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Southeast Quality of Life <br />Strategic Neighborhood Action Plan <br />SEAL LEADERSHIP PROJECT PRIORITIES <br />Take action to promote the development of the new Riley Nigh School in the <br />neighborhood. The leadership was strongly committed to taking immediate <br />action to accomplish this task particularly since its positive results provided an <br />extremely strong opportunity for the neighborhood. The leadership also felt that <br />the task was achievable by the neighborhood and was an investment in the <br />future of the neighborhood. <br />An equally high ranking priority for the neighborhood was to gain organizational <br />capacity to establish a Community Development Corporation (CDC) to intercede <br />and prevent the further decay of homes and blocks within the neighborhood. <br />The leadership was strongly commited to gaining that capacity and pursuing <br />CDC status. Not only would it be a strong opportunity for the neighborhood, <br />but it is an investment in the future of the neighborhood. Although the <br />achievability of attaining CDC status is at least partially reliant upon outside <br />influences, the leadership felt that this was an essential task to accomplish. <br />A high priority as determined by the leadership was to encourage and develop <br />home ownership within the neighborhood. Increasing levels of homeownership <br />provides a strong opportunity for the neighborhood and is a a long term <br />investment in the neighborhood. Furthermore, the leadership is strongly <br />committed to this task, but they also felt that given their current capacity, the <br />potential achievability of the task was low at this time. However, as mentioned <br />previously the leadership is strongly committed to buildling their capacity in <br />order to achieve these tasks. <br />The leadership was committed to reducing the number of prostitutes and drug <br />dealers living/working in the neighborhood through informational picketing, <br />publicity, and tracking court cases. The leadership felt that this task provided <br />a strong opportunity and investment in the neihborhood and was achievable if <br />more neighbors became involved. <br />Another key priority strongly committed to by the leadership was organizing the <br />neighborhood into blocks with individual captains who would solicit comments <br />from residents and make residents aware of upcoming issues and events. Each <br />block captain would also be part of a crime telephone tree to alert the police in <br />the event of a resident's report of criminal activity. The leadership felt that this <br />115 <br />