Difference between revisions of "Youth Lead the Change: Participatory Budgeting Boston"
Line 13: Line 13:
 
   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.  
+
  ● 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.  
+
  ● 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.  
+
  ● Engage future leaders in developing and planning City of Boston infrastructure to allow for community building and increased community ownership.  
   Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.  
+
  ● Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.  
   Foster increased partnerships between the City of Boston and Youth Serving agencies
+
  ● Foster increased partnerships between the City of Boston and Youth Serving agencies
 
   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  
+
  ● 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  
+
  ● 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  
+
  ● Office of Budget Management, Government - provided expertise around project eligibility and coordinated city department support  
   Office of New Urban Mechanics, Government - provided technical support  
+
  ● 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  
+
  ● 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  
+
  ● 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  
+
  ● 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  
+
  ● Harvard Kennedy School, Private University - guided data collection, measures for outcomes, and categories for evaluation  
   Northeastern University, Private University - sponsored community events and meetings  
+
  ● Northeastern University, Private University - sponsored community events and meetings  
   Citizinvestor.org, Private - hosted online idea collection and commenting mechanism  
+
  ● Citizinvestor.org, Private - hosted online idea collection and commenting mechanism  
   Boston Centers for Youth and Families, Government - hosted community meetings and voting locations  
+
  ● Boston Centers for Youth and Families, Government - hosted community meetings and voting locations  
   Mobile Commons, Private - mobile & text messaging platform
+
  ● Mobile Commons, Private - mobile & text messaging platform
 
   Innovation for the Initiative   
 
   Innovation for the Initiative   
 
  This revolutionary innovation is being applied through policy, design and implementation. Never before have young people (ages 12-25) been empowered to directly decide how a portion of an entire city’s capital budget would be spent. In designing Youth Lead the Change, all materials had to be adapted for the population with special consideration around the use of social media, web interfaces, and mediums that young people use. The goal was to meet participants using platforms that they are comfortable with and frequent. Voting locations and outreach strategies encompassed local schools, public transit stations, community centers, and youth programs across the city, including events for homeless and disconnected youth.  
 
  This revolutionary innovation is being applied through policy, design and implementation. Never before have young people (ages 12-25) been empowered to directly decide how a portion of an entire city’s capital budget would be spent. In designing Youth Lead the Change, all materials had to be adapted for the population with special consideration around the use of social media, web interfaces, and mediums that young people use. The goal was to meet participants using platforms that they are comfortable with and frequent. Voting locations and outreach strategies encompassed local schools, public transit stations, community centers, and youth programs across the city, including events for homeless and disconnected youth.  
Line 39: Line 39:
 
  One obstacle that was faced during this initiative was community trust in government. As the project began, some community members questioned whether they would truly have an opportunity to decide how funds would be spent. Composing a steering committee of youth serving organizations provided many community liaisons and created an avenue of trust between community members and local government. As the project progressed, members of the community became more invested as they participated in idea collection assemblies, project development and eventually voting.
 
  One obstacle that was faced during this initiative was community trust in government. As the project began, some community members questioned whether they would truly have an opportunity to decide how funds would be spent. Composing a steering committee of youth serving organizations provided many community liaisons and created an avenue of trust between community members and local government. As the project progressed, members of the community became more invested as they participated in idea collection assemblies, project development and eventually voting.
 
   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.  
+
  ● 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.  
+
  ● 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.  
+
  ● 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.  
+
  ● 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.  
   Participants cited a broader awareness of needs in other neighborhoods throughout the City and a better understanding of government processes and democracy in general. Many participants reported gaining specific skills including leadership, teamwork, networking, communication and professionalism. Many participants also expressed feelings of power or control or reported that their voices had truly been heard.  
+
  ● Participants cited a broader awareness of needs in other neighborhoods throughout the City and a better understanding of government processes and democracy in general. Many participants reported gaining specific skills including leadership, teamwork, networking, communication and professionalism. Many participants also expressed feelings of power or control or reported that their voices had truly been heard.  
 
  Researchers from the Harvard Kennedy School evaluated Youth Lead the Change by conducting in-depth qualitative interviews with 30 participants. Quantitative data is derived from Boston census data and from surveys of YLC participants. Interviews were open-ended but organized around key themes: motivations for participating, participation outcomes, impact on participants themselves, decision processes and suggestions for improvement. Researchers also observed many of the in-person gatherings.  
 
  Researchers from the Harvard Kennedy School evaluated Youth Lead the Change by conducting in-depth qualitative interviews with 30 participants. Quantitative data is derived from Boston census data and from surveys of YLC participants. Interviews were open-ended but organized around key themes: motivations for participating, participation outcomes, impact on participants themselves, decision processes and suggestions for improvement. Researchers also observed many of the in-person gatherings.  
 
