Journal of Urban Studies on Space and Place

Participatory Governance with the Transition from Outsourcing to Crowdsourcing (Case Study: Management of Places and Services of Isfahan Municipality)

Document Type : Original Article

Authors

Elham Agherian 1
Mostafa Nabatinejad 2

1 MA, Industrial and Organizational Psychology, Department of Psychology, University of Isfahan, Isfahan, Iran.

2 Ph.D. Department of Entrepreneurship , Science and Research Branch, Islamic Azad University, Tehran, Iran.

https://doi.org/10.22034/jspr.2025.2062002.1138
Abstract
Extended Abstract
The present study aimed to identify urban spaces and services with crowdsourcing capabilities in Isfahan Municipality. The statistical population of the present study comprised all places and services of Isfahan Municipality, as well as all municipal planning officials at the deputy and organizational levels. Seventy people were purposefully selected and assigned to 7 specialized panels of 12 people, one for each deputy, consisting of 2 experts in organizational transformation (university professors), four process specialists from the municipality, four staff owners, and two executive owners. Organizational transformation experts and process experts collaborated on all specialized panels. After being reviewed by the legal committee, the services of Isfahan Municipality were evaluated in three rounds of specialized groups using the Delphi technique and Kendall's agreement coefficient. The results showed that the spaces and services of the municipal deputy departments, the civil deputy department, the urban development deputy department, the finance deputy department, and the planning deputy department were unable to provide public services. Only the spaces and services of the three municipal services, the Cultural Deputy Department, and the Traffic Deputy Department can provide public services, with Kendall agreement coefficients of 0.898, 0.962, and 0.940, respectively. In the field of urban services, 12 services were identified as capable of providing public services. In the cultural field, seven services were identified as capable of delivering public services, and in the traffic field, two services were identified as capable of providing public services. The findings of the present study can inform the provision of public services to the municipality.
Introduction
The increasing complexity of urban management and the need for efficient, cost-effective public service delivery have led municipalities worldwide to explore participatory approaches such as crowdsourcing. Crowdsourcing—delegating tasks traditionally performed by government entities to the public—can enhance service quality, reduce operational costs, and foster civic engagement. This study aimed to identify urban spaces and services within Isfahan Municipality that are suitable for crowdsourcing, ensuring that delegation aligns with legal, operational, and managerial frameworks.
Isfahan, as one of Iran's major metropolitan areas, faces challenges in service delivery due to budget constraints, bureaucratic inefficiencies, and growing citizen expectations. By determining which services can be effectively crowdsourced, the municipality can optimize resource allocation, enhance responsiveness, and foster stronger community participation. The research focused on evaluating services across various municipal departments, assessing their feasibility for public involvement through expert consensus.
Theoretical Framework
The study was grounded in participatory governance and collaborative public management theories, which emphasize decentralization and citizen involvement in administrative processes. Key theoretical constructs included:

Crowdsourcing in Public Administration: Drawing from Howe's (2006) conceptualization, crowdsourcing in government involves outsourcing tasks to an undefined public through open calls, enhancing innovation and efficiency.
New Public Governance (NPG): This paradigm shifts from hierarchical bureaucracy to networked governance, where citizens and private entities co-produce services (Osborne, 2010).
Organizational Transformation: Theories on change management (Lewin, 1947; Kotter, 1996) were applied to assess how municipal structures could adapt to crowdsourced services.
Legal and Operational Feasibility: The study incorporated regulatory frameworks to ensure that delegated services comply with municipal laws and operational capacities.

The integration of these theories provided a robust foundation for evaluating which services could transition from municipal control to community-based management.
Methodology
The research adopted a qualitative approach, utilizing the Delphi technique to gather expert opinions and reach consensus. The study population encompassed:
-         All urban spaces and services under the Isfahan Municipality's jurisdiction.
-         Municipal planning officials at the deputy and organizational levels.
Sampling and Panel Composition
A purposive sample of 70 experts was selected and divided into seven specialized panels (12 members each), structured as follows:
-         2 Organizational Transformation Experts (university professors).
-         4 Process Specialists (municipal officials with expertise in service delivery).
-         4 Strategic Owners (department heads responsible for policy-making).
-         2 Executive Owners (field managers overseeing service implementation).
The organizational transformation and process specialists participated across all panels to ensure methodological consistency.
Data Collection and Analysis
The study employed three Delphi rounds to refine expert opinions and achieve consensus. Key steps included:

Initial Service Screening: A legal committee reviewed all municipal services to determine eligibility for crowdsourcing.
Delphi Rounds:

-         First Round: Open-ended discussions to identify potential crowdsourceable services.
-         Second Round: Structured questionnaires to rank services based on feasibility.
-         Third Round: Final consensus-building using Kendall's Coefficient of Agreement (W) to measure expert alignment.

Statistical Validation: Kendall's W was used to assess the degree of agreement among panelists (range: 0–1, where higher values indicate stronger consensus).

Results and Discussion
The findings revealed significant variations in crowdsourcing potential across municipal departments:
Services Unsuitable for Crowdsourcing
The study concluded that the following departments lacked feasibility for public delegation due to regulatory, technical, or strategic constraints:
-         Deputy of Urban Development (infrastructure projects requiring specialized expertise).
-         Deputy of Urban Planning (zoning and regulatory functions needing legal oversight).
-         Deputy of Finance (sensitive budgetary and fiscal operations).
-         Deputy of Planning (strategic decision-making requiring centralized control).
Services Suitable for Crowdsourcing
Three departments demonstrated high potential for crowdsourcing, supported by strong expert consensus (Kendall's W > 0.8):

Urban Services Deputy (W = 0.898)

-         12 services identified, including park maintenance, waste collection monitoring, and public space cleanliness.
-         Rationale: High citizen interaction, low technical complexity, and community benefit.

Cultural Deputy (W = 0.962)

-         7 services identified, such as local event organization, public library volunteer programs, and cultural heritage preservation.
-         Rationale: Strong community interest and non-technical nature.

Traffic Deputy (W = 0.940)

-         2 services identified, including traffic violation reporting and pedestrian safety initiatives.
-         Rationale: Citizen observational roles enhancing municipal enforcement.
Key Discussion Points

High Consensus Areas: Cultural and urban services had the highest agreement, reflecting their alignment with participatory governance models.
Barriers to Crowdsourcing: Legal restrictions, data security, and quality control were primary concerns in excluded departments.
Implementation Strategies: The study suggested phased pilot programs, public awareness campaigns, and digital platforms to facilitate crowdsourcing.

Conclusion
This study successfully identified 21 municipal services across three departments in Isfahan that are suitable for crowdsourcing, supported by robust expert consensus. The findings underscore the potential of participatory governance in enhancing service delivery while optimizing municipal resources.
Practical Implications
-         Policy Recommendations: Municipalities should develop crowdsourcing frameworks with clear guidelines, incentives, and oversight mechanisms.
-         Future Research: Longitudinal studies could assess the impact of crowdsourcing on service efficiency and citizen satisfaction.
By leveraging crowdsourcing, the Isfahan Municipality can foster greater civic engagement, achieve cost savings, and enhance operational flexibility, setting a precedent for other Iranian cities.
 

Keywords

Governance
outsourcing
Crowdsourcing
Urban Services
Urban place
Isfahan Municipality

Subjects

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