Recent policy trends have moved the principle of community involvement to the centre of the UK government's social inclusion, neighbourhood renewal and health development programmes. The challenges to managers involved in such work are addressed directly by this book. The book provides material on a key - and neglected - aspect of the government's agenda: how organisations can work effectively in communities and in partnership with local community groups. It brings together contributions on the meaning, principles and application of managing community practice. Its distinctive feature is its focus on the role and skills needed by managers if ambitious regeneration and social inclusion programmes are to work in communities. Managing community practice: provides an historical review of community practice in the UK; examines the organisational implications of managing community practice; highlights the manager's role in supporting community involvement; explores the dilemmas and conflicts; assesses the significance of networks in the context of partnerships; and stresses the importance of participative planning and evaluation. This book is essential reading for tutors and students on a wide range of undergraduate and Masters courses; operational and strategic managers in local authorities, health agencies and regeneration partnerships and senior practitioners whose work requires management support.