- 224 pages
- English
- PDF
- Available on iOS & Android
About this book
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.
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Information
Table of contents
- MANAGING COMMUNITY PRACTICE
- Contents
- List of figures, tables and boxes
- Preface to the second edition
- Acknowledgements
- Notes on contributors
- Introduction
- 1. What is community practice?
- 2. The historical and policy context: setting the scene for current debates
- 3. Organisational management for community practice: a framework
- 4. Individual and organisational development for community practice – an experiential learning approach
- 5. Negotiating values, power and responsibility: ethical challenges for managers
- 6. Linking partnerships and networks
- 7. The manager’s role in community-led research
- 8. Participative planning and evaluation skills
- 9. Conclusion: sustaining community practice for the future
- Index