Strategic Orientation as a Lever for Improving Local Administration Performance

An Applied Study on the Sorman Local Council

Abstract

This study examines the practice of strategic orientation in the Sorman Local Council operationalised through the five dimensions of strategic planning (environmental analysis; formulation of vision, mission and strategic goals; strategy formulation and decision-making; plan implementation; and monitoring and evaluation), and explores its potential role as a lever for improving local administration performance, measured through four dimensions (administrative efficiency, organizational effectiveness, service quality, and citizen/beneficiary satisfaction).

The study adopted the descriptive-analytical method, using a questionnaire administered to a convenience sample of 111 employees and officials of the Council across different job titles. Data were analysed using weighted means, standard deviations and relative weights for each item, dimension and axis, together with a one-sample t-test against the hypothesized midpoint (3) of the five-point Likert scale.

Results showed that the Council's practice of strategic orientation stands at a moderate level bordering on the lower boundary (overall mean = 2.61/5), with clear variation across dimensions: 'vision, mission and strategic goals' (2.10), 'environmental analysis' (2.47) and 'monitoring and evaluation' (2.46) were low and significantly below the midpoint, while 'strategy formulation and decision-making' (3.05) and 'plan implementation' (2.99) ranked higher at a moderate level. Local administration performance registered a relatively better moderate level (overall mean = 3.08/5), led by 'citizen and beneficiary satisfaction' (3.30), followed by 'service quality' (3.06) and 'administrative efficiency' (3.02), while 'organizational effectiveness' ranked last 2.93).

Comparing the two axes suggests that, as perceived by staff, the Council's performance is higher than its formal strategic-planning infrastructure would predict, and is likely to rely more on day-to-day operational practice and accumulated staff experience than on a documented, periodically reviewed vision, mission and goals; this interpretation requires statistical testing on respondent-level data. The study concludes that a more mature strategic orientation, built on a clear vision and mission and activated environmental-analysis and monitoring-evaluation mechanisms, could serve as a lever for sustainable improvement in local administration performance, and offers practical recommendations accordingly..