Invitation Phone Calls Increase Attendance at Civic Meetings: Evidence from a Field Experiment

被引:19
作者
Hock, Scott
Anderson, Sarah
Potoski, Matthew [1 ,2 ]
机构
[1] Univ Calif Santa Barbara, Santa Barbara, CA 93106 USA
[2] Univ Calif Santa Barbara, Bren Sch Environm Sci & Management, Santa Barbara, CA 93106 USA
关键词
PUBLIC-PARTICIPATION; VOTER TURNOUT; DECISION-MAKING;
D O I
10.1111/j.1540-6210.2012.02627.x
中图分类号
C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];
学科分类号
12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;
摘要
Public managers, in addition to implementing sound policies, are expected to manage public participation in the policy process. Civic meetings, in which citizens, elected officials, and public managers discuss proposed policies, can be an effective venue for citizen input, but only if participation is sufficiently high. This article shows that municipal government managers can improve attendance at civic meetings through invitation phone calls. Results from a field experiment in which stakeholders were randomly assigned to receive an invitation phone call for a civic meeting indicate that invitation phone calls can significantly increase meeting attendance. The attendance rate among the 108 stakeholders selected to receive the phone call was higher than among the 169 stakeholders in the control group (8.3 percent versus 4.7 percent). The $20 cost of increasing meeting attendance by one stakeholder is about equal to the cost of increasing turnout in an election by one voter.
引用
收藏
页码:221 / 228
页数:8
相关论文
共 33 条
[1]  
Angrist JD, 1996, J AM STAT ASSOC, V91, P444, DOI 10.2307/2291629
[2]   I'm asking for your support: The effects of personally delivered campaign messages on voting decisions and opinion formation [J].
Arceneaux, Kevin .
QUARTERLY JOURNAL OF POLITICAL SCIENCE, 2007, 2 (01) :43-65
[3]  
Barber B.R., 2003, Strong democracy: Participatory politics for a new age
[4]   Dealing with cynical citizens [J].
Berman, EM .
PUBLIC ADMINISTRATION REVIEW, 1997, 57 (02) :105-112
[5]   Parsing Public/Private Differences in Work Motivation and Performance: An Experimental Study [J].
Brewer, Gene A. ;
Brewer, Gene A., Jr. .
JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY, 2011, 21 :I347-I362
[6]  
Bryan F.M., 2004, REAL DEMOCRACY NEW E
[7]   Citizen-centered collaborative public management [J].
Cooper, Terry L. ;
Bryer, Thomas A. ;
Meek, Jack W. .
PUBLIC ADMINISTRATION REVIEW, 2006, 66 :76-88
[8]   Field Experiments on Political Behavior and Collective Action [J].
de Rooij, Eline A. ;
Green, Donald P. ;
Gerber, Alan S. .
ANNUAL REVIEW OF POLITICAL SCIENCE, 2009, 12 :389-395
[9]   The New Public Service: Serving rather than steering [J].
Denhardt, RB ;
Denhardt, JV .
PUBLIC ADMINISTRATION REVIEW, 2000, 60 (06) :549-559
[10]   Democratic theory and political science: A pragmatic method of constructive engagement [J].
Fung, Archon .
AMERICAN POLITICAL SCIENCE REVIEW, 2007, 101 (03) :443-458