Live, Laugh and Play the Harrison Neighborhood Way MP 2012.pdf · 2012. 7. 17. · “LIVE, LAUGH,...

Running head: “LIVE, LAUGH, AND PLAY THE HARRISON WAY” 1

“Live, Laugh, and Play the Harrison Neighborhood Way”

A Summary Paper

Presented to

The Faculty of the Adler Graduate School

________________

In Partial Fulfillment of the Requirements for

the Degree of Master of Arts in

Adlerian Counseling and Psychotherapy

________________

By:

Teasha LaShene Reid

May 2012

“LIVE, LAUGH, AND PLAY THE HARRISON WAY” 1

Abstract

The purpose of the study is to recreate a manual that will support Harrison Neighborhood

Association in planning for a healthier and safer community. Specifically, the project determines

which documents within the manual will guide effective planning. The project takes on a single

case study approach of one neighborhood. Data was collected from a number of sources

including City of Minneapolis Data on Harrison neighborhood, research on neighborhood

planning groups, Hennepin County Records, and Harrison Neighborhood Association

documents.


“Live, Laugh, and Play the Harrison Neighborhood Way”

This project involved an update and refinement of the Harrison Neighborhood

Association Planning and Development Manual. The theory that guided this assessment was

developed by Alfred Adler (1870-1937) where he stressed the need to understand individuals

within their social context. He further maintained that within all arenas of society; home, church,

school, especially, in the community, one must consider plans from a holistic theory of

personality, both from an individual and group perspective. Adler established seven theoretical

principles; Unity of the Individual (UI), Goal Orientation (GO), Self-determination and

Uniqueness (SDU), Social Context (SC), The Feeling of Community (TFOC), Mental Health

(MH), Treatment (TMT).

Adlerians believe that Unity of the Individual is based on ones thinking, feelings,

emotions, and behaviors that can only be understood within one’s individual lifestyle and

context. Goal Orientation is premised on one’s central personality and energy derived from the

growth and progression as one is socialized throughout life. Self-determination and Uniqueness

according to Adler is where one’s fictional goal is influenced by hereditary and cultural nuances

and traditions (both kinship groups and larger group traditions). Social Context views individuals

and groups as an indivisible whole, a system, while considering the individual as part of the

larger whole. Adlerians also believe “The Feeling of Community” gives the person capacity for

learning to live in harmony with society. Adlerians further maintain that Mental Health provides

the individual with a feeling of human connectedness and willingness to develop fully and

contribute to the welfare of others. Adlerian “Treatment” provides individual psychotherapy,

brief therapy, couple therapy, and family therapy that follow parallel paths. “Clients are


encouraged to overcome their feelings of insecurity… and to redirect their striving for more

socially beneficial directions”. (Alfred, A. 2006).

Description of Project

The project makes use of a single case study approach to urban development planning

focused on urban neighborhood planning board arrangements outlined in the board manual. In

this case, the researcher used the board’s manual and criteria for exploring the best way to guide

the organization’s goals to enhance the quality of life for neighborhood residents. In this project,

a single case study approach is used to examine one planning group criteria manual for

improving life in Harrison Neighborhood. A theoretical framework is used to make

generalizations to other settings. The observer sought to determine how the board members

manual planned for residents in the neighborhood. A theory is applied to the case study approach

to make the project generalizable to other settings.

Statement of the problem

The difficulty with this urban planning board is to determine the ways policies create

goals and activities that aid in the planning for HNAs health and safety?” How might HNA

redefine in its policy manual ways to realistically align authentic goals of Harrison

Neighborhood Association with Adlerian notions of “great life tasks” such as love, family,

community and ones basic desires and goals to belong and feel significant in a

neighborhood/community?

