Community Power Analysis
Primary Decision Makers and Sources of Power
In this community power analysis, the focus is on Portland, Indiana, which operates on a mayor-council. The key decision-makers in this area are responsible for budgets, determining and shaping policies, and managing community development. The primary decision-makers are educational institutions, elected officials, community organizations, law enforcement agencies, and business leaders: Community Power Analysis.
Local Business Leaders and Community Organizations
In Portland, Indiana, local business leaders wield economic, social, and expert power through their businesses, community involvement, and specialized knowledge, while community organizations hold grantmaking power, leadership roles in advocacy, and extensive networks of volunteers, donors, and partners. Businesses like Bearcreek Farms and FCC Indiana generate employment and investment capital, while the Portland Chamber of Commerce and Portland Foundation support community development. Business leaders mentor entrepreneurs, advocate for pro-business policies, and fund neighborhood improvements. On the other hand, community organizations focus on public health and well-being.
The Mayor
This is Portland’s highest executive authority. He is in charge of budget allocation and city operations. His source of power comes from legislative authority and electoral support. One of the key issues the mayor is focusing on is the revival of the economy.
One of the approaches the mayor is using is attracting new businesses, federal grants and state support. The mayor is also concerned with public safety and fighting crime (National League of Cities, 2021). This is also a significant issue that the mayor is dealing with. For this to be successful the mayor works with the Portland Police Department.
Their role is to implement community policing and secure funding for law enforcement. The third issue is housing and community development. There are concerns over the affordability of houses and property conditions.
The Mayor has come up with zoning reforms to encourage new housing development and rehabilitation of abandoned and deteriorating property. The intention is to make houses affordable and also improve living conditions.
Portland City Council Members
This is a decision-making body that is made up of elected representatives. The body has the authority to approve zoning, pass legislation, and make decisions that affect the future of the community. The power of this team comes from regulatory oversight, legislative authority, and support from constituents. This group has the power to negotiate taxes, approve funding of projects, and enforce local ordinances.
The council plays a critical role in approving business incentives which are in relation to business revitalization. They determine city investment and review zoning changes. The council is also in charge of public safety, and for that reason, they work closely with law enforcement officers and other emergency response personnel.
The council has also dealt with housing and community development by debating on policies that ensure housing assistance programs. The main aim is to ensure housing affordability.
Portland Police Department
The Portland Police Department, led by the Chief of Police, is responsible for law enforcement, public safety, and crime prevention. It derives its power from legal authority, government support, community policing, and specialized training. They have increased patrols, partnered with local organizations, and expanded community engagement (National League of Cities, 2021). They advocate for increased funding, improved emergency response systems, and youth engagement.
Jay County Commissioners
This is another team of primary decision-makers. Their role is to oversee public services, economic infrastructure, and public infrastructure in general. Their authority comes from finance control, county governance intergovernmental coordination. The team allocates funding for building bridges, upgrading utilities, and repairing infrastructure.
The commissioner is also concerned and interested in economic development. They work together with other government entities to improve workforce training and put in place tax incentives for business personalities and institutions to expand their business. Another concern for this body is the sustainability of agriculture and rural areas. Their work is to support farmers and push for environmental conservation.
Jay School Corporation Board
This primary decision-maker oversees curriculum development, education policies, and school funding. The power of this decision-maker is derived from the policy influence, federal education funding, and community involvement. Its primary priority is to improve learner achievement in education (National League of Cities, 2021). They, therefore, expand vocational training opportunities and put in place new academic programs.
Another issue of concern to this body is school safety, which they achieve by putting in place more surveillance and conducting regular safety checks and drills. They ensure the security of staff and students. Another issue they are dealing with is teacher recruitment and retention of talented staff. Since there is a teacher shortage, the body has tried to retain teachers by improving their salaries and offering opportunities for professional development, among other incentives.
Issue of Importance
The issue of importance for Portland is revitalization in downtown Portland. This is a very pressing issue that calls for coordinated efforts from the different stakeholders. Some of the reasons why this initiative is important is because there is support from the federal government, the city government initiatives and local business investments.
The City Council and the mayor have actively promoted policies that have attracted new investors for businesses. Also, the Jay County Development Corporation has played a significant role in securing funding and providing technical aid to business investors.
There are, however, hindrances to the progress caused by limited funding and insufficient grants and budget allocation. They do not meet the level of redevelopment needs. There is also the issue of resistance from the long-term residents of the city as well as the business owners. The resistance to change and the long-term residences also create a very significant challenge.
It is important to still note that there are potential allies of the initiative and these allies can play a significant role. For instance, the business personalities from the locality, the economic development agencies and the non-profit organizations (U.S. Economic Development Administration, 2022). One best example of such stakeholders is the Portland Main Street Program, which has offered marketing assistance and grants for small-scale businesses.
