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Develop and disseminate a contact list for the county planning team
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PfS Steering Committee has been established with representatives from the Family Council, the United Way, Richland County Vision, and others:
- Veronica Groff – Family Council President & President, The Center for Individual and Family Services
- Joe Devany – Family Council President-Elect & Executive Director of Ohio Heartland Headstart
- Joseph H. Mudra – Executive Director; Richland County Youth & Family Council
- Gail Patton – Director; Partnerships for Success; Richland County Youth & Family Council
- Skip Allman – Executive Director; Richland County United Way
- Geneva Cummins – Chair; United Way Needs & Priorities Assessment Committee (NAPAC) & Parent Volunteer
- Ron Adams – Community Volunteer; NAPAC developer
- Ted Stiffler – Richland County Regional Planning Commission; Vision Board Coordinator
- Karen Moody-Bierly – Executive Director, CACY Community Action for Capable Youth
- Dan Dickman – Director, Pastoral Care Center
- Pattie Luckie – Community Service Director, Richland/Morrow Total Operation Against Poverty
- Jim Kulig – Richland County Juvenile Justice Center Administrator
- Brenda Phillips – Director, Diversity and Excellence, City of Mansfield
- Carla Rumas – Chair, Help Me Grow Collaborative
- Cassie Stein – Director, Adult & Community Education, Mansfield City Schools
- Geron Tate – Director, UMADAOP Urban Minority Alcohol & Drug Abuse Outreach Program
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Develop local PfS vision / mission in consultation with the community
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| The community adopted the Richland County Vision in 2000, following a broad based community process. It was determined in the development of the PfS application that this Vision would serve to guide the PfS Process. "The people of Richland County are working towards a future where everyone can live in safety, get a quality education and a good job, and where our youth will want to live today and into the twenty-first century." |
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Develop, disseminate and have local FCFC endorse the workgroup charter for the county planning team with clearly defined lines of authority, responsibility and accountability
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A flow chart designed and reviewed by the steering committee was endorsed by partnering entities including Family Council, United Way NAPAC Committee, and the Vision Board of Citizens. The leadership from each partner organization in addition presented publicly their commitment to fulfilling their role in presentations as the "kick-off" event.
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| Develop a county table of organization illustrating how the work of PfS will be managed, produced and communicated
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| The schematic designed and discussed previously includes the outline for addressing specifically these points.
The Richland County community is engaging during SFY 03 in a significant opportunity to align three efforts by entities of substantial significance in planning, funding, and implementation of programs effecting the health and well-being of children and families in our area. In so doing, a Steering Committee (County PfS Planning Team) has been established with broad representation from the community and specific representation from the three entities. This committee will guide and manage the process that will result in outcomes of meaning and substance to be communicated to the governing bodies of the three entities and the community at-large. It is the design of the process to produce an outcome that will favorably advise, at a minimum, the three partnering entities in their operations and commitment through the future.
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Identify a workgroup leader (Chairperson) for each of the three PfS workgroups (Needs Assessment, Resource Assessment, Gaps Analysis & Strategic Planning) and define their role, responsibilities and lines of communication to FCFC and PfS workgroups
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- Needs Assessment and Priorities Committee: Geneva Cummins
- Resource Assessment: Joe Mudra
- Gaps Analysis & Strategic Planning: Veronica Groff & Joe Devany
Nine data workgroups (120 community representatives) plus the NAPAC committee (140 community representatives) will conduct the needs assessment; their membership was determined from a community process involving partner organizations. Their roles, responsibilities, and lines of communication have been developed and are based on established processes. Similar processes are being initiated to define the role, responsibilities and lines of communication for the remaining work groups.
Communication with FCFC occurs during regular monthly meetings, including sharing of progress reports, securing guidance and endorsement.
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Develop a workgroup charter for each workgroup with clearly defined lines of authority and responsibility (If an additional / existing workgroup is used, a separate charter is developed)
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| Needs and Priorities Assessment Committee - "Seven Steps to Success" was developed and represents the charter, including lines of authority and responsibility for the NAPAC workgroups.
Similar charters are in the process of being developed, processed and endorsed for the remaining workgroups.
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Identify and enlist potential workgroup members
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Data workgroup members were selected through community mobilization and a community process engaging the partner organizations. One hundred and twenty-five individuals from a broad cross section of the community attended the "kick off" and are participating. An additional 143 members of the community have registered to participate in the NAPAC process to provide input to review the data, apply community values and prioritize the needs.
Members of the nine data workgroups and NAPAC have indicated an interest in continuing involvement with the PfS process. Continuing efforts are in place to reach out for broad based participation by citizens of our community. |
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Assign team members to their respective workgroup and review the workgroup charter along with the guiding PfS principles
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| This has been accomplished with the Steering Committee, Data Collection Workgroups and with the NAPAC Committee. |
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>Customize PR tools provided by Academy to meet community need
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| Public relations activities have included press releases, television/radio interview show appearances, and development and wide distribution of a project newsletter. During the NAPAC process a news release is sent to the media prior to each report session and following each session. To date at the least one of the local media sources has provided coverage of each of the related events.
The Richland County Foundation is developing a strategy to inform all area foundations, charities and fund givers (estimate is 40) of the results of NAPAC. The Council will partner to assure PfS strategic planning results are included in the consideration.
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Maintain communication about PfS updates to champions, local leadership and state representatives
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| The PfS newsletter and news coverage represent the primary communications strategy. Opportunities have been created to afford local leaders the opportunity to champion this process. Communication with state legislators and officials is ongoing.
State Representative William Hartnett was the "Keynote Speaker" at the "kickoff" event and is actively participating on the NAPAC Steering Committee.
His prepared comments at that time indicate his full support for the entire endeavor. Additional opportunities will be created throughout the process to afford him and others the occasion to champion this effort.
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