Implementation-driven of Development Planning Model

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Vaezi Reza; Houshangi Azam; Momeni Farshad; Kazemian Gholamreza

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Journal Paper

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Journal: Journal of Public Administration Year:2025 | Volume:17 | Issue:2 Page(s): 430-455

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Information Journal Paper

Title

Implementation-driven of Development Planning Model

Author(s)

Vaezi Reza | Houshangi Azam | Momeni Farshad | Kazemian Gholamreza | Issue Writer Certificate

Keywords

National development planning

Program implementability

Problem-driven

Results-based management

State Capability

Abstract

ObjectiveDespite Iran’s long history of National development planning and the considerable investment of human and financial resources, the country has not successfully realized the goals outlined in its plans. A major barrier to progress is the lack of a shared understanding of what development entails, which has created ambiguity around how it should be achieved. Over time, development planning has been approached differently by various governments—some have lacked the will to create a development plan, while others have refused to implement plans prepared by previous administrations. These issues stem from a lack of both commitment and capacity among governments to pursue and sustain development agendas. As a result, the actual outcomes of development plans in Iran have fallen short of expectations, highlighting weaknesses in both the planning process and implementation capacity. With the aim of addressing these shortcomings and promoting the realization of development goals grounded in theory and comparative study, this research seeks to propose a model of development planning that prioritizes implementation. The intended outcome is not merely the production of another plan document, but the achievement of tangible developmental results. This can only be accomplished by designing feasible plans and evaluating implementation outcomes to determine the degree to which goals have been met. Therefore, the purpose of this research is to propose an implementation-oriented development planning model in which the process of planning is valued as much as the content itself.MethodsThis research adopted a qualitative and comparative approach supported by documentary analysis. The data were analyzed using content analysis methodology. Key components of the planning process—formulation, implementation, monitoring, evaluation, and the nature of the programs—were studied in Iranian development planning documents. Following a theoretical review, these components were pathologically examined in the Iranian context and then compared with their counterparts in China, Malaysia, and India.ResultsFindings based on the pathology of Iran’s planning process reveal several critical issues: centralization and lack of participatory processes in planning, fragmentation and incoherence in both programs and their implementation, a lack of attention to execution, political interference, inadequate expertise in plan formulation and approval, and an overall absence of oversight and accountability in program implementation. These indicate a significant lack of implementation capacity in Iran. In contrast, the countries studied—China, Malaysia, and India—demonstrated growing implementation capacity through institution building, adherence to the rule of law, participatory planning, and the coherence and continuity of development initiatives, all of which contributed to their developmental successes.ConclusionThe model proposed by this study to enhance governmental capacity for development planning—both as a goal and as a tool for program implementation—is a spiral model. This model builds government capacity through implementation achievements at each stage and continuously refines plans and processes based on ongoing evaluations. Programs are designed through participatory problem-solving and are prioritized based on implementation feasibility. Implementation and monitoring are conducted with the active involvement of stakeholders, and achievements are evaluated to derive lessons that inform future reforms and programs. Government capacity is defined through four essential components: administrative, legal, financial, and executive capabilities—each of which is vital as both an end goal and a means to support development. In this model, the program document is not the endpoint of planning, but part of an integrated, participatory cycle of planning, implementation, and evaluation aimed at achieving sustained and meaningful development.

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