Titlebook: Real Money, Real Power?; The Challenges with Daniel Williams,Don Waisanen Book 2020 The Editor(s) (if applicable) and The Author(s), under

宣傳

Introduction, community member, unconnected to a council member’s office. We outline our hope that this book can help participatory budgeting reach its potential in serving citizens everywhere, advancing greater civic interest in and deliberative agency over allocations of taxpayer monies

朝圣者

The Challenges of Project Expos and Pop-Up Voting,ed. We break down meeting attendance, suggested projects, prior year participation, and vote advocacy to determine who or what has influence at this stage of events. A particular concern were a few responses that expressed distrust over costs associated with projects.

表否定

行業(yè)

Participatory Budgeting from the Past to the Present,es participatory budgeting in New York City and reviews the historical context of citizen budget participation through the community board process, which city agencies have taken over as a place to advocate for agency projects.

anthropologist

Between Policy Promises and Program Implementation, program administrator, leading to many of the concerns that this book raises. We detail the theoretical constructs of power, clientelism, interest groups, and the possible role of experts in determining if citizens have real money and real power.

點(diǎn)燃

ALB

The Challenges of Delegate Meetings, and some alternative data collection that reveals that budget delegate meetings occur behind closed doors. This opacity is particularly concerning because of evidence that many delegates are present as advocates of particular projects and participants are over-represented by relatively well-off mem

Gossamer

The Challenges of Project Expos and Pop-Up Voting,ll budget delegate interviewees who proposed projects were successful in getting their projects included on ballots, while only two of seven individuals who were not delegates found their projects on ballots. Most respondents had not engaged in participatory budgeting in earlier stages and three-fif

違抗

Conclusion: Doing Participatory Budgeting Right,ng a coordinated participatory budgeting process, each council district operates its own process that reflects that there as many PB projects as there are participating council members. Second, there is substantial top-down behavior that effectively inhibits sharing power with marginalized members o

機(jī)警