Working together: Building capacity for community development

Abstract

Community development partnerships (CDPs)—local intermediaries that gather support from foundations, corporations, and the public sector—are giving increased attention to building the capacity of community development corporations (CDCs). This article evaluates CDPs’ efforts to help nonprofit CDCs increase their capacity to revitalize low‐income communities. We identified five types of capacity and conducted interviews and focus groups with CDPs and CDCs across the nation. The nature of capacity and capacity building among CDCs, the ways partnerships help increase CDC capacity, what the partnerships and CDCs learn from each other, and how they could better gauge the effectiveness of capacity‐building support were discussed.

We learned that CDCs and CDPs have forged an effective alliance and continue to work together: Community organizations require help in building capacity, and local partnerships provide the requisite funding, technical assistance, and other elements to help them grow and serve their neighborhoods.     

Community development intermediary systems in the United States: Origins,evolution, and functions

Abstract

Acting between the forceful capital market and the state, community development intermediaries are finding ways to assist resource‐poor community development organizations to increase production volume and to gain access to a wider capital and political market.

This article presents a brief historical review of how the intermediary system originated and how it has evolved into different large‐scale models since the 1960s. The philosophies and programs of three major intermediary organizations—the Local Initiatives Support Corporation, The Enterprise Foundation, and the Neighborhood Reinvestment Corporation—are considered. The article concludes by recognizing the contributions of intermediaries while raising issues with their accountability and future direction.     

Exploring the Role of Nonprofits in Public Service Provision: Moving from Coproduction to Cogovernance

This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park‐supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government‐nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross‐sector solutions to complex social problems.     

Intermediary roles in regulatory programs: Toward a role‐based framework

This paper develops a role‐based framework of intermediaries in regulatory programs. In examining the types of roles that organizations adopt in regulation and governance, we argue that roles have important implications for understanding organizational and program level dynamism and outcomes. We use the Regulator–Intermediary–rule‐Taker framework to describe how organizational roles can be adopted through assignment, appropriation, or promotion. We then go deeper into how intermediaries adopt a variety of different roles in key regulatory programs. We examine generic intermediary roles across programs that involve four main groups of activities: creating and/or organizing, coordinating between programs, supporting implementation, and voicing an opinion. All in all, our role‐based framework allows for a novel relational way to understand interorganizational and institutional dynamism in complex, interactive, and ever‐changing regulatory regimes.     

More than bricks and sticks: Five components of community development corporation capacity

Abstract

Community development researchers, practitioners, and funders have recently begun to emphasize the need for community development corporations (CDCs) to build capacity. However, the practice of using the term capacity without carefully defining it allows for a wide range of meanings to be assigned to the term and hinders efforts to study and measure it. Capacity is often defined narrowly in terms of housing production, oversimplifying a complex concept and process.

To remedy this shortcoming, we create a framework that views capacity more broadly by dividing it into five components: resource, organizational, programmatic, network, and political. We believe that this more concrete way of thinking about capacity will be particularly useful to practitioners, funders, and policy makers. We apply our definitions to CDCs, particularly those that work with local intermediaries called community development partnerships (CDPs), in order to better understand the role of CDPs in the process of building capacity.     

Achieving Effective Collaborations to Help Communities Age Well

Effective policy responses to the ageing of the population are a priority area for government and non‐government agencies across Australia, particularly at the community level. This article focuses on the policy goal of ageing well at the local level, and more specifically, the strong principle of collaboration that underpins this goal. Too little is known about how to achieve effective collaboration in the ageing field. This article aims to address this by developing an analytical framework from the broad literature on collaborative processes, and applying this framework to data collected from interviews with stakeholders in ageing across two local communities in Queensland. While participants recognise the importance and strength of working together and provide local examples of how this has been achieved effectively, they also acknowledge the associated challenges and complexity. This all spanned the six factors of the framework: the context of ageing; the characteristics and relationships between partners; the need for adequate procedures; as well as structure and relationships aimed at building capacity; a shared sense of purpose; and access to adequate resources.     

Revitalize the Public Service,Revitalize the Middle Class

The reinventing government movement of the 1990s reshaped the public sector in significant ways. Creating a government that worked better and cost less was accomplished through streamlined federal middle management ranks and privatized service delivery, which contributed to the emergence of a “hollow state.” Workforce reductions that addressed short‐term economic realities effectively threatened the long‐term sustainability of governmental organizations and the communities they serve. A variety of forces are now ushering in a new era of hollow government, including a changing context for public work, shifting bureaucratic expectations, and reduced capacity for workforce management. The public sector and its employees represent an important contributor to the vitality of our economy and communities. Revitalizing the public sector workforce is critical for revitalizing the middle class, and both represent urgent policy priorities.     

