Synopses & Reviews
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.
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.
Synopsis
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. 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.
About the Author
Hugh Butcher was head of the Department of Community Studies at Bradford College, UK. Sarah Banks
Table of 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
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 managers 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