The Public Engagement Principles (PEP) Project was launched in mid-February 2009 to create clarity in our field about what we consider to be the fundamental components of quality public engagement, and to support President Obama's January 21, 2009 memorandum on open government. The following principles were developed collaboratively by members and leaders of NCDD, IAP2 (the International Association of Public Participation), the Co-Intelligence Institute, and many others.
The Resource Guide showcases the National Coalition for Dialogue & Deliberation's best collaboratively-created products (like the Core Principles for Public Engagement and the Engagement Streams Framework), as well as recognizing and directing you to a lot of the great work on public engagement that has been done by others in our field.
For almost a decade, the Davenport Institute has been researching, training, and consulting with public officials to improve the ways in which governments involve their residents in making tough policy decisions. This work has taken us throughout California and across the country, learning about and teaching the latest techniques in effective participatory governance.
We continue to hear from public leaders seeking to capture a "30,000-foot view" of their government's practices in this area. That is why we are launching "How are WE Doing?" to be that lens through which you can evaluate your municipality's public engagement processes.
The Interactivity Foundation works to enhance the process and expand the scope and health of our public discussions by bringing people together in small group discussions of broad topics of public policy concern. Our Fellows conduct Project Discussions that engage separate panels of selected generalists and specialists on a public policy topic for a year or more of private (or "sanctuary") discussions to develop and explore multiple policy possibilities, which are then worked into a Discussion Report. We also conduct and sponsor shorter series (3-4 sessions) of small group Public Discussions, which are open to all interested participants and use the possibilities from our Discussion Reports as the starting point for further exploration and development. Finally, we collaborate with certain college faculty to develop and support facilitated, student-centered Classroom Discussions.
Public spaces are an important part of Knight Foundation's work in cities and the communities where we invest. We believe that great public spaces have the power to transform cities. They are where neighbors can meet and residents can enjoy local arts and culture, take a jog or spend time with family. They help to advance civic engagement and the attachment people feel to their cities - both necessities for creating more informed and engaged communities. Recent research by the Center for Active Design shows that public spaces can help to facilitate community connection, trust and involvement.
Mission, Goal, Vision and Values
The Institute for Local Government promotes good government at the local level with practical, impartial and easy-to-use resources for California communities.
Goal
The Institute's goal is to be the leading provider of information that enables local officials and their communities to make good decisions.
Vision
The Institute envisions a future in California in which:
People value their local public institutions.
Local agencies effectively deliver public services.
All segments of the community are appropriately engaged in key public decisions.
Decision-makers make informed policy choices based on their best sense of the public's interest.
The University of Illinois at Chicago's Institute for Policy and Civic Engagement (IPCE) is committed to transforming democracy by creating a more fully engaged community with more effective leaders. We create opportunities for scholars, concerned citizens, students, community leaders, elected officials, and the public to actively participate in social discourse, research and educational programs on policy issues and social trends.
Informed by research, NICD's programs are designed to create safe spaces for elected officials, the media, and the public to engage different voices respectfully and take responsibility for the quality of our public discourse and effectiveness of our democratic institutions. NICD identifies opportunities to drive change across all three groups while deepening the networks among and between them. Our vision is of elected officials who work collaboratively to tackle the big issues facing our country, a media that accurately informs and involves citizens, and a public that engages a government of the people, for the people, and by the people.
This publication draws on examples of public engagement in city and county budgeting throughout California and describes six general approaches that local agencies use, often in strategic combination, to involve residents in the budget process.
International Journal for Public Participation (2007 - 2010) merged with the Journal for Public Deliberation as a joint venture between DDC and IAP2 in November 2010.
In announcing the joint venture in November 2010, IAP2 President Desley Renton said "this initiative builds on the foundations of both journals and will extend the discourse in the field with readers benefiting from firsthand experience of public participation practitioners".
Involve are experts in public engagement, participation and dialogue. We carry out research and deliver training to inspire citizens, communities and institutions to run and take part in high-quality public participation processes, consultations and community engagement. We believe passionately in a democracy where citizens are empowered to take and influence the decisions that affect their lives.
From 2014 to 2015, more than 70,000 residents across the United States and Canada directly decided how their cities and districts should spend nearly $50 million in public funds through a process known as participatory budgeting (PB). PB is among the fastest growing forms of public engagement in local governance, having expanded to 46 communities in the U.S. and Canada in just 6 years.
Public Agenda is a nonprofit, nonpartisan organization that helps diverse leaders and citizens navigate divisive, complex issues and work together to find solutions.
Through nonpartisan research and public engagement, we provide the insights, tools and support people need to build common ground and arrive at solutions that work for them.
In doing so, we are proving that it is possible to make progress on critical issues regardless of our differences.
In all of our work, we seek to help build a democracy in which problem solving triumphs over gridlock and inertia, and where public policy reflects the thoughtful input and values of the nation's citizens.
- See more at: http://www.publicagenda.org/pages/who-we-are#sthash.4BmYaI8w.dpuf
Since our founding as a multi-partisan and non-profit organization in 2005, The Davenport Institute (formerly Common Sense California) has worked to engage the citizens of this state in the policy decisions that affect our everyday lives. It is our firm belief that, in today's world of easy access to information, and easy connectivity to others, California's municipal and education leaders are seeking ways to involve the residents of their communities in the important issues they confront. Done legitimately, this new kind of leadership produces better, more creative policy solutions and better, more engaged citizens committed to the hard work of self-governance.
CIRCLE (The Center for Information and Research on Civic Learning and Engagement) conducts research on civic education in schools, colleges, and community settings and on young Americans' voting and political participation, service, activism, media use, and other forms of civic engagement. It is based at the Jonathan M. Tisch College of Citizenship and Public Service at Tufts University.
We're a nonpartisan nonprofit that engages Americans directly to solve shared challenges and craft better policy. Our mission is to strengthen democracy by advancing informed, citizen-developed solutions to challenging public issues.
We advance the public interest by creating opportunities for in-depth citizen education and deliberation that generates informed, inclusive solutions to today's toughest problems. To ensure the work of citizens makes an impact, we cultivate creative partnerships and pursue high-impact organizing and outreach strategies that help decision makers and the broader public work together effectively.
MISSION
Healthy Democracy is a nonpartisan, nonprofit organization dedicated to elevating the public's voice in our democracy.
We work to advance innovative and powerful ways for the public to engage in the democratic process and improve our political discourse.
The driving reason for adding the sixth "W" is the erosion of public trust in professional journalism and the need for journalists to engage with the public to regain that trust.
"Community governance" refers to the processes for making all the decisions and plans that affect life in the community, whether made by public or private organizations or by citizens. For community governance to be effective, it must be about more than process, it also must be about getting things done in the community. And what gets done must make a difference. So, it is crucial to measure results. But what should be done, and what results should be measured? There is no standard answer. The most important results vary from one community to another, and different people within a community have different perceptions about what the community should try to improve and how success should be measured. So, it is vital to engage citizens in deciding what to do and to engage them in deciding what results to measure or what performance goals or targets to measure against. Then, when targeted results are achieved, they will be results that matter to the people of the community.
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