1. Introduction

• Objectives and Necessity of Analyzing Shanghai’s Governance System
• Shanghai’s Position in China’s National Development Policy
• Methodology and Sources Used

2. Political–Administrative Structure of Shanghai

• Shanghai’s Administrative Position in China’s Political Structure
• Local Decision-Making Bodies: Municipality, People’s Congress, Communist Party
• Relationship Between Local Government and Central Government
• The Party’s Role in Urban Management

3. Urban Policy-Making and Macro Planning

• Urban Five-Year Plans
• Shanghai Development Plan until 2035
• Innovation, Digitalization, and Smart Governance Policies
• Public Participation and Feedback Mechanisms

4. Economic Governance

• Shanghai’s Position in the Economy of China and the World
• Pudong Free Trade Zone and Pilot Free Trade Area
• Financial Policies, Investment Attraction, and Economic Institutions
• Shanghai’s Role in International Projects such as BRI

5. Infrastructure and Urban Governance

• Public Transportation Management (Metro, BRT, Shared Bicycles)
• Water, Wastewater, Electricity, and Waste Management
• Urban Planning: Density, Green Spaces, Affordable Housing
• Disaster Management and Urban Resilience Programs

6. Smart and Digital Governance

• Shanghai’s ‘Smart City’: Infrastructure and Strategies
• Open Data Systems, Management Dashboards, and Artificial Intelligence in Governance
• Digital Social System (Social Credit System)
• Cybersecurity and Data Protection

7. Social and Cultural Governance

• Public Participation in Local Governance (Community Governance)
• Education, Health, and Social Welfare System
• Support for Vulnerable Groups and Minorities
• Cultural Policies and Urban Branding

8. Environmental Governance

• Strategies for Reducing Air, Water, and Soil Pollution
• Clean Energy Policies and Urban Greening
• Management of Parks, Green Spaces, and Biodiversity
• Shanghai’s International Environmental Ranking

9. Urban Diplomacy and International Governance

• Shanghai’s Foreign Relations with Global Cities
• Shanghai’s Role in International Organizations (Metropolis, UCLG)
• Policies for Attracting Elites, Students, and International Companies
• Role of International Exhibitions and Events (CIIE, etc.)

10. Challenges and Limitations of Governance in Shanghai

• Balance Between Centralization and Decentralization
• Challenge of Inequality and Class Divide
• Internal Migration and Population Management
• Environmental Pressures and Housing Challenges

11. Lessons Learned and Recommendations for Iran

• Which Elements of Shanghai’s Governance are Adaptable?
• Institutional, Cultural, and Economic Considerations
• Proposed Models for Iranian Metropolises
• Opportunities for Iran-China Cooperation in Urban Governance

1. Introduction

In the era of rapid 21st-century transformations, cities have become key players in global governance. National development can no longer be imagined without efficient urban governance, especially in populous and developing countries like China, where megacities such as Shanghai act as engines of economy, innovation, and national policy-making. With a population of over 25 million, Shanghai is considered one of the most advanced and complex examples of urban governance in the world. This city is not only China’s financial, logistical, and technological hub but also a symbol of successful transformation of governance structures within the framework of a single party and a centralized political system.

In recent years, within the framework of the Communist Party of China’s macro policies and under the strategies of its five-year plans, Shanghai has become one of the most important laboratories for innovative governance in the world. The implementation of comprehensive plans in areas such as smart cities, digital governance, social participation, sustainable environment, and regional economic development indicates that the Shanghai model has evolved beyond a local experience into a global study paradigm in urban planning and governance.

The purpose of this report is to comprehensively analyze various dimensions of governance in Shanghai, identify its institutional and executive mechanisms, and examine the possibility of utilizing this model in countries like Iran. Given that Iran-China relations have entered a more strategic phase in recent years, and discussions on urban, infrastructural, and technological cooperation are being raised in bilateral documents, a precise understanding of Shanghai’s experience can open new horizons for Iranian urban planners. This report endeavors to provide a multifaceted, data-driven, and analytical picture of urban governance in Shanghai, while simultaneously addressing adaptable lessons learned in the field of urban governance in Iran.

2. Political–Administrative Structure of Shanghai

Shanghai is not only one of China’s most populous cities but also one of the world’s most complex examples of urban governance. This metropolis, once a colonial port controlled by several Western powers, has today become a model of Chinese urban management, combining centralization and administrative innovation.

