Full Description
Managing community practice offers a comprehensive guide to a range of models and practices essential for the management of community-based practice. Fully updated, this second edition of a bestselling book takes account of the latest developments in community policy and practice. It places the management of community practice in the context of increasing pressures of economic austerity and trends towards community self-help and co-production of policies and services. Two brand new chapters cover community-led research and sustaining community practice for the future. Based on contributions from internationally recognised authors, the book offers a unique blend of theoretical models and practice guidance, including:an historical review of community practice in the UK; the organisational implications of managing community practice; ethical challenges in negotiating power and responsibility; the significance of networks in the context of partnership working; the manager's role in supporting community-led research; the importance of participative planning and evaluation.The book is an invaluable resource for operational and strategic managers in local government, community development, health, housing and other service delivery agencies with a focus on community participation and engagement.It is essential reading for tutors and students on a range of undergraduate and postgraduate courses concerned with community development, community-oriented practice and social action.
Contents
Introduction/Preface to 2nd editionre-evaluation ‾ Sarah Banks, Hugh Butcher, Andrew Orton and Jim Robertson; The concept of community practice ‾ Sarah Banks and Hugh Butcher; The historical and policy context: setting the scene for current debates ‾ Marjorie Mayo and Jim Robertson; Organisational management for community practice: a framework ‾ Hugh Butcher; Developing individuals and organisations: an experiential learning approach ‾ Hugh Butcher; Negotiating conflicts of culture and accountability: ethical challenges for managers ‾ Sarah Banks; Developing and sustaining community partnerships and networks ‾ Alison Gilchrist; Linking partnerships and networks ‾ Alison Gilchrist; The manager's role in community-led research ‾ Murray Hawtin and Tony Herrman; Participative planning and evaluation ‾ Alan Barr; Sustaining community practice for the future ‾ Andrew Orton.
