This study examines community involvement in major U.S. military base closures and realignments from 1988 to 2001. There were four waves of base closures during this time. They were in 1988, 1991, 1993, and 1995. Community involvement became an important criterion in the reuse decisions for the closed bases. The methods used in this study are the literature review, a questionnaire with analysis and three case studies. The literature review looks at the subject of community involvement in general and community involvement in connection with closed military bases. The questionnaire was sent to 107 closed bases with fifty one base representatives responding. The contents of the completed questionnaires were analyzed for community involvement both during the base closure phase and the reuse phase. There are three analyses based on community involvement plus a description of the involvement techniques used. The first analysis uses the Community Involvement Analysis. The results of this analysis were as follows. Community satisfaction depended upon the community elements. In the next analysis, the Representation Analysis, community satisfaction depended upon the amount of representation and time of representation. The regression analysis also showed that amount of representation and time of representation to be optimum. The third analysis, the Involvement Analysis uses the type and amount of community involvement, the amount of representation and the time for representation for the analysis. The results were that the best model was the type and amount of community involvement and amount of representation. In addition, participation methods employed by the base redevelopment agencies were described. Strategic planning was the overall method of community involvement used and multiple involvement methods were used in that framework. Finally, three bases were identified in the questionnaire as candidates for further study and discussed in the study. They were Naval Air Station Cecil Field in Jacksonville, Florida, Glenview Naval Air Station in Glenview, Illinois and Bayonne Military Ocean Terminal in Bayonne, New Jersey. The study of these bases provided more information on the base closure process.

This thesis argues the case of community involvement in coastal management in New Zealand. It takes as its starting point objective six of the New Zealand Coastal Policy Statement (2010). Which it is suggested, frames the issue on community involvement in specific but rather limited ways. The thesis examines the potential for community-based management in two contrasting places, namely Kaikoura and Waiheke Island. Not only are these within different Regional Council jurisdictions, but they also have different community profiles. Kaikoura is a small rural town with a strong Maori presence in coastal management. Waiheke Island is a more mono-cultural, but rapidly growing island well within wider metropolitan Auckland. Using three research questions the thesis explores existing methods of community-based management in these two places and considers the extent to which these are effective and might also give insight into how objective six could be more appropriately constructed in order to mobilise voices from our beaches.

The study examines the importance of competitive advantage and change in a dynamic environment. The purpose of the study is to explore how AAI could remain relevant and competitive in the market and examines how regularly changing its approaches to programme delivery could be used to meet needs of the community. The study also focused on the impact of AAI’s pace of change and how the pace impacted on the organization’s effectiveness and quality of programmed delivery. AAI relied on its past successful programmes to address the need of communities in many new countries. However, previously successful programmes did not prove popular when rolled in new markets. AAI programmes are suffering substantial withdrawals from beneficiaries. Beneficiaries are withdrawing from AAI programmes, complaining that the programme delivery approaches were not competitive and innovative. Many new organizations being formed are competing not just for beneficiary markets, but for financial resources (funding), skills and new ideas of delivering programmes. Traditional government type donors are being overtaken by a new crop of donors that is in favour of funding competitive and innovative organizations. Traditional aid organizations are losing market share to smaller agencies. The organizational structure of AAI appears not to support effective and efficient delivery of programmes. With no senior manager at the helm of the department, coordinating activities, sustaining competitive advantage and managing change within the programme department remained a challenge for the organization. A frastruated staff compliments exacerbated the situation. Employee turnover at the key and tactical levels resulted in the department operating without adequate staff and key personnel. This made coordination and cooperation amongst units very difficult. Various programme units operated in silos and mixed messages were sent to community resulting in the community being unhappy with AAI. Community felt that AAI did not consult with them when deciding on how to meet their needs. Community members felt that AAI was taking unilateral decisions and did not care about their feedback and the quality of the programmes delivered. This study further examines how AAI has suffered due to its inability to respond to the needs of community and its failure to adapt to the changing business environment. It reveals how innovation and adaptability is critical for retaining competitive advantage. It reveals how capabilities once built can be eroded by competition through copying. It concludes by revealing the importance of dynamic capabilities in sustaining competitive advantage as well as the need to change in response to the market. / Graduate School of Business Leadership / (M.B.A.)

