creatinghealthycommunitiesohio.org · Web viewQ3: An initial assessment of child care centers in Massillon, revealed that of the over 20 child care centers contacted only one of those

2018 CREATING HEALTHY COMMUNITIES WORK PLAN Agency: Stark County Health Department Grant #: 07610014CC0518 Priority Community: NE Canton, SE Canton, Massillon County Served: Stark

Long Term Objective #1: By December 31, 2019, the Live Well Stark County Coalition will perform two CHANGE tool assessments and determine the improvements in health factors and outcomes over the 5-year grant cycle.Program Impact Objective #1: By December 31, 2018, the Live Well Stark County Coalition will complete one in-depth outcome evaluation on a selected objective which will be used as a success story.Deliverable Objective #1: $3,125 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes. # of Process Objectives: 4 # of Process Objectives Met: 4Outcome Evaluation: One in-depth outcome evaluation of identified objective, as evidenced by the creation of a success story and evaluation outcome.

Process Objectives Related Activities Agency or Person Responsible

Specific Dates for Each Activity Evaluation Measures Cost

Start End1. Work with coalition and community

partners to identify success story for FY18. Present 2018 work plan objectives to

Coalition. Create survey for coalition to vote on

which objective will serve as the success story for 2018.

Chelsea Sadinski, CHC Coordinator, Stark County Health Department (SCHD); Live Well Stark County (LWSC)

1/1/18 3/31/18 Copy of presentation Copy of survey results

N/A

Q1: Survey was presented for coalition to vote on success story objective during first quarterly meeting. Tobacco 21 was selected as the success story objective by roughly 91% of respondents. Q2: No activity. Q3: Due to stalled progress with the Tobacco 21 initiative for 2018, the success story objective was changed to Ohio Healthy Programs. Q4: Complete.2. Conduct a pre-intervention environment scan.

Conduct assessment of childcare centers in Massillon regarding existing OHP Designation, intent to designate, and pre-designation environment.

C Sadinski, SCHD; LWSC

4/1/18 6/30/18 Childcare environment scan Pre-designation Let’s Move

Checklist

N/A

Q1: No activity. Q2: No activity. Q3: An initial assessment of child care centers in Massillon, revealed that of the over 20 child care centers contacted only one of those centers already had been awarded OHP designation. All of these centers were contacted regarding interest in pursuing OHP designation, and a majority of them when contacted were unfamiliar with what OHP was. When contacted, some of the centers indicated they were just not interested in pursuing OHP designation at this time, they were interested in OHP designation but didn’t have the appropriate time or staff capacity, they were interested in pursuing designation, or there was never any sort of response. Of the three child care centers that ended up showing interest in OHP designation, none of them had previously participated in or been awarded OHP designation. Both Little Sprouts and RiverTree completed the Let’s Move Child Care Checklist prior to OHP designation to assess their level of achievement in meeting best practices in the center in

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the areas of food that is offered, physical activity provided, screen time limitations and breastfeeding space. Both centers indicated they were already fully meeting some of the outlined best practices but there were also areas which they knew they could improve upon and planned to address through OHP training and receiving OHP designation. Q4: Complete.3. Conduct a post-intervention environment scan and take photos.

Assess changes made in OHP designated childcare centers.

Take photos demonstrating OHP designation changes.


7/1/18 9/30/18 Copy of changes made in OHP designated centers

Photos

N/A

Q1: No activity. Q2: No activity. Q3: This objective is actively being worked on as we continue to assist the two Massillon child care centers in achieving OHP designation. One of the centers, Fair Play, has already received notice of their award. RiverTree is in the process of beginning their OHP designation application, and hope to have the whole process completed by the end of October. Q4: Both Massillon childcare centers applied for and received notice of award for OHP designation by late November, 2018. Upon receiving notification of their OHP designation status, both childcare centers completed the post-designation Let’s Move Child Care Checklist. After completing the post-designation checklist, responses were compared to the pre-designation checklist to assess what changes were made in the defined best practice areas of increasing physical activity, reducing screen time, improving food choices, providing healthy beverages and supporting breastfeeding. An analysis of both Fair Play and RiverTree’s Let’s Move Child Care Checklist responses helped to identify areas where changes were made within the centers. Additionally, conversation and technical assistance was provided to childcare center staff, which allowed for the identification of changes ultimately made in the centers. Photos were also collected to document changes made at the centers including the incorporation of more physical activities and games at parties rather than putting the focus on snacks, as well as focusing on the meaning of a holiday and creating activities around that rather than around the food associated with the holiday. 4. Submit Success Story to ODH, as required by RFP.

