 from region 21 Tehran. It does make a great attention from people of those residential places that are far from Tehran to participate in. This way we can ask that how social capital can improve «community base management» level? In this article we are trying to define community-based management، social capital and evaluate the function of community management by focus in indicators of social capital. The methodology for doing this research is descriptive and analytic as well as surveying method. Regarding the type، this research can be categorized as a functional one and it is a covariance research. According to the results of this survey، there is direct relationship between community-based management and social capital in district 1 of region 21. the top rate in cognition social capital for knowledge refers to the community- based management attempts to do information around the communities. Therefore، improve the level of social capital can help to improve the level of best function in community base management. So the suggestion emphasis on improving the efficiency and effectiveness in community base level by redefining the management structures، increase the level of citizen participation by defining new activities، improving the honesty، trust، knowledge، coherent by means of preparing places to get together more and make more events in local level and set out the report on how community is managing and what is needed to be better is needed.