By Ross J. Gittell
This e-book presents new insights into a major nationwide neighborhood improvement problem: the best way to stimulate the formation of really community-based organisations and potent citizen motion in neighborhoods that experience now not spawned those efforts spontaneously.
Using evaluate study and precise comparative learn of group improvement job in 3 different demonstration websites; Little Rock, New Orleans and Palm seashore county, the authors establish key parts of establishing social capital which strongly have an effect on group improvement.
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Extra resources for Community Organizing: Building Social Capital as a Development Strategy
At the same time, even residents whose top-priority neighborhood issue was not housing could readily appreciate its usefulness as a way to establish a reputation that would help them move on to address other pressing issues. Given the field's recent experience, the initial two-year program timetable—moving from selection o f an initial group o f resident volunteers to development projects well on their way to completion— was very optimistic; meeting this goal essentially required that everything go according to plan.
This context makes it quite difficult to build strong bonds among residents and to build new bridges to the support community. For Putnam, the most successful local organizations represent indigenous participatory initiatives in relatively cohesive local communities, not those that are implanted from the outside and in neighborhoods with long histories of racial and social division—as was the case with the L I S C demonstration sites. Putnam is pessimistic about the possibility o f establishing social capital where it does not already exist and where conditions are unfavorable, as is the case in the targeted neighborhoods and many o f America's inner cities.
The foundation o f the model is that the interaction among program and organization design and implementation attributes, external agents and intermediaries, and local contextual elements yields a set o f intermediate outcomes that can eventually lead to more substantial outputs and sustainable community development. The conceptual scheme is not meant to be static or linear; instead, it is intended to help convey the highly dynamic and interactive nature o f community development. 17 Objectives and Intermediate Outcomes The model posits that the long-term objective of any community development effort is to produce results that are tangible and sustainable.