Create summary of selected objective in success story format

Share success story with coalition Submit success story to ODH


10/1/18 12/31/18 Written Success Story $3,125.00

Q1: No activity. Q2: No activity. Q3: No activity. Q4: Although the original success story topic changed from what was initially selected by the coalition in the beginning of the year, a success story was drafted about the successful OHP program in Massillon and sent to ODH for review. The finalized success story is submitted with 4 th quarter materials, has been shared with coalition members via email, and will be shared with the coalition in person at our next meeting in February 2019.

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County: Stark

Long Term Objective #2: By December 31, 2019, Live Well Stark County Coalition will be a high functioning coalition.Program Impact Objective #2: By December 31, 2018 Live Well Stark County Coalition will increase membership diversity as evidenced through a coalition assessment and evaluation. Deliverable Objective #2: $3,1254th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes. # of Process Objectives: 8 # of Process Objectives Met: 8Outcome Evaluation: Coalition membership diversity will increase by 2 key stakeholders, as evidenced by the Coalition roster



Start End1. Host at least 1 coalition meeting during the 1st quarter.

Explore ways to improve coalition diversity, including increasing disability inclusion

Define diversity as a coalition Identify target organizations &

populations that are missing from coalition

C Sadinski, SCHD;LWSC

1/1/18 3/31/18 1st Quarter meeting agenda Meeting minutes Target organizations & populations

$468.75

Q1: Live Well Stark County Coalition meeting in the first quarter was held in February. During the meeting we reviewed coalition changes, 2017 CHC progress, discussed 2018 CHC work plans, defined diversity as a coalition and identified some gaps as far as diversity in our existing coalition roster. Discussion revolved around who and what groups we were missing that could further the work of the coalition. Q2: Complete.Q3: Complete.Q4: Complete.2. Recruit at least one member from an organization that represents individuals with disabilities to join coalition

Identify local organizations that represent individuals with disabilities

Set up meeting with target organizations Invite to join coalition and bring guest Deliver new member folder and MOU for

coalition involvement


4/1/18 6/30/18 Signed MOU Coalition invite List of organizations that represent

individuals with disabilities

$312.50

Q1: After researching local organizations that represent individuals with disabilities, a list was created with the name of the organization, and their contact information. All organizations were contacted, and follow-up meetings were scheduled to meet individuals from the organizations, better understand their goals/activities, and assess whether they might be a good fit with Live Well Stark County and vice versa. Thus far two separate organizations have been invited to join the coalition, and delivered a new member folder- Meals on Wheels of Stark & Wayne Counties and the Stark County Board of Developmental Disabilities. Meetings are still being held with other organizations to assess interest and benefit. Q2: Representatives from Meals on Wheels of Stark & Wayne Counties and the Stark County Board of Developmental Disabilities reviewed the information given about Live Well Stark County and were interested in joining the coalition. A representative from the Stark County Board of Developmental Disabilities was in attendance at the second quarter meeting, and they plan to attend the upcoming meetings in the third or fourth quarter. Contact with these organizations is ongoing to understand how they can fit into the coalition and where changes to coalition structure might need to be made.

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Q3: A contact from Meals on Wheels of Stark & Wayne Counties and a contact from the Stark County Board of Developmental Disabilities has been identified and initially involved with the Live Well Stark County Coalition. Unfortunately due to prior commitments neither representative was able to attend the Live Well Stark County coalition meeting in the third quarter. The individual I had been involved with at Meals on Wheels has since accepted another position, so work is being done to identify who the ideal contact would be for involvement in the interim. Both organizations are planning to send a representative to attend in the fourth quarter. As a result of these partnerships, Live Well Stark County was involved with a resource fair the Stark County Board of DD hosted in September, and plans to do a health education for providers’ series in early 2019. Although either partner was not able to attend the coalition meeting, meeting minutes and other supporting information was shared and they responded with questions or thanks for sharing. Q4: Due to last minute conflicts and changes in staffing, representatives from the Stark County Board of Developmental Disabilities and Meals on Wheels of Stark & Wayne Counties had planned to attend the 4th quarter meeting but were unable to. Additionally, Meals on Wheels is currently in the process of merging and being absorbed into VANTAGE Aging, so they were not able to send a representative to the meeting, however conversation is ongoing with the agency to be involved with Live Well Stark County in the future. Staff from Stark County Board of DD have been engaged via email, reviewed meeting minutes and through other meetings even though they haven’t been able to attend a meeting in person. They are interested in being part of and involved with Live Well Stark County, but unfortunately were unable to make it to a meeting this year. With these things in mind, an MOU was drafted expressing that Stark County Board of DD is committed to being an active coalition member and assisting in improving coalition diversity and inclusion. To demonstrate their support and continued interest in involvement with Live Well Stark County, representatives from the Stark County Board of DD reviewed and signed the MOU. The signed MOU demonstrates that regardless of attendance at meetings the Stark County Board of DD will be involved with the activities which Live Well Stark County facilitates, and will assist in promoting inclusion in programs and services the coalition facilitates. The Stark County Board of DD is committed to identifying the best representative to be involved with the coalition and identify the most feasible individual to attend quarterly meetings in the future. 3. Recruit at least one community member to