There are also local, national, and regional organizations that promote preservation. From the state as shown in the case, all these bodies can come together and work to improve funding, expertise, and general progress heritage is maintained while modernization efforts proceed.
SWOT Analysis
| Strengths:
o Existing partnerships between government, businesses, and nonprofit organizations. o Strong community engagement and willingness to participate in local initiatives. o A relatively low cost of living, making the area attractive for new businesses and residents. o Rich historical and cultural heritage that can be leveraged to attract tourism. o Investment from local businesses dedicated to economic development and growth. o Availability of state and federal grants for downtown improvements and infrastructure |
Weaknesses:
o Aging infrastructure requiring extensive renovations and costly improvements. o Limited access to public transportation, restricting mobility for residents and businesses. o Insufficient marketing and branding efforts to attract outside investors and businesses. o Lack of workforce diversity, which limits the availability of specialized skills needed for new industries. o Resistance to change among long-term residents and property owners. o Bureaucratic red tape and outdated zoning laws that slow development progress.
|
| Opportunities:
o Increasing interest in tourism through historic preservation and cultural events. o Expansion of public-private partnerships to attract new businesses and increase local investment. o State and federal revitalization grants that can be leveraged for economic growth. o Introduction of green and sustainable initiatives to modernize the city while reducing environmental impact. o Development of mixed-use spaces to encourage both residential and commercial growth. o Growth of the remote work economy, which could attract professionals seeking a quieter, more affordable community. |
Threats:
o Economic downturns that may reduce investment and funding opportunities. o The outmigration of young professionals to larger cities in search of better job opportunities and amenities. o Uncertainty surrounding state and federal funding for redevelopment projects in smaller communities. o Rising property values that could lead to affordability concerns and displacement of lower-income residents. o Competition from nearby cities that may offer more attractive incentives for business growth and investment. o Resistance to new development and modernization from long-term residents and local business owners. |
From the SWOT analysis table above, it is evident that if a well-balanced approach is used and the strengths and opportunities are properly capitalized, then the revitalization in Portland will be possible. At the same time, it is also important for the weaknesses and threats to be addressed. Continued community engagement, inclusive planning, and strategic investments are expected to play a key role in ensuring long-term success.
Power Relationship
The power relationship is expected to involve several stakeholders in the order as presented herein. Firstly, there is the mayor is responsible for allocating the budget and implementing policies, in addition to regulating economic development (Brueggemann, 2021). Apart from the Mayor, there is the Jay County Development Corporation, a body of stakeholders working with the mayor and city council officials to attract business personalities and investors, as well as overseeing funding.
Moreover, the Portland Main Street program, a body of stakeholders that supports businesses and historic preservation, engages with local businesses and property owners (Brueggemann, 2021). Similarly, the local business and property owners-stakeholders act as investors, with their jobs heavily dependent on economic incentives. Furthermore, there are community groups and non-profit organizations advocating for social services and collaborating with residents and advocacy groups.
Additionally, state and federal agencies provide grants, create regulations, and ensure compliance with city policies (Brueggemann, 2021). Significantly, residents and advocacy groups are also crucial stakeholders, influencing decisions through public campaigns and grassroots mobilizations, among other approaches.
References
Brueggemann, W. G. (2021). The practice of macro social work (6th ed.). Cengage Learning.
National League of Cities. (2021). Revitalizing small and mid-size downtowns: Strategies for post-pandemic recovery. https://www.nlc.org
U.S. Economic Development Administration. (2022). Economic development strategies for small communities: Best practices and case studies. https://www.eda.gov
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Question 
For this assignment, you will conduct a power analysis of a geographic or identity community using at least three out of four of the data-collection methods listed in Chapter 6 . (1-asset mapping, 2-photovoice, 3-surveys, focus groups, and interviews, and 4-secondary data).
In a Word document, include the following:
Community Power Analysis
- List the primary decision makers and their sources of power and identifies their positions on at least one issue of importance to the community.
- 1-2 pages
- For that one issue, identify driving and restraining sources and existing or potential allies and opponents.
- Develop a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to identify factors affecting change in organizations (identifying strengths and weaknesses both inside (internal) and outside (external) the organization).
- 1 page
- Include a map of the power relationships (conceptual or network) that affect this community.
- Use figures 6.3 and 6.4 from Chapter 6 in the textbook as your guide for mapping the power relationships.
- 1 page
Use the following format for your paper:
- 7 pages (including the title and reference pages)
- One-inch margins
- 12 point font
- APA style
- Cite the textbook and one other outside source
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