2.1 Shanghai’s Unique Administrative Status

In the political division of the People’s Republic of China, Shanghai is one of four municipalities directly under the central government (along with Beijing, Tianjin, and Chongqing). This means that Shanghai is not under the jurisdiction of a province but directly controlled by China’s central government and the State Council in Beijing.
This special status was first established in the 1950s during the consolidation of the People’s Republic of China by the Communist Party. Since then, party leaders have used Shanghai as a laboratory for modern policymaking.

2.2 Role of Historical Leaders in Shanghai’s Governance Development

One of the most influential figures in the transformation of Shanghai’s governance is undoubtedly Jiang Zemin, who was the Communist Party Secretary in Shanghai before becoming the overall leader of China. He laid the foundation for many new management institutions, investment attraction policies, and the development of the Pudong Free Trade Zone in the late 1980s. Later, his successors, such as Zhu Rongji – the future Premier – also emerged from Shanghai’s management ranks.
In fact, since the 1990s, Shanghai has served as a ‘cadre training school for the leadership of the Communist Party of China’; many members of the Party’s Politburo in Beijing have governance experience in Shanghai on their resumes.

2.3 Dual Structure: Government Alongside the Party

Like other parts of China, Shanghai is governed under a dual governance system. On one hand, the Municipal Government, headed by the mayor, handles executive affairs; on the other hand, the Shanghai Communist Party Committee holds the real power.
Currently, the Mayor of Shanghai is proposed and appointed by the Premier of China, but this selection is made in coordination with the Party Committee’s decisions. However, the main power lies with the Shanghai Party Secretary, who is appointed by the Party’s Central Committee in Beijing and is often an individual with prospects of ascending to higher national ranks. For example, Han Zheng – a current member of China’s State Council – was a former Party Secretary of Shanghai.

2.4 Internal Administrative Divisions and Multi-Layered Structure

Shanghai is divided into 16 urban districts, each with its own government, people’s council, and party committee. This structure allows for multi-layered yet integrated urban governance.

The most prominent district is Pudong New Area, a region that transformed from agricultural land on the eastern bank of the Huangpu River into a financial and international center in the 1990s. Pudong has powers beyond ordinary districts, where policies such as special banking regulations, attraction of foreign companies, and new technologies are implemented on a trial basis.

2.5 Advisory and Participatory Institutions

Alongside the formal government and party structure, Shanghai also has semi-official advisory bodies such as the Chinese People’s Political Consultative Conference (CPPCC). In this conference, representatives of minorities, academics, guilds, and civil society organizations participate in the policymaking process.
Although their role is primarily advisory, they are influential in urban decisions and contribute to increasing transparency and public satisfaction.

2.6 Coordination and Digital Governance

In the last decade, Shanghai, by launching a digital governance system known as One Netcom Office, has succeeded in integrating information and institutional interaction. In this system, the municipality, police, health, environment, and other agencies share real-time information from their systems, and immediate, data-driven decisions are made using artificial intelligence.

3. Urban Policy-Making and Macro Planning in Shanghai

Since the 1990s, Shanghai has consistently been at the forefront of innovative urban policymaking in the People’s Republic of China. Unlike other regions, which have largely developed top-down through national projects, this city possesses a high capacity for localization, experimentation, and rethinking urban policy. Shanghai’s urban development model is based on medium-term visions (5 to 10 years), advanced spatial planning tools, and multi-layered institutional coordination.

3.1 Five-Year Plans and Development Roadmap

Similar to the national level, the city of Shanghai also drafts a comprehensive document every five years called the Urban Development Five-Year Plan, which includes economic, environmental, cultural, social, and technological objectives. Currently, Shanghai is implementing its 14th Development Plan (2021–2025), with a special emphasis on the following topics:

Transforming Shanghai into an International Financial Center for East Asia

Expanding Digital Infrastructure and Smart City Initiatives

Improving Urban Quality of Life, Housing, Public Transportation

Environmental Protection and Carbon Emission Reduction

Strengthening Industrial Innovation, especially in Artificial Intelligence and Biotechnology

Result: According to the official municipal report, in just the first two years of implementing the 14th plan, Shanghai successfully increased its GDP to over 4 trillion yuan and achieved over 90% in the public satisfaction index for urban services.

