Managed Participation: City Agencies and Micropolitics in Participatory Budgeting
分析了纽约市参与式预算中普通参与者与城市机构代表的互动，指出机构的微观政治实践在紧缩背景下形成了管理式参与模式，削弱了参与式机构的民主潜力。
As participatory budgeting (PB) processes proliferate around the globe and within the United States, there remain questions regarding PB’s contested role as an empowering, pro-poor tool for social justice. This analysis of the New York City PB process focuses on the interactions between everyday participants in PB and city agency representatives, the bureaucrats involved in the process. In New York, PB has successfully broadened notions of stakeholdership for many constituents. Still, the agencies’ micropolitical practices—especially regarding contested politics and local versus technical knowledge—help to forward a model of managed participation, sidelining deliberative aspects of the process. Combined with a context of austerity, these practices limit the ability of such participatory institutions to retain volunteer participants, as well as the ability of constituents to substantively shape state priorities.