A Neighborhood Finds Itself

By Julia Abrahamson | Go to book overview

CHAPTER 10
Marshaling Resources

INFORMING AND INVOLVING PEOPLE

The most valuable of the assets of Hyde Park-Kenwood were its human resources -- its 72,000 people, many of whom were rich in knowledge, skills, talent, and energy. If conference goals for the community were to be attained, money would be needed, of course, but the people would have to do the job. Success or failure, therefore, would depend primarily on the extent to which the people of the area could be interested and involved.

The need for their involvement was evident. Their daily actions as individuals-what they did about their own homes, what they said to their neighbors-would contribute either to improvement or decline. The state of their morale-their pessimism or optimism -would determine whether or not they remained in the area. The effectiveness of the conference with public agencies would depend on the numbers and strength it could muster. And finally, a vast reservoir of manpower, skilled and unskilled, was essential to do the tremendous amount of work that needed doing.

Conference leaders had deep faith in the ability of people to make intelligent decisions if they had the facts and a sense of direction. These were available-the facts of community change, the conference goals for the community, what should be done and

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