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This article has two main aims. First, to observe the different causes of public (dis)value. Second, to explore, through a case study, an example of public value regeneration through the social reuse of assets seized from criminal organizations.

This is a theoretical article with a case study, utilizing semi-structured interviews.

The study analyzes the factors resulting from the regeneration of new public value within an initially compromised context. This is achieved by ‘freeing’ and converting properties seized from the Mafia in public goods available to the community (Plus-Value). The article finds that the different causes of public (dis)value are Mafia infiltration in public goods, corruption, tax evasion, abstaining from voting, (ab)use of power and (ab)use of law.

The study may help both scholars and practitioners to identify strategies to offset (dis)value factors, something that would be easy to imagine as having managerial implications.

The value regenerated with respect to properties confiscated from the Mafia and then converted to social activities for the community highlights how it is possible to transform public (dis)value to public value.

The article explores a little examined area of public value, that is the destruction of value or (dis)value.

Three main challenges for public management are identified in this chapter: achieving higher efficiency in the internal operations; building and managing public networks for improving the effectiveness of policy making and service delivery; engaging mini-publics to co-create public outcomes and public values. The chapter highlights that these challenges happen in different domains: within the public organization; across public networks at the inter-organizational level; within open governance arenas, platforms and ecosystems in the civic/community domain. For each domain some key actors with whom engage in processes of public value co-creation are illustrated. The result is a conceptual map for public managers to better understand the nature of modern public management and to design processes of public value co-creation.

To discover the key elements of the use of the mechanism of public–private partnership for sustainable development, which are studied using the game approach.

Employed methods were as follows: trends method, regression analysis method, and game situation analysis method.

We discovered the key elements of the use of the mechanism of public–private partnership for sustainable development and determined the trends of the dependence of the sustainable development level on the mechanism of a public–private partnership at the level of countries that are leaders in this form of interaction (Denmark, Netherlands, Singapore, China, Switzerland and Finland). We reveal a positive dependence of the influence with China in 2017–2018 and with Finland in 2020–2021. The characteristics and strategies of implementing public–private partnerships are determined, and the spheres of influence of this form of interaction within the indicator of sustainable development are distinguished. We evaluate the perspectives of sustainable development under the influence of the public–private partnership mechanism. Based on the analysis results, it has been revealed that achievement of direct relation between the improved indicator of implementing the public–private partnership mechanisms and sustainable development could be realised within the orientation towards the effective strategic management of the interaction.

The scientific novelty of this research consists in the development of the theoretical and practical specifics of the use of the public–private partnership mechanism for sustainable development which determined using the game approach.

The purpose of this work is to present the modelling of the conditions of provision of growth of public–private partnership using digital technologies based on the game approach.

The methods of a systemic approach, linear programming and linear correlation, as well as statistical method, are used.

We performed the modelling of the conditions of provision of growth of public–private partnership using digital technologies based on the game approach. We also determined the level of development of public–private partnerships at the level of developed (United States, United Kingdom, Sweden and Denmark) and developing countries (Bulgaria, Venezuela and South Africa) and analysed the level of implementing digital technologies within the studied countries. We note a high level of public–private partnership in developed countries and a low level of this indicator in developing countries (except for Bulgaria, which has the positive dynamics of improvement). We also determine the main competitive advantages of implementing digital technologies, which have an impact on the improvement of the state of public–private partnerships at the level of the studied countries. Using the linear method of programming (game approach), we formulate the models of development of this type of interaction, within which the positive experience of developed countries is taken into account.

The originality and value of this research consist in the study of the specifics of the use of the game approach in the modelling of public–private partnership, which is based on the use of digital technologies.

The objective of the book is to examine specific public sector reforms in three core Public Administration areas, namely political–administrative relationships, the delegation of authority to senior managers and performance management.

It also locates the relevant public sector reforms within the context of the broader international debate on public sector reform. Each of three chapters on public service reform begins with a comparative perspective on the respective theme.

The period of the study is from the onset of democratic rule in 1994 until 2021. This period covers the Presidencies of Nelson Mandela, Thabo Mbeki, Jacob Zuma and Cyril Ramaphosa.

This book uses a mixed methods approach that combines quantitative and qualitative analyses. Quantitative data in the form of descriptive statistics were obtained from The Personnel and Information System (PERSAL), the central human resources database for the South African public service. This database is not ‘off the shelf’ information – rather, the data are tailor-made to the specific needs of those who request information. Qualitative sources used include data obtained from virtual recordings of webinars on public sector reform and an examination of written documents. This includes an analysis of government legislation, White Papers and Commission reports.

This reflective chapter examines recent trends in social work–public library partnerships. The chapter begins by framing interprofessional collaboration between social work and public libraries as a vehicle for the collective impact that can create lasting and sustainable change in communities. Next in the chapter is an overview of the current state of public libraries’ capacity to support individuals in crisis through community partnerships. Next is a description on how interprofessional collaboration can support public libraries in general and the importance of collaboration with social work more specifically. A presentation of the existing models of public library–social work partnerships and their impact on the role of public libraries in their communities follows, with a discussion of the services provided by public libraries, and how partnerships might change the nature of social work practice. Finally, the chapter concludes with a discussion of the barriers and challenges to these partnerships with an eye toward the future of such partnerships and developing their capacity to enhance the health and wellbeing of their patrons, and the safety and resilience of their cities and communities.

