Samy RiveraUNIV 39024 Mar 2015Asset-Based Community Development ReflectionMadonna House focuses on assets when it comes to the people that make its services possible. However, the mere existence of such an organization requires a focus on deficits because it serves only homeless single mothers and their children. That is, there is an identified vulnerable targeted population. The structure of the organization reprimands certain behavior, provides rules, distributes household chores, among other regulations. These policies are in place because the staff does not trust the residents to volunteer to complete these tasks on their own. Previous cohorts of residents expressed that they felt like they were constantly under surveillance with little freedom of choice. This shows how bureaucratic the staff can be with rebellious residents. The clients may be terminated from the program in extreme situations. The case manager on site is set to work with the families to support their path to self-sufficiency by providing employment and housing resources. The ideological approach behind this is looking at the residents as vulnerable and dependent on institutional experts. At the same time, Madonna House staff also extremely cares about the clients it serves. Many of the policies in place are meant to benefit the families and to teach the mothers to be responsible and independent. The assets focus shows up in the way that staff treats the residents with respect, patience, and understanding. The site supervisor constantly asks the clients for their input and feedback at weekly house meetings. All of the programs I organized came out of the residents suggestions and what they wanted. Thus, the staff understands that while the institution sets the rules and standards, the residents make the culture. When I first started at Madonna House, I focused on deficits and I looked at what Madonna House and other organizations could do for the residents. I created affordable housing spreadsheets, resource databases, and other administrative tasks. These were small ways that I felt that I could provide the resources they lacked. However, my perspective changed the more I started working closely with the clients. I realized that many liked poetry, reading, cooking, singing, etc. I hosted a talent show where the residents were able to show off their skills and talents. Everyone enjoyed the night and learned about each other. The atmosphere was full of joy in the moment. Since then, I have asked residents for their input on the programs I plan and many of them end up taking over part of the facilitation. The focus now is on what the clients can bring to Madonna House. Some children draw pictures that stay taped up on the walls of Madonna House long after they leave. It is a reminder of the mutual trust and benefit that emerges from a focus on assets.This internship contributes to my understanding of community development because with every new cohort of residents the community-building process starts anew. It begins with building trust, asking more than telling, and giving each family their place in the broader Madonna House community. Staff and residents alike must learn to get along and respect each other. Most importantly, I have learned that caring forms a strong foundation for a healthy community. It took me a while to feel like I belonged to the Madonna House family or to feel that I had anything to offer, but I kept trying new approaches until it happened. I think community development is similar to that. It will require trial and error to get people to collaborate and understand each other, but the process is worth it as long as hope and care for the community is always the focus.