Abstract
Many social programs, funded by government or philanthropy, begin with efforts to improve local conditions with strategic planning. Mandated by funders, these processes aim to include the views of community residents and those with technical expertise. Program leaders are left to reconcile public and expert opinions in determining how to shape their programs. The experience of the Robert Wood Johnson Foundation's Urban Health Initiative suggests that although consultation with experts and the public failed to reveal a clear assessment of the community's problems or their solutions, it did assist in engaging diverse groups. Despite this engagement, however, core leaders wielded substantial power in selecting the agenda.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 362-378 |
| Number of pages | 17 |
| Journal | Policy Studies Journal |
| Volume | 30 |
| Issue number | 3 |
| State | Published - 2002 |
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ASJC Scopus subject areas
- Sociology and Political Science
- Public Administration
Cite this
Setting an agenda for local action : The limits of expert opinion and community voice. / Silver, Diana; Weitzman, Beth; Brecher, Charles.
In: Policy Studies Journal, Vol. 30, No. 3, 2002, p. 362-378.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Setting an agenda for local action
T2 - The limits of expert opinion and community voice
AU - Silver, Diana
AU - Weitzman, Beth
AU - Brecher, Charles
PY - 2002
Y1 - 2002
N2 - Many social programs, funded by government or philanthropy, begin with efforts to improve local conditions with strategic planning. Mandated by funders, these processes aim to include the views of community residents and those with technical expertise. Program leaders are left to reconcile public and expert opinions in determining how to shape their programs. The experience of the Robert Wood Johnson Foundation's Urban Health Initiative suggests that although consultation with experts and the public failed to reveal a clear assessment of the community's problems or their solutions, it did assist in engaging diverse groups. Despite this engagement, however, core leaders wielded substantial power in selecting the agenda.
AB - Many social programs, funded by government or philanthropy, begin with efforts to improve local conditions with strategic planning. Mandated by funders, these processes aim to include the views of community residents and those with technical expertise. Program leaders are left to reconcile public and expert opinions in determining how to shape their programs. The experience of the Robert Wood Johnson Foundation's Urban Health Initiative suggests that although consultation with experts and the public failed to reveal a clear assessment of the community's problems or their solutions, it did assist in engaging diverse groups. Despite this engagement, however, core leaders wielded substantial power in selecting the agenda.
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M3 - Article
AN - SCOPUS:0011583012
VL - 30
SP - 362
EP - 378
JO - Policy Studies Journal
JF - Policy Studies Journal
SN - 0190-292X
IS - 3
ER -