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Corporate Philanthropy and Inner-City Social Action Groups: Can Partnership Policies Succeed?
Abstract
The current shift in public policy away from federal intervention in
social problems raises the issue of whether inner-city social action
groups can form viable partnerships with US businesses to offset the
reduction in public funding. The issue of partnership policies is
examined based on a 2.5-year case study of the Oakland, Calif, Ur
forestry program. The success of the business-social action group
linkage in Oakland appears to be based on active voluntary &
citizen participation, the nearly uniform acceptance of Ur forestry
precepts, & some situational aspects. It is believed that this
success indicates the possibility of similar linkage in other
communities & in related areas, eg, health care delivery systems,
where there is a broad consensus on program goals & an absence of
disruptive means. 1 Table, 19 References. HA.
Journal
(April-June 1983)
vol12
no2
pages46-58
Categories
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Citizen/Political Nonprofits
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Citizen Participation and Involvement
