Building Community Capacity

Front Cover
Robert J. Chaskin
Transaction Publishers - Social Science - 268 pages
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This book focuses on a gap in current social work practice theory: community change. Much work in this area of macro practice, particularly around "grassroots" community organizing, has a somewhat dated feel to it, is highly ideological in orientation, or suffers from superficiality, particularly in the area of theory and practical application. Set against the context of an often narrowly constructed "clinical" emphasis on practice education, coupled with social work's own current rendering of "scientific management," community practice often takes second or third billing in many professional curricula despite its deep roots in the overall field of social welfare.

Drawing on extensive case study data from three significant community-building initiatives, program data from numerous other community capacity-building efforts, key informant interviews, and an excellent literature review, Chaskin and his colleagues draw implications for crafting community change strategies as well as for creating and sustaining the organizational infrastructure necessary to support them. The authors bring to bear the perspectives of a variety of professional disciplines including sociology, urban planning, psychology, and social work.

Building Community Capacity takes a collaborative, interdisciplinary approach to a subject of wide and current concern: the role of neighborhood and community structures in the delivery of human services or, as the authors put it, "a place where programs and problems can be fitted together." Social work scholars and students of community practice seeking new conceptual frameworks and insights from research to inform novel community interventions will find much of value in Building Community Capacity.

 

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Contents

Community Capacity and Capacity Building A Definitional Framework
7
A Definitional Framework
10
Levels of Social Agency
19
Strategies for Building Community Capacity
25
Conclusion
26
Leadership Development
27
The Meaning of Leadership
28
Strategies for Building Leadership
31
CrossCutting Issues
112
The Role of Community Organizing
120
Collaborations Partnerships and Organisational Networks
123
Impetus and Rationale
124
Strategies for Building Organizational Collaboration
125
Core Issues and Emerging Lessons
143
The Importance of Collaboration
154
Conclusion Possibilities Limitations and Next Steps
159

Challenges for Leadership Development Programs
44
Leadership Development and Community Capacity
57
Organisational Development
61
Roles of Organizations in the Community
62
Strategies to Foster Organizational Development
65
Relationship Between Organizational Development and Community Capacity
88
Community Organising
93
CommunityOrganising Strategies
94
CrossCutting Issues and Lessons
164
Conclusion
179
Core Case Study Descriptions
181
Other Efforts
223
Acronyms
249
References
251
Index
259
Copyright

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Page 7 - Community capacity is the interaction of human capital, organizational resources, and social capital existing within a given community that can be leveraged to solve collective problems and improve or maintain the well-being of that community.
Page xi - Chicago, and director of the Chapin Hall Center for Children at the University of Chicago.
Page 253 - Using empowerment theory in collaborative partnerships for community health and development.
Page x - Fellow at the Chapin Hall Center for Children at the University of Chicago and a Faculty Associate at the Northwestern University/UC Joint Center for Poverty Research.
Page 6 - Administered by the Chapin Hall Center for Children at the University of Chicago, the archive currently includes data from child welfare agencies in 11 states.

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