Skip Navigation


Community Development Journal Advance Access originally published online on September 5, 2006
Community Development Journal 2006 41(4):506-520; doi:10.1093/cdj/bsl031
This Article
Right arrow Full Text
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
41/4/506    most recent
bsl031v1
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to My Personal Archive
Right arrow Download to citation manager
Right arrowRequest Permissions
Google Scholar
Right arrow Articles by Shannon, P.
Right arrow Articles by Walker, P.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us  
What's this?

© Oxford University Press and Community Development Journal. 2006 All rights reserved. For Permissions, please email: journals.permissions@oxfordjournals.org

Community development and control in a state-local partnership in Aotearoa New Zealand

Pat Shannon and Peter Walker

Address for correspondence: email: pat.shannon{at}otago.ac.nz

This paper is a case study of an attempt, using community development methods, by local members of a state-local partnership to gain more governance control in the face of central government dominance. The process highlighted in this case study was a community visioning exercise that built on existing networks at a local level to develop the higher degree of active community involvement required to achieve more autonomy to meet felt community needs throughout the local district.

The resources activated through the community development process enabled the partnership to successfully challenge central government dominance and develop local initiatives. It also raised issues around the autonomous development of mana whenua (the indigenous people of that place) initiatives and those of outlying rural communities. The overall conclusion is one that supports a strategic approach to local empowerment through the community development processes of enhancing local interactive multi-stakeholder networks and using leverage to negotiate change, in this case, by exploiting seemingly endemic structural weaknesses of the central government.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us    What's this?




Disclaimer: Please note that abstracts for content published before 1996 were created through digital scanning and may therefore not exactly replicate the text of the original print issues. All efforts have been made to ensure accuracy, but the Publisher will not be held responsible for any remaining inaccuracies. If you require any further clarification, please contact our Customer Services Department.