Purpose of the study

The purpose of the study is to assist an urban neighborhood planning board to better

realign its documents in its planning manual with the city’s data and artifacts on the

neighborhood to make Harrison a healthier and safer community. To this end, the purpose of the


study is to refine the HNA manual while serving in the dual roles of Board member and graduate

student to satisfy both ends. That is, I am secretary to the Harrison Neighborhood Association

and a student researcher seeking to make change in the HNA manual, therefore, this dual role

shaped and helped to progress the project. What brought me to this point is, on one occasion I

was taking minutes at the board meeting and realized how board members are often quick to vote

“YES” on actions that sound good, or proposals that may be based on friendship bonds from the

community, but that falls short of the HNA mission and purpose. I wanted to know whether we

needed to refine the manual that guides the group, so it was important to me to include “Roberts

Rules of Order,” to hold the board accountable for actions. I am also requesting at our annual

meeting (this meeting is devoted to changing the roles and responsibilities of board members)

that a process be put in place for proposal submissions. That is, before a proposal is considered

from HNA partners, that all requests be submitted to the board prior to the each meeting.

Furthermore, that all proposals be reviewed by the board prior to the meeting, so that board

actions are based on informed decisions. This idea will be presented to and voted on by the

board and made part of the manual. To this end, the board will not be seen as a group who votes

an automatic “YES” to HNA partners who may live, work or own property in the Harrison

community. This addition to the manual will also afford the HNA board the much needed

“image” to the community and other non-profits, that the HNA board holds open, informed, and

extensive discussions surrounding a issue before taking action.

Significance of the Study

This study focused on the board manual that guides urban planning. Specifically, the

board’s desire is to bring together the neighborhood into a unified whole that provides sentiments

of love, social interest and togetherness, and feelings of belonging. Furthermore, the board must


create a manual that guides their understanding of individuals and groups within their social

context in order to plan for a wholesome neighborhood. In this case, the goal is to assist the

Harrison Neighborhood Association Planning Board in connecting and strengthening its

manual/criteria in such a way that it more closely mirrors and satisfies the needs of its residents.

The researcher is faced with helping the organization to realize their goals and activities in a

more unified fashion, safe and healthy community. That is, the board sought to develop a closer

knit neighborhood by establishing criteria that leads to feelings of togetherness, belonging, and

significance to the community.

Literature Review

This literature review covers information related to urban community board planning

boards and their manuals. The project follows the LISC Planning handbook for community

board planning and board manuals. Specifically, LISC partners with neighborhood groups to

improve “quality of life” plans. LISC gives eight strategies for community planning boards to

reach healthier and safer neighborhoods. Strategies taken by LISC and followed in this project

are to include in HNAs planning manual the following:

Expand access to parks and open space by improving facilities and creating a large new

park.

Make high-quality education for youth and adults the cornerstone of planning

Create a safe and peaceful community through violence prevention, gang intervention

and increased resources for youth and families

Foster healthier families by improving and expanding health and social services for all

residents, regardless of age, income or immigration status.

Improve the business district and create new mixed-use developments


Attract sustainable, environmentally friendly industry and expand economic

opportunities for local workers

Maintain the neighborhood attractive and affordable housing and create new housing to

meet changing needs.

Create and expand arts opportunities for youth and families.

This project incorporated documents suggested by LISC that would structure the Harrison

board’s strategies. (City of Chicago: publication of LISC/Chicago’s New Communities Program,

2003)

Literature on community planning board manual’s use project oriented reports as

opposed to full blown academic research designs. The reports maintain that when working with

non-profit organizations in community settings the creation of effective manuals are critical.

Elizabeth Bolton and the Department of Family, Youth and Community Sciences (2009)

maintain that there are essential elements or specific criteria relative to projects that must go into

planning manuals and guide planning. That is, according to these project developers, a

description of the manual’s documents can be an 1) organizational chart, 2) listing of the offices,

their functions, 3) how they are elected or appointed, 4) length of service and qualifications, and

5) specific duties associated with each office must be placed in the manual to guide planning. For

instance, there needs to be a sense of the history of the organization, a strategic framework with

mission, vision, and objectives, board policies, minutes for the past year’s board meetings,

financial statements, legal documents, staff names, among other important documents that guide

the board. Documents collected will depend on the community context, resident needs, and

likes.


