The link between community development practice and theory: intuitive or irrelevant? A case study of New Britain, Connecticut

摘要

In planning practice it is common to argue, discuss and bargain before creating a plan that most stakeholders can endorse. But what happens when the distrust between civic leaders and residents is so intense that there can be no common ground? Does planning theory intuitively guide our practice or does the gap between theory and practice make the former irrelevant to community development and planning professionals? Within the context of planning theories and principles, this paper offers a description of the setting, the planning concerns, and the process and evaluates a consultant planning firm's actions with respect to the revitalization of the Broad Street Business District in New Britain, Connecticut. It concludes with lessons for other planners and community development professionals involved in planning projects that take place in a climate of hostility and value conflicts.