3.2 Specialized Policy-Making and Advisory Institutions

In its urban planning process, Shanghai does not rely solely on governmental bodies. In this city, numerous research and advisory institutions such as:

Shanghai Urban Development Studies Center

Shanghai Academy of Urban and Regional Planning

Fudan Institute of Public Policy

actively participate in the formulation and evaluation of macro urban policies. These institutions, utilizing GIS data, macro-trend analysis, and future scenario planning, help urban decision-makers adopt more strategic decisions.

3.3 Comprehensive Spatial Development Plans

Shanghai has a comprehensive urban development plan until 2035, officially approved in 2017. In this plan, the city is divided into five main functional areas:

Historic Center: Focus on cultural heritage preservation and gradual renewal

Lujiazui Financial District: China and Asia’s financial hub

Zhangjiang Innovation District: Hub for advanced technologies

Yangshan Port Area: Logistics and global trade hub

Livable Suburban Areas: Development of green and smart towns

Result: According to an assessment by Nature Sustainability magazine, Shanghai was listed among the top 10 successful cities globally in sustainable urban development policymaking in 2022.

3.4 Focus on Environmental and Climate Governance

Since the early 2010s, combating air pollution, waste management, and upgrading green infrastructure have become policy priorities in Shanghai. Policies such as:

Complete ban on fossil fuels in public transport fleet by 2030

Installation of over 300,000 air quality monitoring cameras

Creation of 400 urban parks as part of the ‘City in a Garden’ initiative

Amendment of construction laws to mandate green standards

Result: In 2023, Shanghai’s average Air Quality Index (AQI) decreased from 76 to 53, marking one of the best environmental performances among industrial cities in Asia.

3.5 Use of Technology in Urban Policy-Making

Shanghai is one of the first cities in the world to implement digital governance at the local level. The ‘City Brain’ platform, a combination of real-time data, machine learning, and intelligent control, is available to the municipality for traffic management, crisis response, and resource allocation.
By integrating public service platforms, Shanghai residents can access over 900 government services electronically through the ‘Shanghai Super App’.

4. Public Participation System and Local Governance in Shanghai

Despite adhering to the centralized governance structure of the People’s Republic of China, Shanghai has managed to implement a relatively unique model of social participation, citizen feedback, and multi-level local governance. These features, combined with technology and smart institutionalization, have enabled citizens to play an active role in urban decision-making processes, oversight, and even the design of certain policies.

4.1 Structure of Local Councils (Neighborhood Committees)

At the local level, the most important tool for participatory governance in Shanghai is the Neighborhood Committees (居委会 – Ju Wei Hui). These bodies, present in all urban areas and even large buildings, are composed of elected citizens and act as intermediaries between the people and the local government.

Their duties include:

Monitoring the implementation of urban regulations (health, waste, security)

Participating in resolving local and family disputes

Collecting opinions and conveying feedback to higher-level authorities

Providing welfare services such as support for the elderly and children

Real-world example: In Changning District, over 450 active neighborhood committees played a key role during the COVID-19 pandemic in tracking vaccinations, voluntary quarantines, and distributing emergency aid.

4.2 Limited Local Elections with Party Oversight

Unlike the national level where general elections do not exist, in Shanghai – similar to other Chinese cities – semi-free local elections are held to elect members of neighborhood committees and urban councils. Although candidates must be approved by the Communist Party, real competition and voluntary participation are observed in them.

Result: According to municipal statistics, voter turnout in Shanghai for the district People’s Congress elections in 2021 was reported to be over 90%, one of the highest figures in the country.

4.3 The “12345” System for Citizen-Government Communication

One of Shanghai’s effective innovations is the launch of the 12345 public hotline system, through which citizens can directly communicate their complaints, suggestions, and problems to the local government via phone, SMS, or app. This system, utilizing artificial intelligence and automatic categorization, helps urban managers provide appropriate responses within 24 to 72 hours.

2022 Statistics: Over 5 million public messages were registered in the system, 92% of which were responded to within 72 hours.

4.4 Examples of Public Participation in Policymaking

Shanghai has, in numerous instances, conducted urban policymaking with the consultation or active participation of residents. These include:

Drafting the renovation plan for the historic Yuyuan Market with public consultation

Rerouting certain metro lines based on online voting

Implementing the ‘Local Mini-Park’ project in residential areas based on online surveys

This model of participation is known by the Chinese term “治理共建共享” (collaborative governance and shared benefits), which has been the official policy of the municipal government over the past decade.

