Managing Community Practice
Principles, Policies and Programmes - Second Edition
Distributed for Policy Press at the University of Bristol
211 pages
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6 x 9
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© 2013
The first edition of this book discussed the meaning, principles, and methods of managing community practice, focusing on the role and skills needed by managers. Since the first edition, there has been an increase in the structured involvement of communities in developing, delivering, and evaluating public policies and projects. This new edition updates all the chapters to address these recent developments and provides new case examples. It also includes new chapters on the manager’s role in community research and key challenges for the future.
Community Care, about the first edition
"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."
Keith Popple, London South Bank University
"This well-written, highly recommendable text provides readers with much that will be valuable in the challenge of managing of community practice in order to benefit local people."
Contents
List of figures, tables and boxes
Preface to the second edition
Acknowledgements
Notes on contributors
Introduction
Sarah Banks, Hugh Butcher, Andrew Orton, and Jim Robertson
Preface to the second edition
Acknowledgements
Notes on contributors
Introduction
Sarah Banks, Hugh Butcher, Andrew Orton, and Jim Robertson
1. What is community practice?
Sarah Banks and Hugh Butcher
2. The historical and policy context: setting the scene for current debates
Marjorie Mayo and Jim Robertson
3. Organisational management for community practice: a framework
Hugh Butcher
4. Individual and organisational development for community practice: an experiential learning approach
Hugh Butcher
5. Negotiating values, power and responsibility: ethical challenges for managers
Sarah Banks
6. Linking partnerships and networks
Alison Gilchrist
7. The manager’s role in community-led research
Murray Hawtin and Tony Herrmann
8. Participative planning and evaluation skills
Alan Barr
9. Conclusion: sustaining community practice for the future
Andrew Orton
Index
For more information, or to order this book, please visit http://www.press.uchicago.edu
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