Meeting the Challenges of Policy‐Relevant Science: Bridging Theory and Practice

Ongoing public debate about the role of science in policy making signifies the importance of advancing theory and practice in the field. Indeed, assumptions about the science–policy nexus hold direct implications for how this interface is managed. A useful lens on contemporary themes is offered by the experience of a federal environmental science program that launched an ambitious effort to enhance capacity for policy relevance while protecting a commitment to sound, impartial scientific inquiry. This was achieved by developing an explicit conceptual model and implementing corresponding strategies that addressed critical gaps in capacity for policy‐relevant research, analysis, and communication while supporting existing capacities. This article describes and evaluates the capacity‐building effort from the dual perspectives of deepening an understanding of successful practice in the field and advancing a conceptual understanding of the science–policy nexus. It illustrates the challenges facing practitioners and the need for greater interaction between theory and practice.     

Internationalized Policy Environments and Policy Network Analysis

The importance of horizontal coordinating governance arrangements in the internationalized policy domains that occur more frequently in the present globalizing era justifies building further on middle-level theories that draw on the policy community/policy network concepts. This reconceptualization, however, requires an explicit integration of policy paradigms and political ideas into policy community theory and careful attention to the differential impact of varying governance patterns in internationalized policy domains. This article pursues these objectives beginning with a review of existing literature on policy communities and policy networks. Next, drawing on recent research on policy paradigms and political ideas, it suggests how policy community concepts might be adapted for the study of policy change. Four types of internationalized policy environments are then identified and their implications for policy communities and policy networks are assessed. The article concludes by introducing the concept of policy community mediators and discussing how they might shape the relationships among multiple policy communities.     

Capacity building for policy management through twinning: lessons from a Dutch–Namibian case

Three previous articles of Public Administration and Development carried a debate on the contribution of twinning to capacity building in developing countries. Evidence was adduced to show that twinning could be a reliable vehicle for building and sustaining relevant capacity. On the other hand, some other sources contend that twinning is more of a metaphor than an actual strategy for building capacity. As an actual strategy it may be costly and unsustainable. These cases were part of Swedish, Norwegian and Canadian aid programmes. This article adds insights from a project which was instituted at the instance of the government of Namibia with a Dutch development institution. The focus is in‐country training in policy management for senior public officials and is complemented by off‐the‐job training and programmed visits by both northern and southern partners. The project has four 20‐month cycles and is currently into its second cycle as plans for the third cycle are being finalised. It is generally regarded as successful although this article takes a critical look at the potential of this project to fulfil its original mission of building two types of institutional capacities: high‐quality policy managers within the government and the capacity for policy management training at the country's only national university. It highlights the importance of demand‐drivenness, ownership and partnership, effective integration of theory with practice, mutual respect among partners without jeopardising quality. It also suggests possible strategies for tackling some of the emerging problems. Copyright © 2002 John Wiley & Sons, Ltd.     

Rapid knowledge: ‘Bridging research and policy’ at the Overseas Development Institute

Numerous organizations advocate the need to ‘bridge research and policy’. Philanthropic foundations, national social science funding regimes and international organizations have sought to improve knowledge utilization. Similarly, research consumers such as NGOs and government departments complain of research irrelevance for policy purposes. The concern of this article is with ‘evidence informed policy’ within the field of international development in which the Overseas Development Institute (ODI), a London‐based think tank, forms the case study. Most think tanks are driven by the need to influence immediate political agendas but ODI has also developed organizational strategies of policy entrepreneurship that extend to longer term influence through creating human capital, building networks and engaging policy communities. Copyright © 2009 John Wiley & Sons, Ltd.     

Policy Entrepreneurs,Issue Experts,and Water Rights Policy Change in Colorado

Policy entrepreneurs can influence policy changes and decisions. These people invest their time, knowledge, and skills into promoting policies with which they agree. This paper investigates the influence that entrepreneurs had in the case of recreational water rights policy in Colorado to build a model of policy entrepreneurship. Almost 20 Colorado communities have constructed white‐water kayak courses to boost their local economies. In twelve of these communities, construction was followed by community pursuit of a new form of water right—the recreational in‐channel diversion. This case study is relevant to many areas of environmental policy and management where policies are transitioning from traditional consumptive uses of the resource to nonconsumptive uses. This policy change was not a given in Colorado communities, with recreational water rights requiring significant investments of community resources. These research findings conclude that policy entrepreneurs were influential to policy change, but the most important actors were expert entrepreneurs who hold expertise in water resource matters.     

The emergence of stable racially and ethnically diverse urban communities: A case study of nine U.S. cities

Abstract

We examine the characteristics of 14 stable racially and ethnically diverse urban communities in 9 U.S. cities and point to policies that could strengthen these communities and encourage the growth of more diverse neighborhoods in American cities. The cities examined are Chicago; Denver; Houston; Memphis, TN; Milwaukee; New York; Oakland, CA; Philadelphia; and Seattle. University researchers and community leaders in each city collaborated on the research for this project.

We identify two types of stable diverse communities, “self‐conscious” and “laissez‐faire,” which have evolved for different reasons and with different characteristics. Stable diverse communities will not just happen, but they can be influenced by a number of policy recommendations stemming from our research. These include helping individuals and organizations take leadership roles in their communities, strengthening and enforcing fair housing and antidiscrimination laws, earmarking economic resources to encourage neighborhood diversity, and creating community safety and jobs programs.     

