Building Strong Community Partnerships to Improve the Health of a Low-Income Neighborhood

2020 ◽  
Vol 120 (9) ◽  
pp. A65
Author(s):  
M. McInerney ◽  
Y. Peterson
1991 ◽  
Vol 13 (3) ◽  
pp. 13-14
Author(s):  
Ronald Register

In 1990, the Ford Foundation launched the Neighborhood and Family Initiative Project (NFI) in four U.S. cities. A low-income neighborhood in each of the four cities is the target for the initiative, which is administered through a local community foundation in each city. The initiative relies on neighborhood leadership to develop strategic plans which reflect the goals and aspirations of neighborhood residents and institutions. A collaborative, or committee, composed of neighborhood leaders and key representatives from the public and private sectors is charged with overseeing the planning process.


Author(s):  
James Nugent

This chapter explores the difficulties of attempting to bring the different moments of the production process together in a deindustrialized low-income neighborhood in Toronto's inner suburbs. Here, a resident organization backed by the Communication, Energy, and Paperworkers Union (now UNIFOR), the Steelworkers, and the local labor council sought revitalization through green manufacturing, rather than a future of gentrification and big-box retail employment envisioned by developers and the city. The chapter then traces the evolution of the campaign from a focus on industrial heritage preservation to green jobs, and ultimately a broader antipoverty campaign that incorporated gender, race, and ecology. Although the campaign failed to attract a private-sector firm to invest in the site, the coalition managed to overcome some of the dilemmas that labor has faced in similar site fights in the city.


Author(s):  
Emily Becker ◽  
Nathan McClintock

Through a case study of a community orchard in an affordable housing neighborhood in Portland, Oregon, we examine how the involvement of an outside nonprofit organization can transform the very notion—and composition—of community. We illustrate how the internal structures and day-to-day practices of a nonprofit privileged participation by more affluent individuals from outside the neighborhood, and ultimately subsumed a grassroots initiative, transforming it in ways that reinforced dominant power relations and created a whiter space within a diverse, low-income neighborhood. We conclude by drawing attention to the growing reflexive awareness of these issues by staff, and to their subsequent commitment to making programmatic changes that have mitigated the momentum generated by nonprofits’ funding requirements and the energy of eager outside volunteers.


Author(s):  
Charlotte Wrigley-Asante ◽  
Louis Kusi Frimpong ◽  
Jane Tornuxi Amu ◽  
George Owusu ◽  
Martin Oteng-Ababio

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