Difference between revisions of "Youth Lead the Change: Participatory Budgeting Boston"
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|ItemContent=  Background Information   
 
|ItemContent=  Background Information   
 
  The Mayor of Boston wants to empower youth to be civic leaders. To advance this, the City created Youth Lead the Change and included this program in the city’s capital budget. Through this participatory budgeting program, youth had the opportunity to collect ideas for capital projects, distill those ideas into concrete proposals, hold a city-wide vote to determine which projects get funded, and - ultimately - directly determine how $1 million is spent to improve Boston for everyone.
 
  The Mayor of Boston wants to empower youth to be civic leaders. To advance this, the City created Youth Lead the Change and included this program in the city’s capital budget. Through this participatory budgeting program, youth had the opportunity to collect ideas for capital projects, distill those ideas into concrete proposals, hold a city-wide vote to determine which projects get funded, and - ultimately - directly determine how $1 million is spent to improve Boston for everyone.
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  文件:Bartlett-Yards-47.jpg
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  文件:Boston YouthJobsRally.jpg
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   Goals of the Initiative   
 
   Goals of the Initiative   
 
  The goals of Boston’s Participatory Budgeting project are to:
 
  The goals of Boston’s Participatory Budgeting project are to:
   Help ensure the capital plan reflects the priorities, interests and energy of Boston youth.
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   Help ensure the capital plan reflects the priorities, interests and energy of Boston youth.
   Teach youth about the City-building (and budgeting) process as well as provide education around the innovative use of crowdsourcing platforms.
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   Teach youth about the City-building (and budgeting) process as well as provide education around the innovative use of crowdsourcing platforms. Engage future leaders in developing and planning City of Boston infrastructure to allow for community building and increased community ownership.
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   Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.
   Engage future leaders in developing and planning City of Boston infrastructure to allow for community building and increased community ownership.
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   Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.
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   Parties and Partners to the Initiative and Resources Used for Implementation   
 
   Parties and Partners to the Initiative and Resources Used for Implementation   
   City of Boston Mayor’s Office, Government - Sanctioned the initiative and supported Youth Lead the change
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   City of Boston Mayor’s Office, Government - Sanctioned the initiative and supported Youth Lead the change
   Department of Youth Engagement and Employment, Government - Provided day-to-day support, oversight, project management, and outreach agendas for the initiative
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   Department of Youth Engagement and Employment, Government - Provided day-to-day support, oversight, project management, and outreach agendas for the initiative
   Office of Budget Management, Government - provided expertise around project eligibility and coordinated city department support
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   Office of Budget Management, Government - provided expertise around project eligibility and coordinated city department support
   Office of New Urban Mechanics, Government - provided technical support
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   Office of New Urban Mechanics, Government - provided technical support
   Participatory Budgeting Project, Non-profit - consultant organization that provided project management support, content and training materials, and outreach support
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   Participatory Budgeting Project, Non-profit - consultant organization that provided project management support, content and training materials, and outreach support
   Mayor’s Youth Council, Government Youth Organization - co-chair of the steering committee
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   Mayor’s Youth Council, Government Youth Organization - co-chair of the steering committee
   Youth on Board & The City School, Non-profit - co-chair of the steering committee
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   Youth on Board & The City School, Non-profit - co-chair of the steering committee
   Harvard Kennedy School, Private University - guided data collection, measures for outcomes, and categories for evaluation
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   Harvard Kennedy School, Private University - guided data collection, measures for outcomes, and categories for evaluation
   Northeastern University, Private University - sponsored community events and meetings
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   Northeastern University, Private University - sponsored community events and meetings
   Citizinvestor.org, Private - hosted online idea collection and commenting mechanism
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   Citizinvestor.org, Private - hosted online idea collection and commenting mechanism
   Boston Centers for Youth and Families, Government - hosted community meetings and voting locations
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   Boston Centers for Youth and Families, Government - hosted community meetings and voting locations
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   Innovation for the Initiative   
 
   Innovation for the Initiative   
 
  (see below)
 
  (see below)
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  (see above)
 
  (see above)
 
   Outcomes and Assessments   
 
   Outcomes and Assessments   
   Civic Engagement and Open Government: Over 1,500 young people cast a vote. For many it was their first time engaging in a voting process.
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   Civic Engagement and Open Government: Over 1,500 young people cast a vote. For many it was their first time engaging in a voting process.
   Community Process, Economic Development and Contribution to City Planning: Education regarding the city budget process and capital planning took place at all idea collection assemblies. Throughout the process we saw over 450 ideas generated to improve Boston. Ideas not feasible for execution through this process were forwarded to various city departments to take under consideration for future projects and planning.
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   Community Process, Economic Development and Contribution to City Planning: Education regarding the city budget process and capital planning took place at all idea collection assemblies. Throughout the process we saw over 450 ideas generated to improve Boston. Ideas not feasible for execution through this process were forwarded to various city departments to take under consideration for future projects and planning.
   Youth Investment in Environment and City Infrastructure: YLC encouraged residents to review their communities and consider projects based on need, feasibility, and sustainability. Projects were designed to improve communities, public safety, outside environments and school environments.
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   Youth Investment in Environment and City Infrastructure: YLC encouraged residents to review their communities and consider projects based on need, feasibility, and sustainability. Projects were designed to improve communities, public safety, outside environments and school environments.
   Reduce Barriers for Participation: Material was translated into different languages as often as possible and idea collection assemblies were held in accessible venues. Target areas included populations that are traditionally underserved. Text messaging and online idea gathering was used to reach those that were unable to attend assemblies.
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   Reduce Barriers for Participation: Material was translated into different languages as often as possible and idea collection assemblies were held in accessible venues. Target areas included populations that are traditionally underserved. Text messaging and online idea gathering was used to reach those that were unable to attend assemblies.
 