4.5 Digital Participation Platforms

With the development of digital infrastructure, platforms such as “YiBan YiJian” (One Suggestion, One Change) allow residents to submit proposals and vote on urban projects via mobile applications. For important infrastructural projects, the municipality is obliged to provide at least one week for digital participation opportunities for residents near the project.

5. Digital Innovations in Shanghai’s Urban Governance

As one of the pioneers in smart city development globally, Shanghai has successfully utilized digital technology not only for public services but also for redesigning governance structures, increasing transparency, enhancing decision-making agility, and improving citizen satisfaction. Digital innovations in Shanghai have directly impacted the quality of policymaking, urban management, and governmental accountability.

5.1 Integrated Digital Governance Platform (Shanghai Urban Operation Center)

One of Shanghai’s most important smart city projects is the establishment of the Urban Operation Center, which works with over 100 real-time databases from various organizations. This center, by combining data from transportation, energy, environment, emergency services, and health sectors, enables monitoring, analysis, and rapid response to crises and resource management.

Concrete example: During the 2020 flood crisis, this center was able to activate emergency evacuation routes in less than 20 minutes by analyzing rainfall forecasts, traffic, and the location of emergency resources.

5.2Project“City Brain”Shanghai

Inspired by the Hangzhou model, Shanghai has also launched its City Brain system since 2019. This system utilizes the following technologies:

Machine learning for analyzing population behavior patterns

AI for predicting transportation demand, congestion, or pollution

Smart cameras and IoT for real-time monitoring

Result: According to official statistics, the average response time to traffic incidents in Shanghai has decreased from 9 minutes to 3 minutes, and the accident rate at 20 main city intersections has decreased by 45%.

5.3AppSuper AppCitizen

All government services for Shanghai citizens are provided through an integrated application called “Suishenban” (随申办). This app offers access to over 900 public services, including:

ID card renewal

Bill payment

Booking medical appointments

Public transport booking

Reporting urban violations

Inquiring about children’s educational status

Result: According to an official survey, 84% of the app’s users found it “very useful” in improving the quality of interaction with government agencies.

5.4 Using Data for Urban Decision-Making

Shanghai is one of the first cities to implement the concept of Data-Driven Government. Within this framework, urban policymakers receive data-driven analyses before making major decisions (e.g., infrastructure development or pricing reforms). These analyses result from the integration of GPS data, cameras, online purchases, public feedback, and other sources.

5.5 Challenges of Security, Privacy, and Digital Justice

However, digital governance in Shanghai has also faced challenges, including:

Concerns about excessive surveillance

Lack of digital access for the elderly and low-income groups

Risk of personal data disclosure

Gap between central and suburban areas in access to smart services

To address these challenges, the municipality has endeavored to strike a balance between innovation and citizens’ rights by drafting a public data governance charter and upgrading digital literacy infrastructure.

6. Smart and Digital Governance

6.1 Initial Response and Early Warning System

In the early days of the virus outbreak in China (January 2020), Shanghai immediately activated its urban crisis center. Using data from the urban operations center and the “City Brain” AI system, high-risk areas were identified, and targeted quarantines were implemented.

Example: Before the implementation of general quarantine, areas with high concentrations of hospitals, train stations, and bustling residential areas were identified through a risk analysis algorithm.

6.2 Role of Local Committees in Crisis Control

Neighborhood committees (居委会) played a key role in controlling local gatherings, distributing sanitary equipment, and following up on suspected cases. These entities, with the help of local volunteers, implemented the following measures:

Distribution of masks and disinfectants

Patient registration in the health system

Monitoring entry and exit from buildings

Assisting the elderly in accessing services

In the Pudong district, over 20,000 volunteers participated in managing 1,200 neighborhoods.

6.3 Digital “Health Code” System

Shanghai was one of the first cities to implement a digital health code (Health QR Code) on the “Suishenban” application. Based on medical information, travel history, contact with patients, and vaccination status, this code received a green, yellow, or red color, serving as a permit for passage and access to public spaces.

Result: With over 50 million daily scans, this system helped economic activities continue with minimal disruption.

6.4 Provision of Goods and Services During Quarantine

During the full lockdown in 2022, the Shanghai municipality, with the help of digital platforms like Meituan and Ele.me, distributed daily essential goods and sanitary items to homes. Special lanes were also created for logistics trucks to maintain the city’s supply chain.

