This thesis explores the role and meaning of community in the community land trust (CLT) model, and uses a single embedded case study to examine the mission, organizational structure, and governance model of Newtown CDC, a CLT based in Phoenix, Arizona. The thesis seeks to answer the questions, “What does community participation and empowerment mean to Newtown CDC”, and “how does the organization satisfy the competing needs of community participation and affordable housing production?” Historical documents of Newtown CDC, interviews with CLT staff, board members, and national policy representatives, as well as a survey of current and former CLT residents, reveal the perceived meaning and role of community, its evolution, and successes and failures in engaging the community. The data finds that a change in political and cultural dynamics has contributed to more resources focused on developing affordable housing, and less focus on community engagement. CLTs have adapted to this change, and the role and execution of community engagement has also evolved.