SoutheastNeighborhoodStrategicActionPlan_January1995_Current

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Southeast Quality of Life Strategic Neighborhood Action Plan make in the neighborhood. Moreover, there are several educational institutions which have not been tapped as resources for the overall development of the neighborhood. 2. There is a Lack of a Positive Neighborhood Self-image: Newspaper and televised reports of criminal activity, declining property values, and low individual attainment have eroded a sense of worth and achievement in the neighborhood. 3. Weak Nei hborhood Organization: The neighborhood is not well organized or well defined. Moreover, SEQL, the organization created to represent the neighborhood cannot do so without the support of the neighborhood behind it. 4. The Businesses and Residents do not Participate in Neighborhood Projects and Events: Much of the activity of the neighborhood is taken on by a handful of neighborhood residents and businesses. Most businesses and residents are unaware of projects and events due to a lack of formal and informal communication. Some residents and businesses who are aware s of activities cite a lack of time or lack of trust in SEQL as a leader of the entire neighborhood. 5. The Neighborhood is not Unified: Many residents voiced a feeling of personal isolation in the neighborhood. They were not acquainted with their neighbors. Seniors, in particular, felt fearful in the neighborhood. Some residents felt the their was little of the neighborhood parenting that is common in close neighborhoods. Strategic Methodology The Task Force began its work to address the primary issues by discussing the elements of capacity building as it related to empowerment. Both individuals and organizations can build their capacity by increasing their power. Power has three functional elements: strength, wealth, and knowledge. By working to enhance these elements, the Task Force will build the capacity of its individual residents and the SEQL organization. • •