THREE-YEAR STRATEGY FRAMEWORK 2020 to 2022 · 2020-07-24 · Supporting real connections with ......

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THREE-YEAR STRATEGY

FRAMEWORK2020 to 2022

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WHATCOMMUNITY

MEANS TO ME ...

Includes everybody

Active lifestyle

Safe and engaging for families and

children

Supporting real connections with

families and community

Space to be comfortable in

conversation

Resourced community for success

Children engaged in positive activities

Arts and culture that honors the

people and place

Economic opportunities and

sustainability

Access to healthy foods

Beauty, flowers, décor

Quality education accessible to all

Scenic environment

Healthy lifestyles

Free recreations center

A self-determined, driven community

Intergenerational engagement

An aware, politically savvy community

Diversity of children is reflected in

what is available to them

Positive environment aesthetics

for children

Rooted in fairness and justice

Valued early education

Place for children to learn and grow

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PRACTICAL VISION What do we expect to see in place in three years as a result of our efforts?

AFFORDABLE VIABLE TRANSPORTATION

Improve public transportation to access

workforce development and living

wage jobs

Sustainable, affordable transportation

AFFORDABLE, ACCESSIBLE QUALITY HEALTHCARE

Visible, affordable access to healthcare,

especially mental

Better access to healthcare – mental

and physical

Sustainable, affordable health

HEALTHY AFFORDABLE FOOD OPTIONS

Development of community gardens.

Expansion of farmer’s market to provide

consistent access to healthy foods

Community farmer’s market to include

organic produce

Convenient, affordable food option

Access to healthy food:

Grocery store

Community garden

Food co-op

Large farmers market

Community Garden

DIVERSE, AFFORDABLE, QUALITY HOUSING

Improve housing options that includes

shelter/transitional housing options

Assisted living – Sr. Citizen and homeless

Development of new, quality affordable

housing

Sustainable affordable housing

COMMUNITY REVITALIZATION

Establishment of locally owned and

operated businesses

Complete road work in order to attract

small businesses

Community-owned local businesses

Variety of shops and specialty stores

Large public laundry

Beautification of the community

VIABLE ECONOMIC DEVELOPMENT INFRASTRUCTURE

A comprehensive community center:

Workforce development

Mentorship

Business Development

Recreation

Increased knowledge and access

to resources

Ongoing initiative for education,

business development

Local job training leading to livable

wages

AFFORDABLE OPTIONS FOR RECREATIONAL ACTIVITIES

Free swimming pool with free lessons

Free or affordable youth/community

recreation opportunities

CULTURAL ENRICHMENT (ASSETS)

More participation with Little Theater

Creation of East Biloxi Civil Rights District

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UNDERLYING CONTRADICTIONSWhat is blocking us from achieving our Practical Vision?

DISJOINTED/MISCOMMUNICATED ROLES WITHIN COMMUNITY SERVICE DELIVERY SYSTEM

Incorrect/Inaccurate understanding of the function of community center

Unclear understanding of the roles of individual CBO

INCORRECT PERCEPTIONS OF HEALTH CARE NEEDS LEADING TO INADEQUATE FUNDING

Narrow view of healthy affordable options

Unrealistic funding for mental and physical health (healthcare)

DIVESTMENT AND DEVALUING OF COMMUNITY BASED ON RACE AND INCOME

Weakened: community revitalization

Biased cultural enrichment

Community is neglected, unbalanced, and insecure

Neglected healthy food systems

Neglected neighborhood based on demographics

Neglected investment in housing development

In adequate efforts to support small business development

SYSTEMATIC RESTRICTION OF ACCESS TO NECESSARY RESOURCES

Unmotivated community revitalization effort (not tourism related)

Recreation is inaccessible, impaired and neglected

Restricted access points (availability) – Transportation

Transportation is fragmented, uncoordinated, debilitating and outdated

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A MODEL FOR COMMUNITY-DRIVEN CHANGE FOR EAST BILOXI

VISION A healthy, sustainable

community where everyone lives,

works, and thrives.

Engaged residents

(all ages, all populations)

Political accountability

(elected officials,

businesses, and leaders

are held accountable)

Redistribution of existing

resources and investment

of new resources

Documented community

narrative (history, cultural

assets, needs, opportunities,

expectations)

Strong, valued community

with a reinforced

self-defined identity.

Strengthened advocacy

and civic participation

Maximized and improved

community infrastructure

(housing, parks, museums,

service delivery systems,

healthy food venues,

transportation access)

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OUR GOALS FOR 2020–2022

Increase and promote access to healthy food

options that also reflects the cultural

diversity of East Biloxi.

