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dc.contributor.authorvan Koughnett, Claire
dc.date.accessioned2011-08-25T16:18:13Z
dc.date.available2011-08-25T16:18:13Z
dc.date.issued2011-08-25
dc.identifier.urihttp://hdl.handle.net/1974/6670
dc.description.abstractPublic Power in the Planning Process is a discussion of the decision-making process used in the creation of the Lansdowne Partnership Plan, which deals with the redevelopment of an urban park in Ottawa. It analyses three stages of the process (from June 2009 to November 2010), using three different frameworks for the evaluation of collaborative planning processes, and aims to achieve two purposes: first, to shed some light on the intricacies of a controversial planning process and second, to examine the effectiveness of the evaluation frameworks. The analysis, based on the principles of access, deliberation, and accountability, indicates that the process was not fully democratic. The decision-making process for the Lansdowne Partnership Plan degraded trust and relationships and increased tensions. The analytic framework based on the 2008 work of Agger and Löfgren was successful, and is recommended for the evaluation of a wide range of different planning processes. However, critiques are made of Arnstein’s 1969 Ladder of Citizen Participation framework.en_US
dc.language.isoenen_US
dc.subjectOttawaen_US
dc.subjectPlanningen_US
dc.subjectCollaborative Planningen_US
dc.subjectDecision-makingen_US
dc.subjectLansdowne Parken_US
dc.subjectPublic Consultationen_US
dc.titlePublic Power in the Planning Process: an Evaluation of Access, Deliberation, and Accountability in the Decision-Making Processes used to Create the Lansdowne Partnership Planen_US
dc.typeProjecten_US


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