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Columbia’s CCP: A Case Study

Planning Process

The specific and immediate origins of the CCP planning and application pro- cess are to be found in Columbia’s application to the U.S. Department of Housing and Urban Development (HUD) to become an Enterprise Commu- nity (February 24, 1994). Similar to CCP’s application process, application to become an Enterprise Community requires that a broad base of neighbor- hood, community, governmental, and private agencies and sectors be in- volved in determining needs and problems, potential solutions for those problems, and the respective roles of citizens, agencies, and other institutions in carrying out problem-solving activities. Initiated in early 1993, participa- tion in this planning process involved governmental agencies, social service providers, and community residents (especially youth, non-profit groups, lenders and housing providers, educators, and elected officials). This plan- ning process itself included community forums, ratification by neighborhood associations, and presentations to diverse civic and service organizations.

Columbia did not receive Enterprise community funding, yet despite this set-

back, city officials and neighborhood representatives process for it as a positive experience. Clearly, by the

hoods were ganization.

relatively well organized and CCN was a Moreover, Columbia’s city officials were

viewed the planning 1990s, most neighbor- viable overarching or- relating to neighbor-

hoods in a new way. The positive aspect of the Enterprise ning process was that it brought many new groups to the

community plan- table that should

have been dealing with each other, but participating in this planning process, and the University of South Carolina educational laboratory. Consequently,

were not. For example, as a result of representatives of the school district both recognized the potential for an they have formed a partnership that

continues to explore the school district. Likewise, or state level, city service

possibilities of collaboration between USC and the because all social services are delivered at a county providers had no more than occasional contact with

state welfare officials. Each could have benefited atic contact, especially since the majority of welfare and many lived in public housing, a city function.



clients were


system- the city

When CCP became a possibility, a planning process was again mobilized that refined and re-targeted the Enterprise community process by expanding rep- resentation, geography and the agenda (the new program areas were com- munity policing and youth services). The CCP steering committee included many of the same players as the Enterprise community steering committee (especially CCN), but also drew in a broader police and criminal justice base of participation, which complemented the new agenda. Moreover, neighbor- hood groups met regularly in the three target areas (sometimes with Chief Austin as the featured guest), to provide local input to the steering commit- tee.



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