[EMAIL PROTECTED] wrote:
> I think it's important to keep in mind that, whether or not a neighborhood decides
>to have a paid staff person, the neighborhood group has an ongoing obligation to keep
>its volunteer effort strong and to keep inviting new people to get involved. One
>should never just rely on the staff person to do everything. Everyone successful
>staff person has a strong board and volunteer base backing him or her up.
I would agree and would add that before a group hires a staff person, they have to
have come to concensus first on the issue of what stage of growth their organization
is in. If it is a new organization and is in an organizing phase of its development,
then the staff should have organizing experience. If the organization in in a
maintainance phase, they might look for someone with business experience. If they are
in a phase of capital development, the staff person is a third set of skills. All
organizations go through the same growth stages, whether as small as a neighborhood
organization, or
as big as a federal government. Assessing what stage you're in, what direction you
should take at each stage, etc. is, in my experience with my neighborhood
organization, the most key issue. As I recall, we did not always assess the
situation with any kind of concensus and sometimes found that we had jumped on a
horse and gone off in all directions. The last two to three years have been a
not-at-all sterling example of how we act when we are off course.WizardMarks, Central
>
>
> Kristine Harley
> Sheridan Neighborhood
>
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