  This initiative did contribute to an evolving reputation in Boston that provides an image of a city that definitively invests in youth through an open and trustworthy branch of local government. This image allows for our future leaders to take an active role in contributing to city infrastructure and youth empowerment.
 
  This initiative did contribute to an evolving reputation in Boston that provides an image of a city that definitively invests in youth through an open and trustworthy branch of local government. This image allows for our future leaders to take an active role in contributing to city infrastructure and youth empowerment.
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   Benefit to Other Cities   
 
   Benefit to Other Cities   
 
  Youth Lead the Change has created an innovative pathway for young people to get involved with City Government here in Boston. From the launch of the project to the end of year one, young people were the driving force behind not only the project’s success, but they were also the generators of the movement. Through surveys and focus groups with the Mayor’s Youth Council, city leadership was able to understand the desire for young people to contribute to the decisions that are being made around them and also understand the benefit and strength of having young people participate in real decision making.
 
  Youth Lead the Change has created an innovative pathway for young people to get involved with City Government here in Boston. From the launch of the project to the end of year one, young people were the driving force behind not only the project’s success, but they were also the generators of the movement. Through surveys and focus groups with the Mayor’s Youth Council, city leadership was able to understand the desire for young people to contribute to the decisions that are being made around them and also understand the benefit and strength of having young people participate in real decision making.
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  Once the rules were written, the steering committee members began community outreach and facilitated idea collection assemblies. Locations for idea collections assemblies had a focus on traditionally underserved neighborhoods. As ideas were collected in person and though an online platform, young people and residents had the opportunity to interact with local government in a positive and empowering way that promotes real change and ownership in communities.
 
  Once the rules were written, the steering committee members began community outreach and facilitated idea collection assemblies. Locations for idea collections assemblies had a focus on traditionally underserved neighborhoods. As ideas were collected in person and though an online platform, young people and residents had the opportunity to interact with local government in a positive and empowering way that promotes real change and ownership in communities.
 
  Change agents applied to serve to transform ideas into capital projects based on community need, project feasibility and project impact in the community. Change Agents worked with city departments to vet ideas and approve proposals. Throughout this process, young change agents had an opportunity to collaborate and learn with adults in city leadership.
 
  Change agents applied to serve to transform ideas into capital projects based on community need, project feasibility and project impact in the community. Change Agents worked with city departments to vet ideas and approve proposals. Throughout this process, young change agents had an opportunity to collaborate and learn with adults in city leadership.
  Once projects made it to ballot, only young people could decide how funds would be spent. 14 projects made it to the first ever Youth Lead the Change Ballot and 7 projects were selected by young people as winners. Those projects will be implemented. This sort
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  Once projects made it to ballot, only young people could decide how funds would be spent. 14 projects made it to the first ever Youth Lead the Change Ballot and 7 projects were selected by young people as winners. Those projects will be implemented. This sort of real and tangible process empowered youth to get engaged in their communities and indicated that they can affect real change in their communities. The goal is that this initiative promotes civic engagement, changes social behaviors, increases trust and communication between youth and local government and promotes education about budgetary and democratic processes.
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文件:Bartlett-Yards-47.jpg
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文件:Boston_YouthJobsRally.jpg
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:  Once projects made it to ballot, only young people could decide how funds would be spent. 14 projects made it to the first ever Youth Lead the Change Ballot and 7 projects were selected by young people as winners. Those projects will be implemented. This sort of real and tangible process empowered youth to get engaged in their communities and indicated that they can affect real change in their communities. The goal is that this initiative promotes civic engagement, changes social behaviors, increases trust and communication between youth and local government and promotes education about budgetary and democratic processes.
 
:  Once projects made it to ballot, only young people could decide how funds would be spent. 14 projects made it to the first ever Youth Lead the Change Ballot and 7 projects were selected by young people as winners. Those projects will be implemented. This sort of real and tangible process empowered youth to get engaged in their communities and indicated that they can affect real change in their communities. The goal is that this initiative promotes civic engagement, changes social behaviors, increases trust and communication between youth and local government and promotes education about budgetary and democratic processes.
  
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<gallery>
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文件:Bartlett-Yards-47.jpg
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文件:Boston_YouthJobsRally.jpg
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</gallery>
 
[[Category:Index_Banner]]
 
[[Category:Index_Banner]]
 
[[Category:Award]]
 
[[Category:Award]]
 
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Revision as of 10:25, 16 January 2015

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