Embedding digital participatory budgeting within local government: motivations, strategies and barriers faced

TL;DR

This paper explores how Scottish local councils implement digital participatory budgeting, highlighting the motivations, strategies, and barriers faced by officers in embedding innovative processes within traditional government structures.

Contribution

It provides empirical insights into the challenges and strategies of integrating digital participatory budgeting in local government, emphasizing the mediating role of officers and resource needs.

Findings

Formal agreements are insufficient for successful embedding.

Officers act as mediators between traditional and innovative practices.

Training and resources are crucial for effective digital platform use.

Abstract

The challenging task of embedding innovative participatory processes and technologies within local government often falls upon local council officers. Using qualitative data collection and analysis, we investigate the ongoing work of Scottish local councils seeking to run the process of participatory budgeting (PB) within their institution, the use of digital platforms to support this and the challenges faced. In doing so this paper draws on empirical material to support the growing discussion on the dynamics or forces behind embedding. Our analysis shows that formal agreement alone does not make the process a certainty. Local council officers must work as mediators in the transitional space between representative structures and new, innovative ways of working, unsettling the entrenched power dynamics. To do so they must be well trained and well resourced, including the ability to use digital platforms effectively as part of the process. This provides the necessary, accessible, transparent and deliberative space for participation.