Once neighborhood associations have created a basic organization, or often even before that, conversations tend to revolve around a project or long-term initiative that participants believe is needed. Many times members are reluctant to choose one activity over another, preferring not to irritate anyone by selecting something other than their first choice.
But for most neighborhood associations, choosing some
priorities over others is essential.
Leaders and members do not have infinite time and energy for working on
neighborhood initiatives, and many ideas will require at least some money and
the cooperation of governments or resident businesses.
Even if talent, time, and money are no problem, it can be advantageous to limit the number of different activities. Too many choices may leave new members befuddled about how they plug in, and make it progressively more difficult to orient members about the substance of the organization.
In short, you need a balance of excitement and manageability. Excitement demands that you choose enough
activities, while manageability requires some limits on how many neighborhood projects you undertake.
We think it is quite important to limit the number of initiatives based on several factors.
1. Organizations with more active members, more donors, a well-defined committee structure, and a longer history can afford to choose more projects than a new organization in a neighborhood where many people are struggling financially or many families are overextended already.
2. Neighborhood associations where most active members have high education levels and are professionals may safely choose more complex projects, but not necessarily more projects. Often people with demanding day jobs are overly ambitious in estimating how much time people can really afford to volunteer. And they tend to underestimate how difficult it can be to complete a project if there is no full-time professional help, which is usually the case for neighborhood associations.
3. If the organization is new, and not everyone has embraced the notion of an association, it is particularly important to keep your activities and projects sharply focused and easily winnable. "Winnable" in this context means that you can achieve a noticeable improvement quickly, and that your achievement is not dependent on a multiple of other actors doing something they have not yet promised to do.
Count major social activities and festivals as
activities. For instance, if your board
gets together and decides they can handle three major activities per year, don't
decide to add a complex Maple Park Days festival as a fourth project, thinking it
somehow doesn’t count because it's for fun.
Simple social activities, however, need not be factored in. We're thinking of a potluck, informal coffee
at a coffee shop, barbecue in the alley, and such. Consider the amount of volunteer effort that
will be required to pull off your social event.
On the other hand, expand to more than one activity at a time in these circumstances:
For long-term issues, choose one particular aspect of the larger and more stubborn problem that you would like to address. For example, you might want to lobby your police department to adopt a community policing model for your particular area.
Sometimes you also may want to try to collect and publicize data when people voice a persistent feeling that something is wrong, but others doubt whether those fears are valid. For instance, you might want to do your own housing condition survey in an older neighborhood, or you might empower yourselves by looking into your own neighborhood demographics, which is now quite easy for amateurs to undertake.
Finally, you may want to review one of the previous two parts of this article (button links below), or you may want to check out one of the other pages relevant to many neighborhood organizations (photo links below the buttons). Also check out pages on this site that are relevant to your particular issues.