Complex community development projects: collaboration, comprehensive programs, and community coalitions in complex society

The Government Service Delivery Project: A Case Study of the Push and Pull of Central Government Coordination

“…Since the 1980s government service provision has been replaced increasingly by more flexible market based initiatives aimed at improving cost efficiency and effectiveness ratios (Considine and Lewis, 1999;Brown, Ryan and Parker, 2000). The net effect of both sets of policies as they replace or are grafted onto existing policies has been a public sector that is increasingly fragmented and confusing (Aucoin 1995;Peters and Savioe, 1996;Peters 1998;Rhodes 1998;Davis and Rhodes 2000) and a social sector that is divided and lacks cohesion (Bradshaw, 2000;Funnell 2001). From an Australian perspective, de Carvalho (1998:107) argued that neither the market nor bureaucratic modes of coordination ' … provided a lasting improvement in the social and economic welfare of nations.…”

Individual Theory of Poverty and Informal Sector: Linkages or Alternative Explanations.

“…This theory states that people, institutions, and cultures in certain areas lack the objective resources needed to generate well-being and income, and that they lack the power to claim redistribution. The final theory of poverty looks at the individual and their community as caught in a spiral of opportunity and problems, and that once problems dominate they close other opportunities and create a cumulative set of problems that make any effective response nearly impossible (Bradshaw, 2000). The cyclical explanation explicitly looks at individual situations and community resources as mutually dependent, with a faltering economy, for example, creating individuals who lack resources to participate in the economy, which makes economic survival even harder for the community since people pay fewer taxes.…”

Success Factors of Collaboration in Islamic Banks

“…For the collaboration to be developed and be maintained, organizations tend to invest financial resources, intellectual capital, and energy (Bradshaw, 2000;Mattessich & Monsey, 1992). While intending so the opportunity cost may appear as a barrier in collaboration for some organizations.…”