| Description | This paper provides a brief account of the theory of public value and outlines how public participation can contribute to the process of authorising what public managers do, establishing priorities and decision making and measuring the performance of public organisations. |
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| ISBN | 978 0 755970339 (Web Only) |
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| Official Print Publication Date | March 2008 |
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| Website Publication Date | March 17, 2008 |
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Listen
Alexandra Albert and Eleanor Passmore, The Work Foundation
ISBN 978 0 7559 7033 9 (Web only publication)
ISSN 0950 2254
This document is also available in pdf format (468k)
CONTENTS
EXECUTIVE SUMMARY
CHAPTER ONE INTRODUCTION
CHAPTER TWO DEFINING PUBLIC VALUE / PARTICIPATION
CHAPTER THREE WHAT ARE THE DRIVERS AND ENABLERS OF PARTICIPATION?
CHAPTER FOUR WHAT ARE THE BENEFITS OF PARTICIPATION AND WHAT ARE THE BARRIERS?
CHAPTER FIVE ENGAGING 'HARD TO REACH' GROUPS
CHAPTER SIX LESSONS FOR PUBLIC MANAGERS
CHAPTER SEVEN CONCLUSION
ANNEXES
ANNEX ONE ADDITIONAL METHODS OF PARTICIPATION
ANNEX TWO PARTICIPATION TECHNIQUES USED BY SCOTTISH PUBLIC AUTHORITIES 2000
REFERENCES
It should be noted that since this research was commissioned a new Scottish government
has been formed, which means that the report reflects commitments and strategic
objectives conceived under the previous administration. The policies, strategies,
objectives and commitments referred to in this report should not therefore be treated as
current Government policy.
The views expressed in this report are those of the researcher and
do not necessarily represent those of the Department or Scottish Ministers.
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