Thesis (Ph. D.)--UCLA, 2007. / Vita. Includes bibliographical references (leaves 124-132).

Thesis (D. Min.)--Southwestern Baptist Theological Seminary, 1991. / Includes bibliographical references (leaves 218-222).

Thesis (M.A.)--Eastern Illinois University, 2008. / Includes bibliographical references (leaves 73-81).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1974. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 256-267).

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Thesis (M.S.H.S.A.)--Regis University, Denver, Colo., 2008. / Title from PDF title page (viewed on May 27, 2009). Includes bibliographical references.

Thesis (Ph. D. in Community Research and Action)--Vanderbilt University, Dec. 2008. / Title from title screen. Includes bibliographical references.

Thesis (Ph. D.)--Florida State University, 2005. / Advisor: Dr. Jane B. Robbins, Florida State University, College of Information. Title and description from dissertation home page (viewed Sept. 20, 2005). Document formatted into pages; contains iv, 166 pages. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1988. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 339-346).

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.