PRESUPUESTO PARTICIPATIVO
Esta experiencia depende del Municipalidad de La Plata, Calle 3 N° 1714, La Plata, B1904CHN , Buenos Aires, Argentina.Para mayor información, contáctese con Horacio Martino al teléfono (0221) 482-6129 / 429-1034 o al fax (0221) 429-1034.
Correo electrónico: Horaciomartino@ciudad.com.arSitio web: No posee
General Features:
Thematic Classification: functional Hacienda.Clasificación: Participation and ciudadano.El control work presented refers to the experience "Participatory Budgeting - Local Development Plan", held in the period 1998/99 in the Party of the Plata, Buenos Aires.Es this experience, it creates a new space for social coordination, which involves: - For the State: the Task Force Area of \u200b\u200bDecentralization and Citizen Participation of the Municipality of La Plata, which has by the technical process of formulation and implementation of Participatory Budgeting - Local Development Plan .- For the Society Organizations Civil Party Community Boards of La Plata, involving more than four public welfare agencies, Public Service Unions and other civil associations. Community Boards are a network of independent forums, comprising representatives of public welfare organizations, collectives and cooperatives, based in the Community Center area concerned and recorded as such in the Directorate of Public Benefit Organisations, Communities and Cooperatives City of La Plata.De this way, the work in the nineteen regions territorially (Community Boards) that span the entire match, which coexisted with a strong areas to urban settings peripheral small towns interspersed with intensive agricultural activities. The type of contribution made by Community Boards in partnership experience, refers to participation in the formulation and implementation of Participatory Budgeting - Local Development Plan, determining through Community Workshops prioritization of demands to incorporate the municipal budget and exercising the enforcement of the interventions involved in the Local Development Plan. Brief history of the project
:
No data Start date: 1998.
Human resources involved in the experience:
From a political decision to carry out the experience, is created within the municipal structure "Area of \u200b\u200bDecentralization and Citizen Participation" consists of a multidisciplinary technical team, with an integrated vision system eminently territorial.Dado the participatory process for the formation of the team emphasized three fundamental aspects: Assign a professional in the field of social psychology - in order to train and coordinate the work in the community workshops. Appoint a professional work-in architecture for the intervention area, the profile is unrelated to the characteristics of neighborhood common demands: paving, lighting, green space, etc. Appointing an external evaluator, manager-process monitoring and evaluation by destinatarios.Para own selection of the Task Force was convened professionals Universidad Nacional de La Plata, being composed of: A General-Coordinator (35 years old), a graduate degree in Architecture and Planning Specialist Science - Postgraduate UNLP. A Technical Coordination Team, comprised of three professionals (average age 35 years) graduates: - Geography: Preliminary Diagnosis .- Architecture: Project implementation. - Social Psychology: Training and support in community workshops. A Task Force on Community Boards, consist of 11 people among which are 7 and 4 graduate students advanced degree in Architecture, aged between 25 and 30. A Technical Support Team and Writing consists of 4 - and 2 Architects students majoring in Geography and Architecture of ages between 20 and 25; An External Evaluator-Architecture graduate (32 years).