The study examines the importance of competitive advantage and change in a dynamic environment. The purpose of the study is to explore how AAI could remain relevant and competitive in the market and examines how regularly changing its approaches to programme delivery could be used to meet needs of the community. The study also focused on the impact of AAI’s pace of change and how the pace impacted on the organization’s effectiveness and quality of programmed delivery. AAI relied on its past successful programmes to address the need of communities in many new countries. However, previously successful programmes did not prove popular when rolled in new markets. AAI programmes are suffering substantial withdrawals from beneficiaries. Beneficiaries are withdrawing from AAI programmes, complaining that the programme delivery approaches were not competitive and innovative. Many new organizations being formed are competing not just for beneficiary markets, but for financial resources (funding), skills and new ideas of delivering programmes. Traditional government type donors are being overtaken by a new crop of donors that is in favour of funding competitive and innovative organizations. Traditional aid organizations are losing market share to smaller agencies. The organizational structure of AAI appears not to support effective and efficient delivery of programmes. With no senior manager at the helm of the department, coordinating activities, sustaining competitive advantage and managing change within the programme department remained a challenge for the organization. A frastruated staff compliments exacerbated the situation. Employee turnover at the key and tactical levels resulted in the department operating without adequate staff and key personnel. This made coordination and cooperation amongst units very difficult. Various programme units operated in silos and mixed messages were sent to community resulting in the community being unhappy with AAI. Community felt that AAI did not consult with them when deciding on how to meet their needs. Community members felt that AAI was taking unilateral decisions and did not care about their feedback and the quality of the programmes delivered. This study further examines how AAI has suffered due to its inability to respond to the needs of community and its failure to adapt to the changing business environment. It reveals how innovation and adaptability is critical for retaining competitive advantage. It reveals how capabilities once built can be eroded by competition through copying. It concludes by revealing the importance of dynamic capabilities in sustaining competitive advantage as well as the need to change in response to the market. / Graduate School of Business Leadership / (M.B.A.)

The research undertaken compares the impact of heritage planning and management at Maldon in Victoria, with Tumbarumba in New South Wales and to a lesser extent with a number of other municipalities. Maldon and Tumbarumba are former gold mining towns of similar size and age. Maldon has been subject to rigorous planning controls following its declaration as a 'Notable Town' by the National Trust of Australia (Victoria) in the 1960s and was the forerunner for heritage planning in Australia, while Tumbarumba was later to be recognised for its heritage value and has less detailed planning controls. Maldon has been the centre of ongoing conflict for decades while Tumbarumba has been relatively free of conflict. Through research into existing documents, community consultation and use of questionnaires, this thesis sets out to look at how the conservation of heritage towns fits into the broader picture of conservation management, and examines the dynamics of conserving heritage towns. By undertaking a heritage study in the town of Tumbarumba, and looking closely at how heritage planning was implemented at Maldon, two dimensions of heritage management are examined. Firstly, the consistency in the planning process and the duration of events are compared, and secondly the extent of conflict is examined with contributing factors being isolated. Within the thesis, models are developed for analysing the conflict at Maldon, and for implementing heritage management in towns. The latter is through examining the accepted approaches to heritage management against the evidence of conflict, external control, community involvement and the presence of incentives. The thesis concludes that the dynamics of working with the community can be as important as the technical aspects of conservation.