  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.
Line 69: Line 69:
 
== 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.  
+
:  ● 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.  
+
:  ● 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.  
+
:  ● Engage future leaders in developing and planning City of Boston infrastructure to allow for community building and increased community ownership.  
:   Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.  
+
:  ● Engage populations that are traditionally underserved such as homeless youth, disconnected youth, those from low income families or with socio-economic barriers.  
:   Foster increased partnerships between the City of Boston and Youth Serving agencies
+
:  ● Foster increased partnerships between the City of Boston and Youth Serving agencies
 
== 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  
+
:  ● 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  
+
:  ● 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  
+
:  ● Office of Budget Management, Government - provided expertise around project eligibility and coordinated city department support  
:   Office of New Urban Mechanics, Government - provided technical support  
+
:  ● 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  
+
:  ● 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  
+
:  ● 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  
+
:  ● 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  
+
:  ● Harvard Kennedy School, Private University - guided data collection, measures for outcomes, and categories for evaluation  
:   Northeastern University, Private University - sponsored community events and meetings  
+
:  ● Northeastern University, Private University - sponsored community events and meetings  
:   Citizinvestor.org, Private - hosted online idea collection and commenting mechanism  
+
:  ● Citizinvestor.org, Private - hosted online idea collection and commenting mechanism  
:   Boston Centers for Youth and Families, Government - hosted community meetings and voting locations  
+
:  ● Boston Centers for Youth and Families, Government - hosted community meetings and voting locations  
:   Mobile Commons, Private - mobile & text messaging platform
+
:  ● Mobile Commons, Private - mobile & text messaging platform
 
== Innovation for the Initiative ==
 
== Innovation for the Initiative ==
 
:  This revolutionary innovation is being applied through policy, design and implementation. Never before have young people (ages 12-25) been empowered to directly decide how a portion of an entire city’s capital budget would be spent. In designing Youth Lead the Change, all materials had to be adapted for the population with special consideration around the use of social media, web interfaces, and mediums that young people use. The goal was to meet participants using platforms that they are comfortable with and frequent. Voting locations and outreach strategies encompassed local schools, public transit stations, community centers, and youth programs across the city, including events for homeless and disconnected youth.  
 
:  This revolutionary innovation is being applied through policy, design and implementation. Never before have young people (ages 12-25) been empowered to directly decide how a portion of an entire city’s capital budget would be spent. In designing Youth Lead the Change, all materials had to be adapted for the population with special consideration around the use of social media, web interfaces, and mediums that young people use. The goal was to meet participants using platforms that they are comfortable with and frequent. Voting locations and outreach strategies encompassed local schools, public transit stations, community centers, and youth programs across the city, including events for homeless and disconnected youth.  
Line 95: Line 95:
 
:  One obstacle that was faced during this initiative was community trust in government. As the project began, some community members questioned whether they would truly have an opportunity to decide how funds would be spent. Composing a steering committee of youth serving organizations provided many community liaisons and created an avenue of trust between community members and local government. As the project progressed, members of the community became more invested as they participated in idea collection assemblies, project development and eventually voting.
 
:  One obstacle that was faced during this initiative was community trust in government. As the project began, some community members questioned whether they would truly have an opportunity to decide how funds would be spent. Composing a steering committee of youth serving organizations provided many community liaisons and created an avenue of trust between community members and local government. As the project progressed, members of the community became more invested as they participated in idea collection assemblies, project development and eventually voting.
 
== 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.  
+
:  ● 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.  
+
:  ● 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.  
+
:  ● 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.  
+
:  ● 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.  
:   Participants cited a broader awareness of needs in other neighborhoods throughout the City and a better understanding of government processes and democracy in general. Many participants reported gaining specific skills including leadership, teamwork, networking, communication and professionalism. Many participants also expressed feelings of power or control or reported that their voices had truly been heard.  
+
:  ● Participants cited a broader awareness of needs in other neighborhoods throughout the City and a better understanding of government processes and democracy in general. Many participants reported gaining specific skills including leadership, teamwork, networking, communication and professionalism. Many participants also expressed feelings of power or control or reported that their voices had truly been heard.  
 
:  Researchers from the Harvard Kennedy School evaluated Youth Lead the Change by conducting in-depth qualitative interviews with 30 participants. Quantitative data is derived from Boston census data and from surveys of YLC participants. Interviews were open-ended but organized around key themes: motivations for participating, participation outcomes, impact on participants themselves, decision processes and suggestions for improvement. Researchers also observed many of the in-person gatherings.  
 
:  Researchers from the Harvard Kennedy School evaluated Youth Lead the Change by conducting in-depth qualitative interviews with 30 participants. Quantitative data is derived from Boston census data and from surveys of YLC participants. Interviews were open-ended but organized around key themes: motivations for participating, participation outcomes, impact on participants themselves, decision processes and suggestions for improvement. Researchers also observed many of the in-person gatherings.  
 
:  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.

Revision as of 17:31, 16 January 2015

Links
Contact Us
Secretariat of Guangzhou International Award for Urban Innovation Address: Room 3511-12, 5 Zhujiang Xilu, Guangzhou, People"s Republic of China Tel: +86-20-8735 0999    Fax: +86-20-8735 3488 Homepage: www.guangzhouaward.org Email: info@guangzhouaward.org