The results of the short-term implementation of the COMMONCITY project have been summarised in an article published in Policy & Politics, entitled "The Democratising Capacity of New Municipalism: Beyond Direct Democracy in Public-Common Partnerships"
In this article, the researcher explores the emerging phenomenon of 'new municipalism,' a movement that is increasingly recognized as a transformative force in local politics and policy-making. Central to the democratisation strategy of new municipalism is the concept of public-common partnerships —strategic alliances between civil society organisations dedicated to social justice and local public institutions. The primary objective of these partnerships is to empower these groups to take over and self-manage public goods and services. This approach is championed by proponents of new municipalism, who view these partnerships as having a democratising potential, aligning with ideologies inspired by Marx and others, suggesting that self-management equates to the practice of direct democracy. However, the research offers a critical examination of this perspective, emphasizing the need for a more nuanced understanding of the relationship between self-management and direct democracy.
Through an in-depth analysis of the Citizen Assets programme in Barcelona, led by the government of Barcelona en Comú, the research reveals the complexities inherent in the democratisation process within public-common partnerships. The programme aimed to grant non-profit community organisations the autonomy to self-manage public assets. However, the findings indicate that self-management alone does not necessarily lead to democratisation, as it is not synonymous with direct democracy. Instead, self-management functions as a form of non-electoral representation, where these organisations act on behalf of their broader community. This representative nature of self-management can create tensions between inclusivity and exclusivity, resulting in varying degrees of success in democratisation efforts across different initiatives.
To address these challenges, and drawing on the experiences of the Citizen Assets programme, the article proposes an integrated approach to democratisation within public-common partnerships. This approach expands the scope of democratisation beyond the self-management phase, advocating for a model that encompasses the entire policy cycle. In practical terms, this means ensuring that decision-making within non-profit community organisations is transparent and inclusive, and that additional democratic practices, such as co-production in policy design and democratic scrutiny, are embedded throughout the policy process.
The article makes a significant contribution to democratic theory by introducing the concept of 'non-appropriable' policy-making—a process in which all stakeholders share ownership of the policy process and collectively resist the centralisation of control, thereby fostering a more robust democratic ethos.
As new municipalism continues to develop, its potential to reshape urban policy landscapes is substantial. However, realising this potential requires a pragmatic approach to democratisation—one that moves beyond idealised visions and carefully considers the practicalities and impacts of democratising practices throughout the policy cycle.
