In 1951, then-Manhattan Borough President, Robert F. Wagner, established 12 experimental “Community Planning Councils” in response to the community’s apprehension of dominating city officials. The councils were founded around Manhattan and were designed to advise Wagner on budgetary and planning issues.

When Wagner became mayor, he structured a system of “Community Planning Boards,” which were expanded to cover other boroughs.

Similarly, in the early 1970s, Mayor John Lindsay created “Little City Halls” in certain areas and appointed district managers to ensure that city services were properly provided to communities. “Service Cabinets” were also established to improve the organization between higher-up officials and local representatives.

In 1975, an approved City Charter created community boards, ultimately combining the visions of both Wagner and Lindsay. The Charter granted power to the boards by commencing the Uniform Land Use Review Process (ULURP), which required all special permits, zoning actions, renewal and redevelopment plans, and acquisition and disposition of city property, to be reviewed by the boards.

The Charter also allowed the community boards to develop and present “197-a Plans” for their districts -- recommendations on the preservation and enhancement of the communities. While the City wasn’t required to approve any of such plans, they were compelled to review and consider them. Although some of the 197-a plans were successfully put into place, most continue to be denied to this day. From 1990 to 2006, only seven 197-a plans were approved and fulfilled by the City.

Not much has changed in the appointment process of community board members in the last 35 years. They are still formed of 50 voluntary members, who are up for reappointment every two years. The City Council is obligated to nominate half of the board members, although all are selected only by the borough president based on their active involvement within their community. All boards have district service cabinets and an appointed a district manager, whom they report to.

Over the years, many community boards have been faced with budgetary issues, which prevent them from operating to their full potential. The lack of funding has affected the board’s use of technology, in terms of acquiring computers and forming websites.

Along with budgets, the power of the board members has also diminished with years. Some boards have been known to be voiceless under the heel of their borough presidents; since the boards only serve as a form of “advisory,” their propositions have been taken into serious consideration less and less. To make matters worse, even if board members were granted all the power they desperately seek, who would dare to use it justly if it means going against the city council or borough presidents? After all, you can’t bite the hand that