2016 Goals/Objectives/Activities

Goal 1: Support a stable and sustainable Community Council that is effectively governed and managed to ensure equity across race, ethnicity and culture, as well as social and economic stratum.

 

Objective 1 (Board)

That the Board adopt policies that reinforce principles of equity, ensure a fair and equal process for community input, and support mutually respectful relationships and informed Board decision-making.

 

Activities

  1. Adopt a set of governing policies (Finance, Personnel, and Board Governance) that effectively meet the needs of the organization and typify existing best-practices for similar nonprofit organizations.

Outcome: Policies will be approved and consistently implemented.

  1. Ensure legal documents (Articles of Incorporation, Bylaws) are consistent and reflect state law and the desired organizational structure and legal status.

Outcome: Legal documents will be revised.

  1. Conduct an Annual Membership meeting and election in the first week of October.
  2. Conduct quarterly community meetings, each held in a different sub-district and sponsored by elected representatives of the four respective sub-districts.
  3. Promote active Standing Committees (Neighborhood Development, Economic Development, Community Engagement, Finance, Radio or others as determined by the Board), and subcommittees to provide oversight, direction and meaningful volunteer leadership opportunities.

Outcome:

  1. Offer Board training and mentorship that builds knowledge and leadership capacity of board members.

Outcome:

  1. Establish an annual calendar of Board events and milestones.

 

Objective 2 (Staff)

That the Executive Director effectively develop and manage the resources of the organization, and successfully implement all programs, projects and initiatives within the context of board approved strategic direction and annual work plan.

Activities

  1. Ensure that the approved budget is supported through grants and the active pursuit of other revenue sources.
  2. Develop a staff action management plan that places value on contributions, skill development, team success and sustainable innovation.
  3. Develop and nurture partnerships with other organizations that promote the values, work plan and strategies supported by DBCC.
  4. Document internal operations, systems and processes needed to ensure organizational sustainability.
  5. Provide the Board with comprehensive financial reports on a quarterly basis, including DBCC & ESEC.
  6. Provide sound advice and guidance to the board, including regular reports and participation on Executive and Finance Committees of the Board.

 

Goal 2:  Improve quality of life for all through cross-cultural celebrations, improved public spaces and growing civic pride.

 

Objective 1

Promote community celebrations, improved public facilities/parks and safe, walkable neighborhoods and business districts.

Activities

  1. 7th Street LIVE – Hold major annual event celebrating the many cultures of the East Side through engagement of residents, local businesses, artists and vendors.

 

  1. Public Art – Engage community members with local artists to produce three art installations or public performances inspired by community dialogues around race, historic trauma and healing.

 

  1. 7th Street public improvements – aggressively advocate for public investment that improve desirability, walkability, safety and public perception of the Make it Happen on E. 7th Street district (Maria to Forest).

 

  1. National Night Out events – promote participation and quality of events.

 

  1. MSP Home Tour – ensure inclusion of local homes in this annual regional showcase.

 

Objective 2

Improve outreach and relevance among communities of color and youth through efficient and effective operation of WEQY community radio.

Activities

  1. Community Gatherings – sponsor and broadcast events that engage community members around issues of race, equity, culture, etc.
  2. Operate and manage WEQY – 104.7 fm, ensuring quality programming that increasingly reflects the racial, ethnic and cultural communities of color on the East Side.
  3. Provide On-Air time 24/7; of that time 70% will be music programming by local DJ’s and 30% will be Public Affairs – talk shows focusing on issues of equity and other local interests.
  4. Station Equipment: Insure that the station and equipment is kept in working order and minimize the off air time.
  5. Provide Executive producers for each show and coaching as needed; producing quality on-air programs is a priority of WEQY.
  6. Promote East Side businesses and events via underwriting and PSA’s
  7. Continue our collaboration with TCCR (Twin City Community Radio) – Pillsbury United/Waite House, Frogtown and Somali radio
  8. Actively seek sponsorships and underwriting commitments for both 7th street LIVE and the station operations.
  9. Expand broadcast communications for residents, from city staff, elected officials, police, other organizations, etc. on issues and events.
  10. Establish a Radio Advisory Committee that reflects the racial, cultural, and age groups being served by the station, and includes radio and market expertise that will ensure success.

