In our cities, economies sputter, social ties weaken, and political power fades. But everywhere, creative local leaders are fighting back, rebuilding the neighborhoods and communities. And they are succeeding by starting with what they have. In the face of diminished prospects for outside help, they are turning first of all to their neighbors and to the local citizens associations and institutions that lie at the heart of their community. Logan Square is an example of such a community.

After being labeled the deadliest beat in the city, community members took action, and in the span of a year the area went from having the highest homicide rate in the city to none at all. (2002-2003 Beat 1413).  The approach of community workers was asset-based, internally focused and relationship driven.

At Public Allies, we embrace the value of asset-based community development. In response to desperate situations, well-intended people are seeking solutions by taking one of two divergent paths. The first, which begins by focusing on a community's needs, deficiencies and problems, is still by far the most traveled, and commands the vast majority of our financial and human resources. The second path insists on beginning with a clear commitment to discovering a community's capacities and assets.

Public Allies has been aware that wherever there are effective community development efforts, those efforts are based upon an understanding, or map, of the community's assets, capacities and abilities. It is clear that even the poorest neighborhood is a place where individuals and organizations represent resources upon which to rebuild. The key to neighborhood regeneration, then, is to locate all of the available local assets, to begin connecting them with one another in ways that multiply their power and effectiveness, and to begin harnessing those local institutions that are not yet available for local development purposes.

Individuals, associations and institutions--these three major categories contain within them much of the asset base of every community. They will also provide the framework for a solution.  After a year of research, our asset map (from Phase I) and interviews with local community members brought about the conclusion that young people in Logan Square did not have ample opportunity for community involvement and self-empowerment.  While the quality of life in the community as a whole was steadily improving, initiatives for youth-driven programs with actual youth leadership did not exist on an appreciable scale. 

Public Allies believes that (a) everyone has gifts and talents to contribute to their community; (b) those who are often considered as “clients” of service programs should be partners and leaders in addressing public issues and (c) service and change efforts should be accountable to those who have to live with the results.