Several community board projects maintain that there are particular documents that

should be placed in board manuals in order to effectively guide the organization. These projects

note that regardless of the type of planning board there must include in its manual particular

items to guide planning. For instance, the sidewalk café manual highlighted New York City

statues and board planning for sidewalk cafes. The manual states clearly that in order for cafes to

be approved, they must adhere to the following: 1) remind them of City-wide procedures for

applying for a cafe license 2) remind them of City-wide regulations on cafe construction and

operation; and 3)inform them of the Board's criteria for approving cafe applications. However,

because this manual is not an official statement of City regulations, applicants should consult the

relevant laws and regulations, and 4) and City agencies for definitive, current regulatory

interpretations (Community Board 7/Manhattan Manual for Sidewalk Café Applicants, 2011).

Another project on developing a strong board and manual focused on the importance of

strengthening policies and documents in order to chart the path for nonprofit manuals. Several

important questions were posed in the article in order to chart the course for board planning and

manual. For instance, is the board prepared and informed enough to make good decisions? Are

the correct people serving on the board? Why is Board Leadership and Development important

to the success of nonprofits? It further argued that Boards are the driving force in the planning of

the future for nonprofits. That is, they are responsible for driving the mission and vision of the

organization; board members need to hold themselves accountable for their performance when

doing the work of the organization. These writers further maintain that an effective board can

provide a foundation for the mission of the organization and a framework of expectations that

make it possible for the management, staff, and volunteers to focus upon the day-to-day tasks of

making that mission a reality (Condon, 2009).


Literature on community boards and their manuals target the importance of strategic

planning. In a blog on strategic planning the writers maintain that there are three methods which

are used by community boards for developing strategies for the future. According to these

writers, strategies tell "how to get there." There are three approaches to planning revealed: 1)

Goal Approach 2) Critical Issues Approach 3) Scenario Approach. The Goal Approach is where

the Board has approved vision and mission statements, development and prioritization of goals

becomes the next challenge. This approach is one that identifies an end to which the organization

aspires, what is hoped to be achieved. According to this blog, Critical Issues Approach is the

result of the environmental assessment which is a list of critical issues. The blog highlights the

Scenario Approach which requires the development of several pictures (scenarios) of what the

agency might be in need of for two or more years. This project stated that scenarios should be

evaluated in terms of the agency’s vision and mission, community needs and financial feasibility,

and should identify the advantages and disadvantages of each scenario and select one, and

determine if the scenario is feasible, then translate it into a strategic plan. (Challenging Children

Conference, 2012)

The writer maintains that documentation of the Strategic Plan decisions must be made

through preparation of the strategic plan, focusing on goals, strategies and objectives, the

Strategic Planning Committee assigns responsibility for achieving these objectives, specifies the

timetable by which each is to be accomplished and determines what resources are required to

accomplish each objective. (Barry, B.1991).

According to McNamara and the blog for-profits and non-profits, contents of board

policies manuals may differ somewhat among different organizations, depending on the needs

and nature of the organization. But, regardless of the content, manuals should be provided to


each board member. “This manual greatly helps to orient and train new Board members, and

ensure efficient organization and access to these materials”. (McNamara, C. 2012). The items are

certainly not required for all manuals, but provide handy reference for consideration by each

organization about what to include in their manuals. There were a number of boards and manuals

described and responded in recent blogs. For instance the Sooner Start/Interagency Coordinating

Council for Early Childhood Intervention (ICC). The Sooner Start programs are both models of

interagency coordination for the delivery of services to infants and toddlers, from birth to age

three, who have disabilities, and their families. The State Department of Education is the lead

agency, with the OCCY coordinating the advisory council. The model used in Oklahoma was

recognized by the U.S. Department of Education as one of the three best programs in the nation.

(Oklahoma Commission on Children and Youth December 2006).

Another board and its manual’s contents is the Post Adjudication Review Board

Administration (PARB). Post Adjudication Review Boards review documentation of court cases

involving children who have been adjudicated as Deprived or Delinquent. The PARBs function

in an advisory capacity to district courts, making findings and recommendations regarding the

appropriateness of treatment and service plans, permanency planning, and services provided to

the child and family. The Child Death Review Board is a multidisciplinary board responsible for

reviewing the deaths of children in Oklahoma and providing statistical data and systems

evaluation information to develop recommendations for the improvement of policies, procedures,

and practices within and among agencies that protect and serve children. (Oklahoma

Commission on Children and Youth December 2006).


