Yerel Yönetimlerde Stratejik Yönetim Anlayışı: Konya İl Özel İdaresi Örneği

Bu çalışmada, İl Özel İdarelerinde yeniden yapılanma, yeni yönetim anlayışıve bu adımlara örnek olmasıbakımından Konya İl Özel İdaresi İÖİ stratejik plan çalışmasıele alınmaktadır. 5302 sayılı İl Özel İdaresi ve 5018 Kamu Mali Yönetimi ve Kontrol Kanunları’nın uygulamaya yönelik birtakım öncelik ve zorluklarının bulunduğu bilinen hususlardır. Bu bağlamda çalışmamız, yasaların getirdiği yenilikler ve bu yeniliklerin neden olacağısorunlarıele almakta, stratejik yönetim anlayışının İÖİ’lerinde demokratik ve verimlik kriterleri bakımından avantaj ve dezavantajlarınıortaya koymaktadır. İÖİ’leri çerçevesinde “stratejik yönetim” kavramıüzerinde durulması, buralardaki yapıve işleyişile stratejik yönetimin karakteristik özellikleri arasında bir ilişki kurulması, çalışmanın teorik altyapısının oluşturulmasında önemli ipuçlarıvermektedir. Yeni yasa döneminde demokrasiye yapılan vurgu, Meclis ve Komisyonların daha aktif ve etkin çalışmalarıiçin getirilen mekanizmalar ve bütün bunlarısağlamada sıkıntıya neden olabilecek olan İÖİ’nin imaj sorunu stratejik yönetim anlayışıyla belli ölçüde düzeltilebilecek gibi görünmektedir. Stratejik yönetim anlayışıyla ilgili en önemli sorunlardan biri olan modeli sadece planlamaya indirgeme yanlışınıKonya İÖİörneğinde test etme boyutu da ortaya çıkacaktır.

This study aims to examine reform initiatives in Provincial Special Administrations vis-à-vis new public management techniques, and especially to focus on Konya PSA example as a case of strategic plan implementation. Two major component of recent reform initiative introduced by government contain a number of problematic elements. The PSA Act law no: 5302 and Public Sector Financial Management and Control Act law no: 5018 have certain deficiencies in terms of implementation and application. This resembles a common mistake to simplify Strategic Management as only Strategic Planning. Without implementation and control, planning would be meaningless. The history of the country has so many examples of this kind. This paper pays special attention to planning, implementation and control process. The case of strategic management implementation in Konya Provincial Special Administration is also deliberately chosen to bring into the daylight the problems, opportunities and advantages. Provincial Special Administrations have rather poor image as far as the performance and efficiency of organisations are concerned. Konya Provincial Administration did not have any promising results in this regard. However, one needs to gauge after the performance of the units after the enactment of the PSA law and resultant new structure to find concrete elements of success or failure. Hence, it is very difficult to change image and conventions accumulated over a long period of time in PSAs, this study evaluates the problems and possible drawbacks to occur. Besides, this paper strives to cover pros and cons of strategic plan to alleviate problems of the administrations. Strategic plans and of course management have been introduced with a rush to increase efficiency and effectiveness scores of public administration. This may have been a part of the ‘change management’ approach pioneered and successful examples displayed elsewhere. However, the public administration literature and practice lacked comprehensive reports in this end. This paper tries to bridge the gap left by the practitioners and academics in the field. Therefore, interviews, official papers and other primary data are deployed to greater extent to evaluate the subject matter in an analytic way. This study is concentrated on strategic management model, specifically the relations between structural and functional features in practice, and main characteristics in theory to evaluate incompetence. The changes with the new act to stress on democracy and, more active and efficient working mechanism in General Chamber and Commissions suggest that the image problem of PSAs could be eased to a certain extent. One of the important misperceptions of interpreting strategic management as only planning would be highlighted through the examination of Konya PSA as a case. The attitudes of related actors in relational contexts are important as the initiative is so new new even in other developed country public and local administrations , brings new relations, new principles, and new approaches to local governments. In addition, the traditional character of public administrations is expected to pose threats to radical changes. This is a feature and also a problem of reformers: resistance to the changes which tend to reorganise power balance and existing relations. One needs to ask whether the strategic management approach could change the status quo. This paper argues that the method has an obvious potential to reshuffle the effects, power borders and eventually the positions of every actor in the equilibrium. Konya Provincial Special Administration was fortunate to have senior politicians and bureaucrats who have managerial tendencies showing courage to apply the technique. There have been certain people to resist to the initiative having perceptions in mind that the new approach would diminish their powers. This has been evident to a certain extent, but there are a number of other dimensions as well. First of all, strategic plan would limit the demands of politicians and bureaucrats by bringing ‘targets’, ‘strategies’, ‘vision’, ‘mission’, ‘basic values’, ‘performance criteria’, and ‘deliberate actions’ to the daily lives of organisations. People who do not like ‘organised’ activities are the people to exercise other people’s power. In other words, if individuals in Konya PSA perform their responsibilities in line with the limits imposed by their statutory documents whether Parliamentary acts or administrative decrees they would have no reason to resent the changes. The evaluation shows that strategic management and planning are quite convenient approach for local governments as they have autonomy, own budget, and necessary means to pursue success. Positions of central bureaucracies needs separate examination. It is also possible to claim that compared to other local governments Provincial Special Administrations are equipped better in terms of responsibility areas and organisational structures. General Assembly, Council, and Secretary General positions are carefully shaped to create checks and balances among the organs of the organisation. The case of Konya Provincial Administration indicates clearly that they have started to understand, act, and evaluate the roles of each and every individual in the unit. Initial hesitation has commenced to fade away. The new roles seem to facilitate the roles of the actors too: demands from hundreds of units claiming more resources from limited budget of the administration could be allocated with the guidance of a handbook and framework Five yearly Strategic plan . Members of the assembly would be eased to accept or reject the demands. Secretary General is in the same position as well. So, every person seems to be happy. It is not, but it has to be. Consequently, strategic management initiative has started to advance in Konya Provincial Special Administration. Despite certain weaknesses and sometimes serious disputes, the idea of strategic plan has been customised by related actors. All in all, the initiative has its own dynamics to take the pace to further. One of the main components of the question at stake, the confusion of strategic management and strategic plan would affect the score of the initiative in Konya case