This chapter moves from experiences in which significant transformative changes in neighbourhood management practices were achieved, to situations where contextual conditions make it much harder to achieve such changes. No political momentum among residents in the locality created the energy for change. A planning orientation was maintained in the first case by local government planners, doing what they saw as what their profession demanded. In the second case, a charitable non-government agency (NGO) initiated a neighbourhood improvement project, which was realised by staff with backgrounds primarily in community development work, a field of activity that shares many values in common with the planning field. In the first case, citizens were not discontented with their City Council, largely accepting the services delivered to them as part of the flow of ‘normal life’, though they were very concerned about their neighbourhood environments. In the second case, any formal government activity was experienced as remote and inaccessible, associated with a history of a repressive and racially discriminatory regime. Although the case spans the collapse of this regime and its replacement by a democratic one, people still associated ‘government’ with their past difficulties.
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- Managing Neighbourhood Change
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- Chapter 5