In the late 2000s Northumberland Hills Hospital experienced repeated budget deficits. The hospital's board needed to cut the hospital's services in order to balance the budget. Ontario's Local Health System Integration Act, 2006, required the hospital to seek public input before changing services. Accordingly, the hospital's board developed a plan, called a collaborative budget strategy -- formally entitled "Shared Challenge, Shared Solution" -- to elicit this public input.
The community of Bethany conducted concept and comprehensive community planning for three reasons: 1. To meet various applicable state, regional, county and community planning objectives. 2. To identify necessary urban infrastructure requirements, and 3. To ensure that provisions for such infrastructure to serve the greater North Bethany area are fully in place before development begins. Public involvement has been a fundamental part of the planning process to facilitate an exchange of information and build awareness.
75 per cent of residential development in Auckland over the next thirty years (to accommodate an extra one million people) will be within the metropolitan urban limits. This is the main reason the Auckland Council decided to start the “Auckland Plan” through a participation process that could find solutions to this problem and turn Auckland into the world’s most liveable city by 2040.
Before making the education policy adjustments which had become essential due to low pupil turnout, the Department of Education in Northern Ireland sought to pay attention to the views of the parents. The goal was to create the required new rules within an atmosphere of cooperation. To attain this cooperation, a deliberative poll was held in Omagh, Northern Ireland in January 2007. 565 randomly selected parents were polled and then invited to Omagh College for a day of deliberation. 127 participants were given briefing materials on education policy.
In 2004, the large pharmaceutical company Johnson & Johnson relocated its large manufacturing and research plant located in North Brunswick, New Jersey. After the company left, the township wanted to obtain the desires of the public to answer a simple question: What should be done with the Johnson & Johnson (JNJ) property? With the assistance of developers, architects, and other experts, multiple community workshops were implemented, with the intention of taking into account the public’s desire.