SoutheastNeighborhoodStrategicActionPlan_January1995_Current

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Southeast Quality of Life Strategic Neighborhood Action Plan Capacity Building The top priority as voted by the public for the Capacity Building Task Force was to organize the neighborhood into blocks with individual block captains. The captain would solicit comments from residents and make residents aware of upcoming issues and events. Each block captain will also be part of a crime telephone tree to alert the police in the event of a resident's report of criminal activity. Neighborhood Security The top priority as voted by the public for the Capacity Building Task Force was to reduce the number of prostitutes and drug dealers living/working in the neighborhood through informational picketing, publicity, and tracking court cases. _ Leadership Priorities The following evening, SEQL leadership and representatives from the Consultant Team met to set the organization's priorities and through this process determine the overall strategy guiding organizational activities. The strategy, to be useful, needs to be flexible and responsive to changes in the neighborhood's priorities and resources overtime. As such, the following criteria were agreed upon and used as a basis for establishing the priorities within the Strategic Action Plan and should remain consistent even if conditions or leadership change over time. Strength of O000rtunit The strategy should emphasize projects which pose the greatest opportunity. An opportunity exists when improvement in the condition of the neighborhood are likely to be measurable and visible. Achievable by the Neighborhood Projects should be chosen only if the neighborhood can complete the project given existing capacity and resources of dollars, time, skills and human energy. One measure of the likelihood of being achievable is whether the individual action steps are within the organization's control and not dependant on outside 110