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Southeast Quality of Life <br />Strategic Neighborhood Action Plan <br />The following three statements form the Strategic Methodology as devised by <br />the Task Force to guide its work. <br />Build capacity through strength by enhancing individual self-esteem; joining <br />forces as a neighborhood; and creating strategic alliances with others <br />outside of the neighborhood. <br />Build capacity through wealth by creating individual and neighborhood self- <br />sufficiency through asset accumulation. <br />Build capacity through knowledge by supporting individual education and <br />life-long learning; knowing and sharing of neighborhood resources; and <br />attracting and supporting the growth of educational institutions within the <br />neighborhood. <br />Elements of the Strategy <br />There are seven elements to the strategy which may evolve and be developed <br />over a period of approximately seven years. Five of these elements were <br />originally introduced in the Capacity Building Working Paper and two were <br />developed out of the work of the Task Force. Only one of the strategy elements <br />will be developed immediately. But, several of the strategy elements interact <br />and support each other and may be developed easily upon the success of the <br />first element. <br />As was mentioned in the Capacity Building Working Paper, the success of all <br />of these strategies assumes that SEQL will exist as a legal corporate entity with <br />a formal Board of Directors, officers, and standing committees developed <br />through a formal process of development including: incorporation, 501 (c)(3) <br />status, and Board development and leadership activities. Moreover, success will <br />depend on the process of its actions. SEQL must meet regularly with a quorum <br />present to do business; take responsibility for its future by planning and taking <br />appropriate actions; and, it must develop adequate funds to support its projects. <br />The Board will further develop its capacity through the implementation of the <br />projects contained in this plan, but throughout the life of the Board, leadership <br />and trustee development activities should be undertaken as well as continuing <br />strategic planning for the Board and the neighborhood as a whole. <br />70 <br />