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From its formation, the American federal government partnered with private organizations to accomplish state goals. With little formal organizational capacity, the American state relied on the resources and credibility of private organizations. This thesis investigates the success of public-private partnerships in American state-building. By looking at alternative enforcement mechanisms, this thesis adds to theories of state-building and private power. The American experience helps us conceive a more nuanced perspective on state formation that recognizes the state’s varying tools rather than focusing solely on the development of formal organizational capacity. The questions driving this thesis are: How can public-private partnerships expand state capacity? Are there systematic differences in the outcomes and purposes of partnerships based on the branch of government – whether legislative, presidential, bureaucratic, or judicial – that mediates the partnership? My case studies examine the use of partnerships in the early state’s interactions with American Indian tribes. The cases put these general questions into more focus by examining if these partnerships expanded state capacity to dictate the terms of engagement and the content of racial orders. When these partnerships expand capacity, I explore the ways in which this state goal is accomplished. However, I remain acutely aware of the potential for partnerships to both fail to build capacity or become merely means to service a private interest.

This thesis tells the story of the Community Development Program (CDP) of the Department of Indian Affairs. The Program was initiated in Canada in the early 1960s during a time of international popularity for the community development approach, and a national sentiment that the federal government ought to do something to positively change the situation for Indian people in Canada. The Program is probably best remembered for the commotion that its young practitioners caused when they began to encourage community development on Canadian Indian Reserves. <p> The question that guides the research asks whether or not the CDP was different from previous policies of the Department of Indian Affairs. The author asserts that the CDP was novel in its organization, the problem it sought to address, and the way in which it treated Indian people. Data were gathered through interviews with former employees of the Department of Indian Affairs and through archival research into the files of the Department and its former employees.<p>The author uses the theoretical framework developed by Jurgen Habermas and adapted by John Forester to interpret both traditional Canadian policies directed towards Indian people and the Community Development Program.

This thesis tells the story of the Community Development Program (CDP) of the Department of Indian Affairs. The Program was initiated in Canada in the early 1960s during a time of international popularity for the community development approach, and a national sentiment that the federal government ought to do something to positively change the situation for Indian people in Canada. The Program is probably best remembered for the commotion that its young practitioners caused when they began to encourage community development on Canadian Indian Reserves. <p> The question that guides the research asks whether or not the CDP was different from previous policies of the Department of Indian Affairs. The author asserts that the CDP was novel in its organization, the problem it sought to address, and the way in which it treated Indian people. Data were gathered through interviews with former employees of the Department of Indian Affairs and through archival research into the files of the Department and its former employees.<p>The author uses the theoretical framework developed by Jurgen Habermas and adapted by John Forester to interpret both traditional Canadian policies directed towards Indian people and the Community Development Program.

This thesis tells the story of the Community Development Program (CDP) of the Department of Indian Affairs. The Program was initiated in Canada in the early 1960s during a time of international popularity for the community development approach, and a national sentiment that the federal government ought to do something to positively change the situation for Indian people in Canada. The Program is probably best remembered for the commotion that its young practitioners caused when they began to encourage community development on Canadian Indian Reserves. The question that guides the research asks whether or not the CDP was different from previous policies of the Department of Indian Affairs. The author asserts that the CDP was novel in its organization, the problem it sought to address, and the way in which it treated Indian people. Data were gathered through interviews with former employees of the Department of Indian Affairs and through archival research into the files of the Department and its former employees.The author uses the theoretical framework developed by Jurgen Habermas and adapted by John Forester to interpret both traditional Canadian policies directed towards Indian people and the Community Development Program.

The first volume and issue of Wassaja, formerly known as the War Whoop. The issue focuses on the Indian Bureau economy.

The issue focuses on the repression of the Indian by the Indian Bureau and correspondence.

The issue focuses on challenges with the Indian Bureau.