I am not on the board of my neighborhood group either, and my letter should make a
good counterpoint to the first one. Sheridan at this time does not have a paid staff
person, although it did in the past. We have not always had the best experience with
staff, in part because of how the position was not clearly defined, and the events of
recent memory have led us to stay an all-volunteer organization for the time being...
However, I have broached the idea of having a paid staff member as a result of a
workshop on problem properties given by Jay Clark. (I recommend any of Mr. Clark's
workshops, by the way.) It's my opinion that paid staff should not be called upon to
act with quasi-police power, as was the case in my neighborhood (staff interceding in
domestic disputes and car accidents--potentially dangerous situations for that
person). I think staff works best when given a specific area to work in--such as the
issue of problem properties--and having a written policy and procedures for resolving
these issues.
I've been involved with various neighborhood groups for years and have seen both the
advantages and disadvantages of having paid staff. Paid staff can become the point
person for the neighborhood; it can also lead to accounting headaches, confusion if
there is frequent turnover and, if the individual hired turns out to be undesireable,
the neighborhood group has to pick up the pieces. (I was involved with a newspaper in
South Mpls when that neighborhood's staff person absconded with public funds, for
example!)
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.
Kristine Harley
Sheridan Neighborhood
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