Approximate cost of the activity:
The resources needed to respond to the demands prioritized by community boards are channeled through the 1999 Municipal Budget; management tasks to various public and private agencies and other alternative was financiación.El 1999 Municipal Budget performed according to the methodology Programme Budgeting, which allows for greater transparency in public expenditure data and ejecutado.De run this way, the demands prioritized by community boards are part of the fifty programs is structured fiscal year 1999, accounting for about $ 30,000,000, equivalent to 20% of total budgeted expenditure for the year, which amount to approximately $ 138,000,000 (excluding the city council) 3.The 1999 Municipal Budget Programs are part of a series of specific projects aimed at improving the habitat and quality of life of the population and are listed below: PROGRAM: DEVELOPMENT OF THE TERMS OF HABITATProyecto: Enlargement, Reconstruction and Maintenance of Road Network Municipal.Proyecto: Development and Improvement Space PúblicosProyecto: Expansion, Optimization and Lighting Maintenance Público.PROGRAMA: CONSTRUCTION EQUIPMENT AND CONSOLIDATION OF URBANOProyecto: Expansion and Construction Salud.Proyecto Center: Expansion and Improving services Salud.Proyecto: Cultural and Educational Programs Barriales.Proyecto: Development and Equipment Deportivos.PROGRAMA Spaces: URBANAProyecto SAFETY: Control Urbano.Proyecto Improvement: Improvement of traffic and peatonal.PROGRAMA: IMPROVING THE CONDITIONS AMBIENTALESProyecto : Woodland Public. ForestaciónProyecto: Cleaning Service Improvement
general impact of the experience: Policy Framework
:
Under the 7856 Ordinance 1991, the Executive Department, established a new structure of the bodies and municipal bodies, to promote the modernization and decentralization Management. Thus created, through Decree 741 of 1992, the new structure of the Community Centers that make up the executive functions decentralized to a greater involvement ciudadana.De this way, the traditional municipal offices are, at present, community centers built by a executive in charge of the Deputy-Manager, and a collegial participatory body, Boards Comunales.En this framework, community boards work within the area covered by each community center, promoting citizen participation in municipal management, reporting to the Deputy Administrator for the needs of the neighborhood, offering the Delegate drafts of works, services and public works; reviewing the programs that the Deputy Administrator to submit to it; supervising the execution of works and services developed in the Community Center and linked to the experience, participating in the formulation and implementation of the Participatory Budget Plan Local Development., stages of implementation and degree of progress in the first instance is recognized a preliminary stage where the Municipal Office is presented in each of the Community Boards to record requests and provide answers to meet the most immediate and viable in their resolución.Seguidamente, it gives way to the socialization of the proposal in each of Community Boards, agreeing objectives and interests of the parties involved in the development of Local.Luego Development Plan, a preliminary diagnosis is made through a global recognition of the problems related to the habitat needs to prioritize the demands on social.Culminada sense this instance, the Task Force, Community Board and Deputy Administrator, from field work begins the survey stage of the claims, which are run through the different areas to record mismas.Una problems once recognized, it starts the stage of ordering claims, according to its operationalization corresponds to the municipality or other public or private. This information is called a First Community Workshop in each Community Board to sort the claims and their way of resolución.Finalizada this stage, phase begins prioritization of claims, according to the degree of importance to the Community Board. To that end, it convened the Second Community Workshop which sought to agree on such prioritization. Demands prioritized by the community, starting back inside the municipal management stage of techno-economic evaluation, aimed at defining the programs to incorporate the Municipal Budget 1999.Definidos projects to incorporate the municipal budget, the Task Force prepares the Local Development Plan for each of the regions of a party which is organized on the basis of three lines of action: programs to incorporate the Municipal Budget, claims that its solution required for management actions and projects to become viable require alternative funding sources. As a last step, starts the implementation phase and control begins with the submission of the Local Development Plan in each of the Boards Party community. Subsequently, meetings are held in the Community Boards to establish a compliance monitoring of interventions.
If replicated in other sectors or in other organizations: No answer
Area charge:
Area Decentralisation and Citizen Participation of the Municipality of La Plata
What effects did the organization?
Because of the dynamic and continuous assessment is made of the experience, in order to establish comparative benefits for the traditional way of planning and management and at the same time, contribute to theoretical and methodological framework adjustment process in future implementaciones.Logros : - The adoption of this new tool allows you to retrieve one of the fundamental values \u200b\u200bof democratic practice: the social legitimacy of the decisions, providing a space for the exercise of citizenship and character while generating greater confidence and involvement in government actions .- The priority of claims, resulting from the participatory process to define a technical standard opportunity Municipal Budget expenditure, thus enabling increased productivity of public investment .- In turn, this model of management Associate, linked to the strategy of decentralization and participation enabled a level of response balanced, from the standpoint of planning and budget. - In a context of territorial inequalities, the new model can in turn identify the variety of problems, which make different cultures and local identities developed .- The experience provided a space for civil society, represented by the Boards Communal appropriates roles in the definition of interventions that shape their own habitat.
difficulties and obstacles that arose before and during implementation:
- It shows a lack of coordination between the local Associated Management with other strategic alternatives and participatory management of regional scale .- The low propensity of people to integrate participatory processes in the context of a society that expects everything from the State and with little credibility in the calls participatory promoted by the same .- The fragmentation of sectoral visions in the municipal structure, with some rigidity to adopt alternatives Associated Management, creates difficulties in implementing programs of this new product public space .- The shortage and lack of continuity of effective participatory experiences can not see the benefits over the traditional model of management, all linked to the difficulty of the shortage of human resources and proven methodologies to facilitate and enhance the participation.
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