The purpose of this study was to explore the role a school council played in encouraging community involvement in a K to 12 school located within a bedroom community. This qualitative case study included data collected from 35 semi-structured individual interviews conducted with Sunshines School Community Council (SCC) members, teachers, and community members. Augmented data collection incorporated my attendance at three SCC meetings, 11 community and school visits, and the maintenance of a personal journal during the interview process. Data results were analyzed through Putnams concept of social capital theory.<p> During the time of this study, the impact that Sunshines SCC had on community involvement in school was evolving. The SCC was new to the school community; Sunshines SCC members displayed nascent levels of trust between themselves and with community members. The SCC predominantly focused its attention on fulfilling the provincially-mandated requirement of contributing to the schools Learning Improvement Plan. Since supporting the schools centralized goals consumed much of the SCCs time and attention, the association was less able to promote traditional forms of community involvement in school.<p> Most participants perceived traditional forms of community involvement in school to positively impact the social cohesion of the school community. Parents believed there were multiple benefits associated with traditional forms of community involvement in school, including improved parent-to-parent relationships, improved school-home relationships, additional support for school curricula, and improved student performance in school. Based on social capital theory, socialization during community events generates social capital between community members, which encourages further community involvement in school. The forging of bonding, bridging, and linking social capital, through a variety of traditional means, was a fundamental component needed to create, complement, and sustain community involvement in the school.<p> The majority of SCC participants perceived that the formal components of SCC policy were misaligned with their desire to promote traditional forms of community involvement. Most participants believed that bureaucratic aspects of the SCC policy (and similar organizations) negatively affect productivity. Social capital theory supported the idea that bureaucracy deters the establishment and utilization of trust and social capital.<p> Sunshine was a bedroom community and the socialization tendencies of the community appeared to negatively influence community involvement. Convenient access to urban amenities, the influx of new community members, and a generational shift of values and lifestyles appeared to deter the creation and utilization of personal and professional stocks of social capital within the community. In contrast, the impact of child-focused events and sporting activities appeared to unite community members and positively influence the creation and utilization of social capital within the community.<p> Implications arising from this study pinpoint the importance of fostering trusting relationships not only between SCCs members but between SCCs and their communities. In order to generate higher levels of trust, and thereby strengthen the potency of social capital, Sunshines SCC members need decentralized authority to self-create local goals. The procedure of annual SCC elections also needs reviewing as an annual influx of new members to the SCC negates the sustainability of high levels of trust. On a practical level, Sunshines SCC, the school administration, and the school division need to promote SCC communication with the school community.

Transfrontier Conservation Areas (TFCAs) in southern Africa are often connected with forced resettlement, marginalization and exclusion from the decision-making process of the local community. Therefore this study investigates the level and kind of community involvement in the TFCA process in Swaziland by performing nine semi-structured interviews in five different communities. The results show that the TFCA process in Swaziland is not quite like the situation described in the rest of southern Africa. They demonstrate that although the community projects in Swaziland’s TFCAs might not be completely gender sensitive and still have to develop in terms of their sustainability, they are on the right track. Most communities are autonomous regarding the governance of their development, either through community boards or traditional structures. Additionally, it is obvious that there are a lot of ideas on and possibilities for development in the communities that need to be encouraged.