Ensure all East Biloxi residents have

community access to the workforce and

business development resources to

achieve their own vision for success.

Fortify the public infrastructure in

East Biloxi to promote community

livelihood

and identity.

Establish community systems and

programming that promote

positive youth development and

leadership.

Increase the inventory of

affordable, quality housing

that meets the diverse needs

of East Biloxi residents.

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STRATEGIC DIRECTIONSCAREER DEVELOPMENT, EMPLOYMENT, AND ENTREPRENEURSHIP

Strategies Key Action and Launch Year Measure(s) for Success

Coordinator and Lead

Expand accessibility to existing education and workforce opportunities in the region

Empower the community with knowledge of existing regional programs

Engage local employers to develop pathways to careers beyond entry level positions

Expand opportunities for entrepreneurship and micro enterprise

Leverage Black, Vietnamese, and Hispanic owned businesses to Small Business Administrations development center and Women in Construction

Create hub sites throughout the community for childcare, transportation, and available resources and information on career programs (Yr 2)

Redesign EBCC website to be a resource w/ links directly to specific resource pages (i.e. Mercy Housing, WIN etc) (Yr 1)

Establish an EBCC task force to increase employer engagement and identify career paths (Yr 1)

Host community meetings / forums with employers to discuss career pathways (Yr 2)

Connect potential small businesses and entrepreneurs with existing resources such as senior daycare (Yr 1)

Focus on youth: Boys and Girls Club, Gaston Point, Kroc Center/Bridge, Pathways to Possibilities, and Our Mother of Sorrows

% increase in livable wage positions

% increase in East Biloxi residents earning livable wage/income

# of new small businesses opened in East Biloxi

Lead Hope Credit Union

EBCC Small Business Task Force ‒ employer outreach, transportation, and other support services

EBCC staff ‒ website activities

PUBLIC INFRASTRUCTURE



Expand public transportation to meet social, non-medical and leisure services

Increase visibility and usage of existing community facilities, amenities, and cultural centers (i.e. parks, museums, community centers)

Identify transportation options (Yr 1 & Yr 2)

Develop a narrative strategy to include a proactive communications plan that positions the community as the driving force for information, influence, and action (Yr 1)

Partner with and leverage existing service providers to expand or locate services to East Biloxi (Yr 2)

Document transportation gaps in public transportation routes and release to the public (Yr 1)

% increase in visitation at community facilities

Increase in type and number of service providers in East Biloxi

% increase in voting rate

Participation rate in public meetings or hearings

Lead - EBCC Task Force

Biloxi NAACP ‒ activities related to maximizing cultural and community centers

EBCC staff ‒ Communications plan and implementation

Coastal Transit Authority - along with Lyft and Uber

Moore Community House - activities related to transportation access

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Increase the political influence of the East Biloxi community to drive decisions related to viability of the community and the well-being of its residents

Establish a Transportation Co-Op

Identify and resource alternative transportation providers to fill gaps in public transportation until community can influence public decision making (Yr 1)

% increase in those who have access to transportation to access social activities and services outside of medical appointments

EBCC advocacy and community organizing task force, block captains, and community organizers ‒ activities related to political influence

YOUTH ENGAGEMENT AND PROGRAMMING



Increase awareness and usage of existing community activities and facilities for youth through career and workforce training

Expand existing youth programming to meet the diverse interests of youth

Increase outreach and engagement of youth to support youth leadership

Increase the interest in knowledge training process and secondary education programs

Partner with CBO's by leveraging existing programs and bringing them to East Biloxi (Yr 1)

Establish a leadership mentor/mentee program/ STEM and Dress for Success (Yr 2)

Partner with local schools and churches to host community clean up events and other community service projects for youth and develop programs to include civic engagement and faith-based organizations/churches.(Yr 1)

Partner with churches and CBOs to facilitate youth participation in city council meetings (Yr 1)

Conduct an annual youth survey to identify youth interests and priorities (Yr 2)

Increase in % of youth that express access to activities that reflect individual interests

Increase in youth representation in civic engagement processes

Increase in % of registered voters age 18 to 24

% increase in visitation at community facilities

Lead - John Kemp

Coastal block captains and Boys & Girls Club

Program Believe

Salvation Army Kroc Center

Churches and Temples

Sunrise Movement

PUBLIC INFRASTRUCTURE (continued)

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AFFORDABLE, QUALITY HOUSING



Use data and messaging to catalyze redevelopment

Redirect current coastal resources to support housing development

Identify and secure new funding resources that will help spark community development

Identify and support local development (Yr 1 and Yr 2)

Engage and identify existing housing plans add EBCC proposals and identify funding (Yr 1)

Engage community stakeholders to document current housing development resources (Yr 1)

