Building Community Capacity to Engage Government: Reflections of Nonprofit Leaders on

Much intellectual effort is dedicated to examining the relationship between citizens and their government. In theory, for example, it is presumed that if government officials and citizens work collaboratively to determine and prioritize community needs, then public policies and government actions are likely to reflect the contributions and wishes of the public. As a result of such interactions and collaborative action, communities are assumed to have the capacity to engage their government to articulate concerns and solve problems. Examining these assumptions, this exploratory case study focuses on post-Katrina New Orleans to determine if rebuilding strategies that made the effort to include citizens in the process have increased community capacity. The authors consult key community organizers and the directors of leading nonprofit organizations to speak on behalf of citizens. Capitalizing on the hands-on experiences of organizational leaders and community organiz-ers, in-depth interviewing is used to learn more about these efforts and to understand the nonprofit–government relationship and its contribution to building community capacity. Case study results are discussed in relation at PENNSYLVANIA STATE UNIV on May 11, 2016aas.sagepub.comDownloaded from 750 Administration & Society 43(7) to the assumptions of Cuthill and Fein’s theory of local governance and community capacity building. The authors conclude with a discussion of the research implications and areas in need of further examination