The purpose of this study was to explore the role a school council played in encouraging community involvement in a K to 12 school located within a bedroom community. This qualitative case study included data collected from 35 semi-structured individual interviews conducted with Sunshines School Community Council (SCC) members, teachers, and community members. Augmented data collection incorporated my attendance at three SCC meetings, 11 community and school visits, and the maintenance of a personal journal during the interview process. Data results were analyzed through Putnams concept of social capital theory.<p> During the time of this study, the impact that Sunshines SCC had on community involvement in school was evolving. The SCC was new to the school community; Sunshines SCC members displayed nascent levels of trust between themselves and with community members. The SCC predominantly focused its attention on fulfilling the provincially-mandated requirement of contributing to the schools Learning Improvement Plan. Since supporting the schools centralized goals consumed much of the SCCs time and attention, the association was less able to promote traditional forms of community involvement in school.<p> Most participants perceived traditional forms of community involvement in school to positively impact the social cohesion of the school community. Parents believed there were multiple benefits associated with traditional forms of community involvement in school, including improved parent-to-parent relationships, improved school-home relationships, additional support for school curricula, and improved student performance in school. Based on social capital theory, socialization during community events generates social capital between community members, which encourages further community involvement in school. The forging of bonding, bridging, and linking social capital, through a variety of traditional means, was a fundamental component needed to create, complement, and sustain community involvement in the school.<p> The majority of SCC participants perceived that the formal components of SCC policy were misaligned with their desire to promote traditional forms of community involvement. Most participants believed that bureaucratic aspects of the SCC policy (and similar organizations) negatively affect productivity. Social capital theory supported the idea that bureaucracy deters the establishment and utilization of trust and social capital.<p> Sunshine was a bedroom community and the socialization tendencies of the community appeared to negatively influence community involvement. Convenient access to urban amenities, the influx of new community members, and a generational shift of values and lifestyles appeared to deter the creation and utilization of personal and professional stocks of social capital within the community. In contrast, the impact of child-focused events and sporting activities appeared to unite community members and positively influence the creation and utilization of social capital within the community.<p> Implications arising from this study pinpoint the importance of fostering trusting relationships not only between SCCs members but between SCCs and their communities. In order to generate higher levels of trust, and thereby strengthen the potency of social capital, Sunshines SCC members need decentralized authority to self-create local goals. The procedure of annual SCC elections also needs reviewing as an annual influx of new members to the SCC negates the sustainability of high levels of trust. On a practical level, Sunshines SCC, the school administration, and the school division need to promote SCC communication with the school community.

No description available.

Since the global financial crisis of 2008-9 and the deficit reduction measures introduced by the British government from 2011, a new strategic deinstitutionalized model of community engagement has begun to emerge to address issues of social justice and environmental concern. Cloke (2011) identifies this new space of engagement as ‘rapprochement’. This research develops this concept, arguing that this organic, radical, social enterprise form of partnership offers the Established Church1 a potential means to engage in community-based social action in a postwelfare, post-regeneration age. A redistribution of power that seeks to enable agency and release enterprise, innovation and hope is at the heart of this new community-based model of partnership. These innovative enterprises are particularly evident in inner urban areas, although it is a model also appropriate for suburban and rural communities. This fresh model of partnership is a consequence of a developing nexus between rapprochement and austerity. Rapprochement emerges in what Habermas (2001 onwards) identifies as the postsecular. This acknowledges that religion, despite expectations to the contrary (Wilson 1982; Bruce 2002), continues to have a significant role in the public square. The global financial crisis and austerity measures imposed by the last two governments (2010-2015; 2015-2017) reflect a neo-liberal ideology leaving those least able to cope increasingly vulnerable and in need of support. A hermeneutic ethnographic approach accesses the experiences of leaders engaged in public, private and third sector organizations in a time of on-going austerity and considers their knowledge and understanding of partnership working. Data consists of 14 interviews and is triangulated with participant observation in two partnerships identified as examples of rapprochement. Case study helps clarify understandings of this new form of partnership. Dynamics characterizing these organic partnerships include a deep respect for hermeneutical integrity; a desire to create a sense of place, rather than space; a transformative form of hospitality and a style of leadership that enables the different stakeholders to acquire and develop a sense of agency. Innovative frameworks clarifying these dynamics include ideas of postsecularity, progressive localism, smart pluralism, and enablement. Alongside terms like personal responsibility, passion and vision, usual in partnership vocabulary, the research uncovered a more nuanced and sophisticated lexicon. This includes terms such as autonomy, brokering and process enablers. Rapprochement primarily encapsulates a person’s love for their neighbour. Those engaged in these partnerships practise a welcome engendering inclusivity, which offers a fresh theological understanding of hospitality. It also suggests a distinct theological understanding of leadership, espousing a model that draws others in, helping them to discover their gifts and constantly expanding and sharing leadership. This strategic deinstitutionalized model of partnership offers the Established Church an opportunity to join with others and to show, through praxis and community engagement, God’s bias for the poor and his longing for their enablement.