By James L. Creighton
The world over well known facilitator and public participation advisor James L. Creighton bargains a pragmatic advisor to designing and facilitating public participation of the general public in environmental and public coverage selection making. Written for presidency officers, public and neighborhood leaders, facilitators, The Public Participation Handbook is a toolkit for designing a participation technique, settling on innovations to motivate participation, facilitating winning public conferences, operating with the media, and comparing the program. The ebook is usually full of useful recommendation, checklists, worksheets, and illustrative examples.
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Additional resources for The Public Participation Handbook: Making Better Decisions Through Citizen Involvement
Example text
They evaluated public participation based on five social goals (quite similar to the ones above): Goal 1: Incorporating public values into decisions Goal 2: Improving the substantive quality of decisions Goal 3: Resolving conflict among competing interests Goal 4: Building trust in institutions Goal 5: Educating and informing the public Beierle and Cayford concluded: “The case study record of the past 30 years paints an encouraging picture of public participation. Involving the public not only frequently produces decisions that are responsive to public values and substantively robust, but it also helps to resolve conflict, build trust, and educate and inform the public about the environment” (p.
20 The Public Participation Handbook As one example, Thomas Beierle and Jerry Cayford (2002) recently conducted an analysis of 239 public participation cases over the past thirty years. They evaluated public participation based on five social goals (quite similar to the ones above): Goal 1: Incorporating public values into decisions Goal 2: Improving the substantive quality of decisions Goal 3: Resolving conflict among competing interests Goal 4: Building trust in institutions Goal 5: Educating and informing the public Beierle and Cayford concluded: “The case study record of the past 30 years paints an encouraging picture of public participation.
Sodium is reactive: it will burn if it gets wet or is exposed to certain elements. As a result, it needs to be removed before the waste can be stored in a long-term nuclear waste repository. The program to develop a sodium-removal technology was substantial and had an annual cost of some $10 million. The laboratory had developed a technology it believed was workable, and the next step was to build an operating facility to employ the technology. This facility would cost at least $100 million. Before that decision could be made, the agency had to prepare an environmental impact statement.