Public involvement, climate change reactions, stakeholder management, and stakeholder management have all been identified as weaknesses in sustainable road infrastructure development (SRID) inquiry. Most scholarly studies on sustainable infrastructure development (SID) are undertaken in advanced countries, while limited academic studies on the SID in third-world countries cite challenges impeding utilization. This chapter examines the conceptual holes in the SID model and aims to solve three identified gaps: public participation, climate change response, and stakeholder management. The inclusion of highlighted challenges is based on the belief that successful SRIP implementation would be impossible without public participation and climate change adaptation. Public participation is essential for the efficient implementation of SID. It allows stakeholders and everyone affected by infrastructure projects to participate in discussions, recognizing possible problems and creating solutions. International organizations, such as the World Bank, have embraced the concept of public participation as a need for effective project implementation. In underdeveloped countries, most infrastructure projects exclude the general populace, so public participation should be seen as a vital variable in the effective implementation of SRIP in poor countries. Arnstein (1969) proposed an eight-stage stepping ladder for citizen involvement from exploitation through consultation to citizens in control. Information is the cornerstone of all types of engagement, and the mildest kind of real involvement is a meeting when project participants voice their concerns and opinions. Co-creation and co-choice are rare in industrialized countries, and the issue of involvement has become a concern. Notification and attendance are prerequisites for meaningful participation, which can begin when the public is given the opportunity to express their opinions. Players are seen as social establishments or gatherings having the power to influence the fate of the organization, and an evaluation of the players is needed to determine whom to include. Participation in projects boosts decision-making efficacy and sufficiency by widening the information base, encouraging innovation, and fostering public acceptance of methodologies. Stakeholder engagement can increase the speed and quality of strategic decision-making. The key takeaways of the chapter are that public participation in road infrastructure projects should have a say in decisions concerning activities that affect their lives or occupations, should take into account the people’s history, cultural, natural, political, and sociological foundations and should be involved in the following ways: initiated early in the life cycle, organized and well-arranged, phased and improved, non-partisan professionals, learning about members’ traits and interests, and focussing on contentious subjects. Public engagement in SRIP implementation must be efficient and well-managed to be successful. Public participation is essential for SRID.

By 2030, one in six people in the world will be aged 60 years or over. As the average age of population increases, governments are increasingly called upon to implement policies to address the needs and interests of older people, including those related to housing, employment, health care, social protection, and other forms of intergenerational solidarity. Public libraries, as trusted community hubs, have the opportunity to serve as an environment for reflection and dialogue on age and aging. In this chapter, the authors reflect on the broader contexts and social trends that are shaping older adults’ engagement with public libraries and identify those older adults-focused public library practices that align with specific UN Sustainable Development Goals: Goal 3: Good Health and Well-Being, Goal 4: Quality Education, Goal 8: Decent Work and Economic Growth, Goal 10: Reduce Inequalities, and Goal 16: Peace, Justice, and Strong Institutions. While public libraries are already meeting many facets of UN Sustainable Development Goals, to ensure that libraries can responsively meet older adults’ changing needs and expectations, the authors conclude with suggestions to enhance public libraries’ cross-sector coordination for maximum reach and impact on older patrons’ everyday lives.

The Chamberlain murder trial or ‘dingo case’ polarised the Australian community – the miscarriage of justice, the relentless media scrutiny and the mediaeval-style public condemnation of Lindy Chamberlain all exposed the prejudices of mainstream Australia. At the same time, Lindy Chamberlain experienced a groundswell of public support: the case was publicised around the world and generated local protest groups. This paper is concerned with re-thinking the historical effects of that case, and is theoretically informed by contemporary debates on the violence of the law, formations of public culture, and cultural trauma.

The article considers the challenges involved in measuring the performance of local public service networks through an empirical analysis of Comprehensive Area Assessments (CAAs), a short-lived but pioneering attempt to gauge the effectiveness of local governments, health trusts, police and fire services in England.

Primary data about the implementation and impact of CAAs were gathered using a mixed method approach, including surveys of local public services, inspectorates and residents together with focus groups and semi-structured interviews in 12 case study areas.

CAAs encouraged agencies to strive to achieve better partnership working but did not provide sufficiently robust comparative data to enable managers to benchmark their performance against other areas or identify good practice elsewhere. Policy makers hoped that citizens would use CAAs to hold services to account but the process failed to attract media or public interest.

The logic of a more ‘joined-up’ approach to performance assessment of local partnerships is compelling. But in practice it is difficult to achieve because institutional arrangements at a national level mean that different sectors work within very different budget systems, professional networks and performance frameworks. Assessing the outcomes achieved by local partnerships also presents new challenges for inspection agencies and requires them to use new kinds of evidence.

This is the only attempt to date to evaluate CAAs and adds to an understanding of the challenges of assessing the performance of local public service partnerships. It highlights new questions for researchers and policy makers about the types of evidence needed to measure partnership performance and the extent to which the public may use the results.