Managing Community Practice: Principles, Policies and Programmes

✍ Scribed by Sarah Banks (editor); Hugh L Butcher (editor); Andrew Orton (editor); Jim Robertson (editor)

• Publisher: Policy Press
• Year: 2013
• Tongue: English
• Leaves: 223
• Category: Library

✦ Synopsis

Community involvement is now at the centre of the UK government's social inclusion, neighbourhood renewal and health development programmes, resulting in many challenges for managers involved in such work. The bestselling first edition of this book discussed the meaning, principles and application of managing community practice, focusing on the role and skills needed by managers. This will be required if ambitious regeneration and social inclusion programmes are to work in partnership with the active involvement of communities and exploring a wide range of examples from practice. Since the first edition, there has been a perceptible increase in the structured involvement of communities in developing, delivering and evaluating public policies and projects. In this new edition all chapters have been fully updated in the light of recent developments and new case examples have been included to illustrate such changes. A new chapter on The Managers Role in Community Research has been added and a new concluding chapter explores key challenges which need to be addressed. This book is an essential resource for operational and strategic managers in local government, housing, health and other service delivery agencies, social inclusion and community regeneration projects. It will be essential reading for tutors and students on a wide range of undergraduate and Masters courses.

✦ Table of Contents

MANAGING COMMUNITY PRACTICE
Contents
List of figures, tables and boxes
List of figures
List of tables
List of boxes
Preface to the second edition
Acknowledgements
Notes on contributors
Introduction
Managing community practice
The changing context for community practice
Outline of the book
1. What is community practice?
Introduction
The ‘community turn’ in public policy
‘Community’ in relation to ‘community practice’
What is ‘community practice’?
Approaches to community practice
Underpinning values and principles of action
Critical community practice
Conclusions
2. The historical and policy context: setting the scene for current debates
Introduction
The rediscovery of ‘community’ and the development of community-based social policies in the 1960s and early 1970s
British policy initiatives and US influences in the late 1960s and 1970s
Market-led approaches in the 1980s and early 1990s
The context for current policies
Conclusions: implications for managers of community practice
3. Organisational management for community practice: a framework
Introduction
‘One best way’?
Community practice as work process: the ‘5P + C’ model
Purposes
Policies and programmes
Processes and practices
Context
Organisation and management: a systems model
Organisational management for community practice
Conclusion
4. Individual and organisational development for community practice – an experiential learning approach
Introduction
The learning challenge
Learning – personal and organisational
Experiential learning
Kolb’s model of experiential learning and its development
Applications: supporting the experiential learner
Tools and techniques
Community practice and the learning organisation
Applications: supporting organisational learning
Conclusions
5. Negotiating values, power and responsibility: ethical challenges for managers
Introduction
Ethical dilemmas and problems: the role of ‘ethics work’
Ethics in managing community practice
Issues of democracy, power and responsibility in practice
Case study 5.1: Managing a regeneration programme in the UK1
Case study 5.2: Managing a women’s NGO in Pakistan2
Conclusions
6. Linking partnerships and networks
Introduction
Partnership in policy
Participation in practice
The limitations of partnerships
The value of networks
Social benefits
Challenging power, tackling inequalities
Managing community diversity
Promoting social inclusion
Working across boundaries
Negotiating the differences between formal and informal modes
Managing opportunities and tensions
Identifying outcomes, assessing impact
Conclusion
7. The manager’s role in community-led research
Introduction
Community-led research
The roots of community-led research
Case studies
Issues highlighted by the case studies
Conclusions
8. Participative planning and evaluation skills
Introduction
Background to the planning and evaluation frameworks
Exploring the ABCD, LEAP and VOiCE frameworks for planning and evaluation
Stakeholder participation
Integrated planning and evaluation
Integrating planning and evaluation into everyday work
Conclusions
9. Conclusion: sustaining community practice for the future
Introduction
Key challenges for sustaining community practice
New directions for research
Conclusion
Index