6.5 Transparency and Government–Public Communication

Throughout the crisis, the Shanghai municipality held daily official press conferences. In these meetings, daily statistics, restrictions, treatment news, and policy changes were announced transparently. Additionally, citizens could submit their questions through the 12345 system and receive responses within 24 hours.

According to a Fudan University survey, over 70% of residents stated they were satisfied with the amount and accuracy of official information.

6.6 Lessons Learned and Strengths of the Shanghai Model

Shanghai’s successful management of the COVID-19 crisis was highlighted for the following reasons:

Multi-layered governance structure (government–neighborhood–volunteers)

Utilization of real-time data and technology

Active citizen participation in policy implementation

Simultaneous focus on social and economic resilience

Utilization of advanced logistical infrastructures

7. Comparative Analysis of Shanghai’s Urban Governance with Major Global Cities

Shanghai, with the unique characteristics of China’s governance system, differs in many ways from other advanced cities worldwide; however, in many areas, it is comparable and even a leader. This section provides a comparative analysis of the structure and performance of urban governance in Shanghai with cities such as Seoul, Singapore, Dubai, and Tehran to better identify differences and adaptable models.

7.1 Comparison with Singapore: Order and Technology

Both cities feature a centralized political structure, long-term strategic planning, and a high reliance on technology. Common points:

7.2 Comparison with Seoul: Transparency and Participation

Seoul is a leader in public participation, information transparency, and open governance. In contrast, Shanghai emphasizes order, centralized control, and speed of execution.

7.3 Comparison with Dubai : Infrastructure and Global Outlook

Dubai and Shanghai are both recognized as regional logistical and economic hubs. However:

7.4 Comparison with Tehran: Opportunities for Adaptation

Tehran, as the capital of Iran, shares some similarities with Shanghai (population size, environmental pressure, decision-making centralization); however, it has significant differences:

Summary:

Shanghai is not only comparable to major global cities in terms of demographic and economic scale but also offers an alternative model for urban governance in countries with centralized structures through its unique approach of “smart and technological control.” Its comparative study reveals the strengths and weaknesses of these models and provides a basis for strategic adaptation for developing cities (such as Tehran).

8. Adaptable Capabilities of Shanghai’s Governance Model in Iran

Shanghai’s governance model is built upon a combination of institutional centralization, process digitalization, and structured social interaction. Although China’s political and cultural systems have fundamental differences from Iran’s, many technical and executive components of this model, particularly in urban management, technology, neighborhood participation, and crisis response, are adaptable and localizable in major Iranian cities.

8.1 Development of Urban Operation Centers (Urban Operation Centers)

One of the pillars of Shanghai’s smart governance is the existence of an advanced operational center that aggregates and analyzes real-time data from various domains (traffic, waste, urban services, security, health, energy, etc.).

Adaptability in Iran: Tehran Municipality and some metropolises have the initial infrastructure for these centers. By connecting data from municipalities, emergency services, police, fire departments, and public transportation, an initial model of a “City Brain” can be achieved.

8.2 Formation of Neighborhood Committees with Official Authority and Digital Monitoring

In Shanghai, local committees (居委会) are supported by the government and play an official role in population management, crisis, health, and participation. These committees were highly effective during the COVID-19 pandemic.

In Iran: Neighborhood social councils exist in Tehran and some cities, but they are mostly without executive power or budget. By revitalizing this structure in the form of digital committees, real resident participation can be activated.

8.3 Digital Single Window for Urban Services

Shanghai’s “Suishenban” system allows citizens to receive over 2,500 urban, administrative, tax, and social services through a single application.

In Iran: Systems like “Tehran Man” or “Electronic Government Platform” have been established, but their integration, coverage, and usability are limited. Data integration, API standardization, and inter-device connectivity are prerequisites for this model.

8.4 Development of Pilot Cities for Innovative Governance

China has developed the model of “Urban Governance Pilot Zones,” and in Shanghai, areas like Pudong and Songjiang function as laboratories for technology, participation, and policymaking.

Suggestion for Iran: Establish smart governance pilots in cities such as Kish, Tehran’s District 22, or Pardis New City to test new technologies and models without common structural complexities.

8.5 Digital Urban Resilience in Crises

In Shanghai’s experience during the COVID-19 pandemic, logistical coordination, information transparency, data analysis, and resource distribution through digital tools ensured urban resilience.