 

Goal 3: Increase community leadership and engagement, especially among under-represented low-income and communities of color.

Objective 1

Expand opportunities and resources available to young people, elders and their families, focusing on increased public and private commitment to and investment in youth and family-centered initiatives.

 

Activities

  1. Partner with local youth/family organizations and schools to promote youth leadership and participation events, radio programming and other community service or action opportunities.
  2. Support or lead community driven action campaigns, such as organizing to increase rec center access, support Wi-Fi access for students, improve transit service, and expand athletics and arts programs and resources.
  3. Work with partners to increase availability of youth-oriented community venues that provide creative programming, safe environments, healthy activities, leadership opportunities and meaningful cultural connections.

 

Objective 2

Actively engage in policy and advocacy efforts that advance the interests of Dayton’s Bluff residents and businesses.

Activities

  1. Review projects and applications that seek local community recommendations or support.
  2. Track issues and proposals that have impact on residents/businesses, and review for equity impact – specifically to identify and advocate for the correction of any disparate impact on under-represented communities.
  3. Organize and support local job seekers, connecting them to resources and opportunity, and encouraging joint action to improve the effectiveness of the state funded workforce system and the hiring practices and workplace environment of local employers.
  4. Promote and actively engage East Side residents in conversations and recommendations for the Metro Transit Better Bus Stops Program and other local transit projects.

 

Objective 3

Continue to improve a communications program that expands the profile of DBCC and reaches multiple constituencies and stakeholders. 

Activities:

  1. Grow and maintain email lists to be used for targeted campaigns that engage recipients in our work and keep them informed about their community.
  2. Expand social media presence and engagement as demonstrated by increasing metrics (# of people that see posts, # of followers) (likes, shares, clicks, retweets, mentions, and comments).
  3. Develop a social media policy that protects the DBCC brand and professional reputations of board and staff.
  4. Revise style guide to meet the needs of a growing media network (video, photography, fonts, collateral blog, etc) and establish consistency in promotional materials for annual events/programs.
  5. Develop key messages and key words that are communicated (website, social media posts, newsletters, broadcasts) and integrate them in all media in order to boost search engine optimization.
  6. Monitor policy, algorithm, and demographic changes in social media platforms to make strategic and effective adaptations to social media strategy.
  7. Establish clear process and line of communication among Communications Manager and board/staff such that we speak with one voice.
  8. Include articles and notices about DBCC activities and interests in the Dayton’s Bluff District Forum Newspaper.

 

Goal 4:  Work to increase local economic benefit and halt the displacement that can occur in a growing local and regional economy.

Objective 1

Improve opportunities for locally owned businesses through partnerships that expand resources and ensure equitable economic opportunity.

Activities:

  1. Support existing businesses and encourage new businesses to relocate to E 7th Street and other East Side locations.
  2. Promote East Side business growth and quality job creation through technical assistance for business growth, organizing resident job seekers, and promoting livable wages and stable employment.
  3. Expand funding for the ESEC Business Growth Fund and other business loan and grant resources.
  4. Support quality applications for City funding (STAR & CIB), and seek other public and private resources that improve the economic and social opportunities in Dayton’s Bluff.
  5. Provide informed community advocacy and recommendations to policy makers and funders in support of investment in quality housing, public amenities and transit, resources for business growth and development, etc.

 

Objective 2 NEW Initiative for 2017

Actively engage in efforts to improve housing quality and affordability, particularly for lower-income families and individuals.

Activities:

  1. Inform and educate community members and leaders about the importance of quality rental housing that meets the needs of residents across all income levels.
  2. Promote the redevelopment, rehabilitation and/or improvement of existing rental properties to meet the size, quality and affordability needs of low and moderate income families and individuals.
  3. Encourage increased availability of quality rental housing stock, which places pressure on owners/landlords to improve their properties in order to meet a growing market demand for quality housing options.