Methodology

The researcher used a case study research approach in collecting documents to realign the

board manual. This approached required the researcher to collect documents from City of

Minneapolis data on Harrison Neighborhood. This information was collected from the internet.

The board documents were collected from the Director of the Harrison Neighborhood

Association and board members. Research on urban board planning was collected from the

internet and library. Artifacts were gathered from City of Minneapolis, LISC/Chicago’s New

Committees Program Planning Manual (2003) which served as the framework for this project.

Design of the project

The project design was a single case study of one neighborhood planning board’s manual.

City of Minneapolis, LISC/Chicago’s New Committees Program Planning Manual (2003) served

as the framework for the project. That is, since LISC is in partnership with HNA, and it has a

proven record for neighborhood planning, it was selected to serve as the project framework.

Also, LISC inclusion of documents mirrored those illuminated throughout the research for

effective neighborhood planning. Some of the early criticism of the single case study as a

research methodology was that it was unscientific in nature, and replication was not possible.

Denzin & Y. S. Lincoln (Eds.), Handbook of Qualitative Research (2000) maintains that

incorporating a theoretical framework into a single case helps to generalize to other situations.

But, according to case study research (Yin, 1994) a single case study project will include project

objectives, case study issues, and presentations about the topic under study. This is a single case

study design that used field procedures that required HNA representatives to make available all

documents and artifacts pertaining to the HNA board. The questions that guided the study were:


What documents must be included to guide planning in order to make Harrison a stronger

and healthier neighborhood?

What policies are needed?

What documents are needed?

What criteria will I use to collect documents for inclusion in the manual?

What patterns are revealed from historical inventory records?

What replacement and enhancement of documents are needed?

What managerial issues arise from documents placed in manual?

What additional resources will be needed now and in the future for board consideration?

How do the board members view the availability of information in the manual?

How will the board balance the need for technology changes with the need to continue

routine tasks?

How does the board plan to meet current demand for service while preparing for strategic

long term goals?

In terms of design for case studies, (Yin 1994) presented three conditions for the design;

a) the type of research question posed, b) the extent of control an investigator has over actual

behavioral events, and c) the degree of focus on contemporary events.

No single source has a complete advantage over others; rather, they might be complementary and

could be used in tandem. Thus a case study should use as many sources as are relevant to the

study. Table 1 indicates the strengths and weaknesses of each type of document:


Table 1

Types of Evidence

Source of

Evidence

Strengths Weaknesses

Documentation stable - repeated review of documents to

be included

active participant – HNA board member

prior to initiation of case study

exact - names and bios (see board manual)

broad coverage - extended time span

retrieve ability - difficult

biased selectivity

reporting bias - reflects author

bias

access - may be blocked

Archival Records stable - repeated review

precise and quantitative

access - may be blocked

privacy might did not inhibit

access

Direct Observation reality – observation of events in

neighborhood in real time

contextual - covers event context

time-consuming

selectivity - might miss facts

reflexivity - observer's presence

might cause change

cost - observers need time

Participant

Observation

reality – observation of events in

neighborhood in real time

insightful into interpersonal behavior

time-consuming

selectivity - might miss facts

reflexivity - observer's presence

might cause change

bias due to investigator's actions

Physical Artifacts insightful into cultural features

insightful into technical operations

Selectivity

availability

Archival records were collected since they include, maps, charts, lists of names, survey

data, and even personal records such as diaries. The investigator must be meticulous in

determining the origin of the records and their accuracy (Yin, 1994).

The study involved participant or active participant observation as a unique mode of

observation in which the researcher actually participated in the events being studied, board

meetings, committee meetings, etc. While the information may not be available in any other way,

the drawbacks should be carefully considered by the researcher. Physical artifacts are any


physical evidence that might be gathered during a site visit. That might include art works,

notebooks, computer output, and other such physical evidence (Yin, 1994).

These techniques could be used in studies of neighborhoods or organizations. The main

concern is the potential bias of the researcher as an active participant.

Project development

The researcher collected documents pertaining to Harrison Neighborhood and placed

particular documents in the board manual. Some documents were eliminated. Ultimately, the

researcher decided documents to be included in the manual.