Apply for local, state, federal, and philanthropic funding to support housing planning and develop-ment of new affordable housing (Yr 2)

Engage local elected officials, businesses, and community leaders to reach consensus on a community develop plan (Yr 1)

Partner with financial institutions, city, CDCs, and CBOs to leverage resources to renovate existing single and multi-family housing and identify programs for low income borroweres (Yr 2)

Implement a block by block plan to fund, acquire, and assemble existing housing (Yr 2)

$ increase in funding to support housing in East Biloxi

# of existing houses renovated

# increase in affordable housing units

Define measure baselines

Steps Coalition

NAACP

Mercy Housing ‒ to leverage HUD & Biloxi Housing Authority resources

GCHI

Back Bay Mission

HEALTHY FOOD ACCESS



Attract and support the establishment of healthy grocery stores and food restaurant options

Partner with existing grocery providers to increase healthy food options available in stores

Develop a plan to identify potential locations and partners for community gardens

Create a task force to identify and meet with diverse grocery providers

Develop a healthy East Biloxi campaign that highlights healthy food options in the community (Yr 1)

Work with diverse farmers (ADA)(Yr 1)

Engage the support of the MS Association of Cooperative Farmers and National Center for Appropriate Technology to provide technical assistance in establishing a local food hub/cooperative (Yr 1)

Increase in the # of grocery stores and restaurants participating / offering healthy food options

Increase in the # of community gardens

Increase in the # of jobs in restaurants and grocery stores

Lead - East Biloxi Food Co-op

Biloxi NAACP Gulf

Coast CHC

EBCC healthy food access task force

Boat People SOS- Vietnam community vendor stands

Food Corporations, MS Extension, and Alcorn State University

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Increase the number of community gardens throughout East Biloxi that provide free produce to participating residents

Expand alternative, neighborhood healthy food vendors

Promote a healthy eatingculture

Partner with the local FQHC to include healthy food education as part of patient education practices (Yr 1)

Decrease in the % of East Biloxi residents that live in food desert or live more than one mile from an affordable healthy outlet

HEALTHY FOOD ACCESS (continued)

GOALS AND OBJECTIVES FOR 2020-2022Increase and promote access to healthy food options that also reflects the cultural diversity of East Biloxi.

Objective 1.1 | Partner with existing grocery providers to increase healthy food

options available in stores

Objective 1.2 | Increase the number of community gardens throughout East Biloxi

that provide free produce to residents

Objective 1.3 | Expand alternative, neighborhood healthy food vendors

Objective 1.4 | Attract and support the establishment of healthy food restaurant

options

Objective 1.5 | Promote and support a healthy eating culture

Ensure all East Biloxi residents have community access to the workforce and business development resources to achieve their own vision for success.

Objective 2.1 | Expand accessibility to existing education and workforce opportunities

in the region

Objective 2.2 | Empower the community with knowledge of existing regional programs

Objective 2.3 | Engage local employers to develop pathways to careers beyond entry

level positions

Objective 2.4 | Expand opportunities for entrepreneurship and micro enterprise

GOAL

1

GOAL

2

Resources - Feeding the Gulf Coast, Galloway Farms 34th Street Holistic Garden, Faith-based Organizations, Aquaponics, Hydroponics, and Oyster branches

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GOAL

3

GOAL

4

GOAL

5

Fortify the public infrastructure in East Biloxi to promote community livelihood and identity.

Objective 3.1 | Expand public transportation to meet social, non-medical and leisure

services

Objective 3.2 | Increase visibility and usage of existing community facilities, amenities,

and cultural centers (i.e. parks, museums, community centers)

Objective 3.3 | Partner with and leverage existing service providers to expand or

locate services to East Biloxi

Objective 3.4 | Increase the political influence of the East Biloxi community to drive

decisions related to viability of the community and the well-being of its residents

Establish community systems and programming that promote positive youth development and leadership.

Objective 4.1: Increase awareness and usage of existing community activities and

facilities for youth

Objective 4.2: Expand existing youth programming to meet the diverse interests of

youth

Objective 4.3: Increase outreach and engagement of youth to support youth

leadership

Increase the inventory of affordable, quality housing that meets the diverse needs of East Biloxi residents.

Objective 5.1: Use data and messaging to catalyze redevelopment

Objective 5.2: Redirect current coastal resources to support housing development

Objective 5.3: Identify and secure new funding resources that will help spark

community development

“There is no power for change

greater than a community

discovering what it cares about.”

– Margaret J. Wheatley

THREE-YEAR STRATEGY FRAMEWORK 2020 to 2022 · 2020-07-24 · Supporting real connections with ......

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