Wendy Greathouse, Moderator
Helen Tomic, Resource Delegate

Workgroup Members:
Claudia J. Coleman, Sharron L. Connor, Mary Craddock, Virginia M. Koehler and Renee Maciag

Having defined neighborhood organization as "that structure which defines and shapes both the physical neighborhood and the neighborhood community", we turn our attention to the specific neighborhoods within Akron. The boundaries of Akron’s neighborhoods are nebulous at best, with specific neighborhood monikers connoting wholly separate areas to different residents. Because of this confusion, the Akron Public School System cluster within which they lie has defined neighborhoods here. (See attached map.) This appropriate grouping system allows for discussion about neighborhood concerns which affect the specific Cluster in general, while also allowing each neighborhood to be further subdivided into neighborhoods surrounding the elementary schools within each Cluster. As Akron strives to maintain a healthy community well into the 21^st century, the public school system will continue to figure prominently in the image to which a neighborhood clings.

Neighborhood organization is affected by many factors, not the least of which are the assets a given neighborhood can boast. Assets are as prominent as the school system, and as quietly present as a Block Club. When the assets within that neighborhood meet a neighborhood’s needs, residents have the best that the neighborhood can offer.

In an attempt to address the needs of Akron’s neighborhoods, and to strengthen neighborhood organization in a positive manner, the following goals and implementation suggestions have been set forth.

1. Akron’s neighborhoods must obtain and retain the following essential services within the perimeter of each specific neighborhood. These services include, but are not limited to: groceries, including fresh produce; pharmacy; schools; fuel for transportation; public transportation; parks; health care; information centers; child care; community centers; accessible housing for seniors and disabled; community policing; and recreation.
2. In a technologically advanced civilization, Akron must retain and maintain services that emphasize concern for the individual. Technology cannot be allowed to substitute ease of use for depth of service. To this end, the following suggestions have been made-
1. Implementation and maintenance of neighborhood information stations which are staffed by those having the ability to coordinate a neighborhood’s assets to solve daily concerns.
2. Realization that as efficient as centralization is, it is the neighborhood which roots people in Akron, and decentralization, and "humanization" of technology will best serve Akron’s residents.
3. The City of Akron must be aware of assets and needs within each neighborhood. In order for Akron to functionally serve its residents, city leaders must help neighborhood leaders to clarify specific goals. It is our recommendation that, at least biennially, neighborhoods evaluate needs and goals at a grass roots level to better assist the City of Akron in addressing concerns.
4. The City of Akron must proactively act to train residents from all neighborhoods to work in a leadership capacity, and to encourage active citizen participation, especially at a neighborhood level.
5. It is in Akron’s best interest to involve people from every neighborhood on community boards and in appointed positions. In this technologically diverse society, the ever-widening gap between the "highly educated" and those who have a different set of life skills should not be perceived as a chasm that cannot be crossed. The more diverse the input, the better the outcome.
6. Akron must redefine its concept of public schooling, realizing that it is in the best interest of the population as a whole for neighborhood school buildings to offer fundamental skills training, even vocational training, to any age student who is not college ready.
7. It is in Akron’s best interest to encourage the development of neighborhood organizations and neighborhood participation through discretionary funds—issued through council—which community leaders, lead by elected councilpersons, would distribute.
8. Community based organizations, many of which are not-for-profit organizations, should be encouraged to develop through partnerships with the city, and other successful community agencies. A mentoring program for fledgling organizations may encourage success.
9. With the certain knowledge that Akron’s senior population will increase, senior citizens should be recruited into leadership roles in Akron.
10. As the senior population expands, Akron must be proactive in seeking ways to retrofit aging housing stock to meet the physical demands of seniors so that lifelong neighborhood residents are not displaced as aging occurs.
11. Neighborhood Watch programs must be expanded, and redefined as technology evolves, so that Akron residents have a sense of security within their own homes.
12. The City of Akron’s extensive park system must reach beyond its current limits, and provide activities and space for all age ranges in all neighborhoods, including the continual updating and maintenance of playground apparatus at neighborhood schools.