Target population

The HNA board and manual served as the focus of the project and target population. The

strategy was to develop a manual (i.e., add/delete documents, rewrite/revise documents) to serve

the needs of the neighborhood. The manual will serve the board as they plan neighborhood

activities.

Conclusion

The project revealed that City of Minneapolis documents were poorly written and

communicated negative messages about groups in Harrison, e.g., “seedy, undesirables,”“The

Negros.” I question whether City of Minneapolis should add to their documentation a newer

version of several of their documents to reflect present day language and messages respectful of

Harrison residents and all residents throughout the city. After careful review of the project and

roles and responsibilities of the Secretary, I better understand my role as a board member and

secretary to the board. I learned about my additional responsibilities as secretary to the board

such as getting to know and report back to the group the businesses in Harrison Neighborhood. I

also learned about the role that city and state officials’ play in the development of the


community. That is, city and state officials oftentimes are called upon by community boards to

justify their stand on issues related to the neighborhood. Yet, oftentimes there is an unequal

distribution of funds between neighborhoods. Also, it was revealed that communication

strategies need to be frequently updated so that residents are consistently informed on

neighborhood matters. In addition, community boards must formulate committees to educate

residents about diversity; neighborhood boards need strong policies to guide the board so that

strong leadership emerges; stakeholders such as businesses, foundations, grants, universities, and

other community funding agencies throughout the area is important to creating a healthy and safe

community. Therefore, it was critically important to my thinking that residents be provided a

resource guide on the neighborhood.

Limitations/Suggestions for Future Projects

Limitations of this project are the project focused on one small neighborhood planning

group and its criteria, i.e., mission, goals, activities. Perhaps, a comparison to other

neighborhoods throughout the city might reveal a truer picture of the overall community in terms

of funding, crime prevention, housing opportunities, mental and social wellness and the like.

Future projects should compare neighborhoods throughout the city to determine the have and

have nots throughout the city and how city leaders respond to the needs of each neighborhood.


Harrison Neighborhood 1935

City of Minneapolis Profiles

“NEGRO SECTION”, “SLUM” (Largest in City)


Harrison Neighborhood 2012

City of Minneapolis Profiles


Reference List

Adler, A. (2006). Education for prevention. H. T. Stein (Ed.), G. L. Liebenau (Trans.).

Bellingham, WA: Classical Adlerian Translation Project.

Barry, B. (1991). Strategic planning workbook for nonprofit organizations, St. Paul, MN:

Amherst H. Wilder Foundation.

Bolton, E. (2009). Working with nonprofit organizations in community settings: Governance,

board officer descriptions. Gainesville, FL: University of Florida Department of Family,

Youth and Community Sciences.

City of Minneapolis: Minneapolis Neighborhood Profiles, Harrison Neighborhood, 2006

(Minneapolis GIS Files).

Condon, D., & Bingham, K. (2009). The perfect nonprofit: A holistic, balanced approach to non-

profit management. West Haven, CT: Diversified Nonprofit Services LLC.

Denzin & Y. S. Lincoln (2000). Handbook of qualitative research. Thousand Oaks, CA: Sage.

Granpeesheh, D. (2012, March). Challenging Children, Symposium conducted at the meeting of

Challenging Children Conference, Johannesburg, South Africa.

McNamara, C. (2012). Two basic types of organization: For profit (business) and nonprofit.

Retrieved from http://managementhelp.org/organizations/types.htm

New York City. (2011). Community board 7/Manhattan manual for sidewalk café applicants,

2011 (CB7 Sidewalk Café Manual)

Pollock, L., & Patrick B. (2003). Planning handbook. Chicago IL: LISC/Chicago’s New

Communities Program

State of Oklahoma: Oklahoma Commission on Children and Youth December 2006 (Executive

Order 2006-4 issued January 27, 2006; Oklahoma State Statutes Title 70, 1989 §13-121


et seq., The Oklahoma Early Intervention Act, Public Law 99-457, as amended by the

Individuals with Disabilities Education Improvement Act of 2004, Public Law 108-446.

Yin, R. (1994). Case study research: Design and methods (2nd

ed.). Thousand Oaks, CA: Sage

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