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Southeast Quality of Life <br />Strategic Neighborhood Action Plan <br />resources. The chance for success should outweigh the chances for failure <br />Organizational Fit <br />The projects should fit the character an resources of the organization's <br />members and leadership. <br />Investment Value <br />Generally a project which is an investment in the future of the neighborhood <br />should take priority over projects that have only a one time benefit. The <br />analogy of "giving a man a fish versus teaching him how to fish" should be <br />considered when choosing priorities. The exceptions would include the <br />desirability of making visible progress and establishing momentum. <br />Leadership Commitment <br />The strategy should support only those projects which receive the leadership's <br />commitment and dedication to carrying out the project through to completion. <br />Common Links <br />The pursuit of common links and the ability to address more than one <br />neighborhood goal with a single project should be made a priority. For example, <br />if homes can be built within the neighborhood by neighborhood residents who <br />trained in a neighborhood -based apprenticeship program you have made several <br />significant accomplishments. You not only have made valuable links among <br />neighbors, you have created jobs, created new homes and improved the overall <br />neighborhood environment. Those links between task forces will prove <br />invaluable to making significant progress on individual tasks. <br />Leverage <br />The strategy should pursue projects which make use of leverage. This is the <br />use of neighborhood resources and projects which motivate outside sources and <br />agencies to commit their own resources and make improvements which benefit <br />the neighborhood or the City as a whole. <br />111 <br />