In Iran: By developing a “Digital Crisis Response Chain,” from earthquake and flood prediction to emergency aid distribution, urban preparedness can be structurally enhanced.

8.6 Training Elites and Urban Managers with an Asian Approach

By training thousands of urban managers based on Eastern philosophy and modern technology, China managed to bridge the gap between decision-making and implementation. In Iran, there is also a strong need for a generation of managers familiar with data-driven approaches, technology, and human communication.

Suggestion: Create joint courses with Asian universities (such as Fudan University or Tsinghua) to train urban governance managers for municipalities and governorates.

8.7 Redesigning Budgeting and Performance Evaluation Models

In Shanghai, projects are implemented with precise KPIs and a real-time monitoring system. Agencies are evaluated based on the achievement of budgetary goals and citizen satisfaction.

In Iran: Institutions such as municipalities can utilize results-based performance evaluation models instead of merely focusing on expenditure volume.

Conclusion

Although there are structural and political differences between Iran and China, Shanghai’s experience as an example of smart urban governance in East Asia has high potential for adaptation in Iran. The combination of technology, smart centralization, social participation, and resilience in this model can form the basis for developing a roadmap to reform Iran’s urban governance structure.

9. Summary and Policy Recommendations for Iran

Shanghai’s urban governance experience is a prominent global example that combines centralized authority, advanced technology, social participation, and long-term strategic planning. From a comparative perspective, this model, unlike urban governance in many Western countries that emphasize local democracy and institutional separation, is based on “decision-making integration, data utilization, and rapid response to needs.”

In Iran’s urban landscape – particularly Tehran, Mashhad, Shiraz, and Isfahan – challenges such as a multitude of decision-making bodies, institutional disharmony, weak data infrastructure, and superficial social participation are evident. Shanghai’s experience demonstrates that even in non-liberal structures, high efficiency in urban governance can be achieved through the intelligent use of technology, semi-structured participation models, and systemic evaluations.

9.1 Policy Recommendations for Policymakers and Municipalities

🔹 Establishing Smart Urban Command Centers in Metropolises

Municipalities should establish digital urban operation centers by aggregating urban data from various sources (traffic, health, pollution, crisis management, urban services). A model similar to Suishenban could be an effective starting point.

🔹 Launching Innovative Governance Pilots in Free Zones or New Cities

Instead of implementing macro policies on a national scale, it is suggested that one or two urban areas (such as Tehran’s District 22 or Kish) be selected as “pilot cities” and a digital-participatory governance model be implemented there.

🔹 Re-evaluating the Status and Function of Local Councils

Strengthening neighborhood committees with real authority, specific budgets, and a digital system for citizen communication can elevate their role from a “symbol” to an “actor.” Shanghai’s experience during the pandemic demonstrated how effective structured local participation is in urban resilience.

🔹 Designing a Performance Evaluation System for Urban Managers Based on Data and Citizen Satisfaction

KPI-driven systems, such as those implemented in Shanghai, should be used in evaluating the performance of urban areas and municipal staff. Transparency of project data and its linkage with citizen feedback are key factors for accountable governance.

🔹 Developing a Digital Roadmap for Municipalities

Iran needs to develop a ten-year roadmap for the development of smart urban services, data infrastructure, cybersecurity, and integrated urban platforms. This roadmap must be approved by the city council and local government to be binding.

9.2 Recommendations for Governance and Educational Institutions

🔸 Establishing a National Urban Governance Center with an Asian Model

A research-executive center focusing on East Asian experiences and collaborating with regional universities (Fudan, Tsinghua, NUS Singapore) can form the basis for producing indigenous knowledge for advanced urban governance in Iran.

🔸 Training a New Generation of Technology-Oriented Urban Managers

Through collaboration between municipalities and universities, specialized courses in digital urban management, data-driven approaches, social participation, and crisis resilience should be launched. Training future managers with an Asian model is a necessity, not an option.

Final Conclusion

In a world where cities are recognized as engines of national development, urban governance is no longer limited to waste management, traffic, or construction; rather, it requires the design of responsive, smart, participatory, and resilient structures. Shanghai is an example of this model in non-Western contexts, which can be inspiring for Iran, especially during its transition from traditional models.

Of course, adaptation without localization will not yield results. Iranian urban policymakers, while preserving national authority and understanding the country’s cultural, social, and environmental needs, must chart a new path for Iran’s urban governance with a forward-looking perspective.