Managing Community Practice
Principles, Policies and Programmes
Published on 12. March 2003
Book
Paperback/Softback
176 pages
978-1-86134-356-7 (ISBN)
Description
Recent policy trends have moved the principle of community involvement to the centre of the UK government's social inclusion, neighbourhood renewal and health development programmes. The challenges to managers involved in such work are addressed directly by this book. The book provides material on a key - and neglected - aspect of the government's agenda: how organisations can work effectively in communities and in partnership with local community groups. It brings together contributions on the meaning, principles and application of managing community practice. Its distinctive feature is its focus on the role and skills needed by managers if ambitious regeneration and social inclusion programmes are to work in communities. "Managing community practice": provides an historical review of community practice in the UK; examines the organisational implications of managing community practice; highlights the manager's role in supporting community involvement; explores the dilemmas and conflicts; assesses the significance of networks in the context of partnerships; and stresses the importance of participative planning and evaluation.
This book is essential reading for tutors and students on a wide range of undergraduate and Masters courses; operational and strategic managers in local authorities, health agencies and regeneration partnerships and senior practitioners whose work requires management support.
This book is essential reading for tutors and students on a wide range of undergraduate and Masters courses; operational and strategic managers in local authorities, health agencies and regeneration partnerships and senior practitioners whose work requires management support.
Reviews / Votes
This is an excellent text on the complexities of managing community based work. This book makes a positive contribution to the literature on management in the voluntary and statutory sectors of community work. John Platten, Youth and Community Work, Department of Applied Social Studies, John Moores University, Liverpool This fine volume is further confirmation of the growing importance of 'neighbourhood' in delivering public services. The book is for managers and practitioners and helps understand 'going local' and how it will help reshape organisations as they redirect their energies toward providing neighbourhood-based services. Community Care In providing a comprehensive guide for community development practitioners, this book fills a major gap in the literature. Every practitioner should have a copy to hand on their desk. Colin C. Williams, Department of Geography, University of LeicesterMore details
Language
English
Place of publication
Bristol
United Kingdom
Target group
College/higher education
Professional and scholarly
Illustrations
Illustrations
Dimensions
Height: 210 mm
Width: 156 mm
Weight
324 gr
ISBN-13
978-1-86134-356-7 (9781861343567)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
Sarah Banks is Senior Lecturer in Community and Youth Work at the University of Durham, and teaches and researches in the fields of community work, community development and professional ethics. Hugh Butcher is Head of the Department of Applied Social Science and Humanities at Bradford College. He has teaching and research experience in aspects of organisational analysis, change management, policy studies and community practice. Paul Henderson was until recently Director of Practice Development at the Community Development Foundation. He has published widely in the fields of community development and regeneration and has considerable experience of training and consultancy. Jim Robertson is Senior Lecturer in Community Work and Social Work studies at the University of Northumbria. He has research interests in third sector studies.
Content
Introduction - management for community practice: "An idea whose time has come" Sarah Banks, Hugh Butcher, Paul Henderson and Jim Robertson. Part I The context: The concept of "community practice" Sarah Banks; The historical and policy context - setting the scene for current debates Marjorie Mayo, Jim Robertson; Linking partnerships and networks Alison Gilchrist. Part II Principles: Organisational management for community practice Hugh Butcher; Individual and organisational development for community practice - an experiential learning approach Hugh Butcher and Jim Robertson; Conflicts of culture and accountability - managing ethical dilemmas and problems in community practice Sarah Banks. Part III Skills and applications: The manager's role in community auditing Yvette Smalle and Paul Henderson; Participative planning and evaluation skills Alan Barr; Sustaining community involvement in programme and project development Georgina Webster. Part IV The way forward: Conclusions - mainstreaming community practice Paul Henderson.