Collaborative Partnerships and Crime in Disorganized Communities

Collaborative partnerships can be an effective strategy for crime prevention, especially in disorganized communities. Using ordinary least squares regression with 414 American cities, this article finds that police departments with many collaborative partnerships are able to promote informal social control within their communities and capitalize on the resources available to them with the help of other groups. This contention is supported by the effects of collaborative partnerships on crime rates in disorganized communities in comparison to well‐organized communities. Thus, collaborative partnerships of public organizations with other groups may insulate disorganized communities from the effects of community disorganization on levels of crime.     

Looking for Sustainability in Not‐for‐Profit Program Delivery: An Experiment in Providing Post‐Bushfire Recovery Programs

This article examines an experiment in delivering services and programs in communities that were affected by the 2009 Victorian bushfires. Three not‐for‐profit agencies received funding to develop and deliver programs over a period of three years with the aim of achieving sustainability for the programs thus created. They were not constrained by the requirements of normal government funding, which is short term, subject to competitive tendering and targeted at specific programs and client groups. The nature of the funding allowed the three agencies to introduce innovative programs tailored to the needs of the community and with the aim of building community capacity. However the question of whether the programs are sustainable when existing funding runs out remains open.     

Not Just Steering but Weaving: Relevant Knowledge and the Craft of Building Policy Capacity and Coherence

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Theory to Practice: Policy Recommendations for Fostering Economic Development through Social Capital

Proponents of social capital theory have long argued not only that it is in the best interest of civic life to build social capital but also that social capital is vital for the economic health of communities. This has been confirmed by recent research showing that social capital, especially in its bridging form, is positively associated with job creation at the metropolitan statistical area level. At the same time, social capital is often viewed as something either inherent or absent within a community. This article takes on that assumption by presenting a policy‐based approach to developing social capital. It provides two theoretical explanations for how social capital affects economic development and identifies four lessons for economic development practitioners to use to enhance social capital. These research‐based recommendations for economic development practitioners and policy makers seek to improve the social capital and, consequently, the economic development of their community.     

Coordinating intermediaries: The prospects and limitations of professional associations in decentralized regulation

A key question in understanding regulation through independent intermediaries is the extent to which intermediary actions are either coordinated, thereby supporting consistency in regulatory application, or uncoordinated, leading to monitoring and enforcement disparities. This paper examines professional associations as one mechanism by which policy action may be coordinated in decentralized arrangements. Professional associations provide means and venues for members to interact, offer training and education that develops shared understanding of policy directives, are collective representation bodies for professional members, and may play an important role in establishing and enforcing collective standards for appropriate behavior. We examine these functions in the decentralized administration of United States organic food certification, focusing on two relevant professional associations – the Accredited Certifiers Association and the International Organic Inspectors Association. Drawing on multiple methods, including interviews and survey data, our findings indicate that professional organic certification associations provide valuable education and training, disseminate information, and facilitate knowledge sharing among administrative entities and with regulatory authorities. We conclude with a discussion of the prospects and limitations of professional associations for third‐party regulation, and how accounting for professional association functions can improve our understanding of regulatory intermediary coordination and conduct.     

Troubles,partnerships and possibilities: a study of the Making Belfast Work development initiative in Northern Ireland

This article examines the theory and operation of development partnerships through an analytical study of the Making Belfast Work (MBW) Initiative in Northern Ireland. This initiative of the Northern Ireland Department of the Environment contributed to the building of the current Northern Irish Peace Process. It illustrates the difficulties faced by a government in engaging in socio‐economic development in one of the world's most difficult policy environments. The history of the MBW initiative also provides insight into the interaction of two contending models for organizing European Society, namely ‘Regulated Capitalism’ and ‘Neoliberalism’ and the relationship of these models to partnership theory. This study argues that motivations for the development of partnerships in Belfast defy easy theoretical classification; yet empirical evidence suggests that a twin‐track approach—one from above, the European Union; and one from below, of indigenous policy evolution—have together through policy diffusion made MBW a leading pioneer in partnership theory and practice. The article discusses the literature on partnership within New Public Administration outlining ideas on various classifications of partnerships operative in the public sector. Particular attention is paid to how partnerships of societal actors and government can effectively involve the local community through community development approaches. Copyright © 2001 John Wiley & Sons, Ltd.     

One‐way,Two‐way,or Dead‐end Street: British Influence on the Study of Public Administration in America Since 1945

What intellectual influence, if any, have British public administration scholars had on their American counterparts since World War II? In this article, the author briefly reviews the major areas of theory and research in the British study of publication administration, further identifying important contributions by British scholars in the areas of modernist‐empiricism, the new public management, regulation, policy networks and governance, and interpretive theory. Although there is a discernible American influence on British public administration, there is little British impact on U.S. public administration; nowadays it is a one‐way street. Increasingly, British scholars are involved in a growing community of European public administration scholars with whom they share active, two‐way connections. Recent European developments suggest that American and European public administration academics are growing further apart. Due to the immense strength of modernist‐empiricism throughout American universities, plus the interpretive turn to a European epistemology of “blurred genres,” these twin, traditionally self‐referential, communities seem to be parting company with an attendant danger that future intellectual engagement may be a dead end.