join coalition • Set up meeting with target member Invite to join coalition and bring guest• Deliver new member folder


4/1/18 6/30/18 Sign in sheet Coalition invite

$312.50

Q1: Conversations have begun with community members to assess interest and best fit for involvement with the Live Well Stark County coalition. No commitments have been made by community members at this point, but conversations are continuing with potential, interested individuals. LWSC marketing materials are being updated to be more community specific & community focused to simplify our goals and engage community members.Q2: Conversations have continued with community members to assess interest in joining the coalition. It seems that location of meetings may be a barrier for community members to attend. We are exploring the possibility of a call in option for community members, so they can still be a part of the coalition and meeting but don’t have to worry about how they will get to the meeting. Q3: Live Well Stark County members were encouraged to bring a community member or community partner that they work closely with to the third quarter meeting. We chose this option as a way to recruit community members to the coalition because thus far our attempts have been unsuccessful in having community members actually attend a meeting. In the third quarter we did have a community volunteer from the YMCA attend, and following the meeting spoke to them about their interest in joining the coalition. As a volunteer at the YMCA and a resident of Canton, they said they would be very interested in joining the coalition. A formal invite was delivered in person within the new member folder. Having this individual on the coalition will be valuable and bring a different viewpoint to the table outside of organization representation. Q4: Complete. 4. Host at least 1 coalition meeting during

the 2nd quarter. Review target member response to

invitation Review coalition materials and processes

to ensure inclusion for all abilities Determine next steps for coalition

recruitment


4/1/18 6/30/18 2nd Quarter meeting agenda Meeting minutes

$468.75

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Q1: No activity. Q2: Live Well Stark County coalition meeting during the 2nd quarter was held in May. Target disability member response to invite for joining coalition was reviewed and new members present were welcomed. Discussion began regarding coalition materials and processes to ensure inclusion for all abilities during our ‘Coalition Engagement’ section. Conversation is expected to continue in the 3 rd quarter for continued coalition recruitment.Q3: Complete. Q4: Complete. 5. Host at least 1 coalition meeting during the

3rd quarter. Invite new members to speak about their

organization and diversity in the organization

Market coalition using updated inclusive materials


7/1/18 9/30/18 3rd Quarter meeting agenda Meeting minutes Marketing materials

$468.75

Q1: No activity. Q2: No activity. Q3: Live Well Stark County coalition meeting during the 3rd quarter was held in August. There were no new members in attendance at this meeting, however they will be invited to speak about their organization and diversity in the organization to the coalition in the 4th quarter. Personally, I have had these discussions with the individuals representing Meals on Wheels and Stark County Board of DD and have created opportunities to get involved with their organizations and integrate them into the Live Well Stark County Coalition. As a result of our Coalition Engagement discussion from the second quarter, marketing materials were developed prior to the meeting and sent out with meeting minutes for coalition members to review and provide feedback, especially regarding their inclusiveness. Q4: Complete. 6. Conduct coalition evaluation Disseminate coalition evaluation survey

Assure coalition evaluation survey can be adapted to fit all member abilities


10/1/18 11/1/18 Copy of email announcing survey Coalition evaluation snapshot Analysis report findings

$312.50

Q1: No activity. Q2: No activity. Q3: No activity. Q4: An email was sent out to coalition members on Friday October 5th announcing the opening of the coalition evaluation survey and requesting coalition members to complete the survey. Coalition members were sent reminder emails throughout the month of October to complete the survey by the close date of November 2 nd. After receiving results of the coalition evaluation survey, a snapshot was created to share with coalition members during the 4th quarter meeting summarizing results of the survey including successes, shortcomings and areas for improvement. In addition to the single page coalition evaluation snapshot, an analysis report was created to explain in greater detail the results of the survey including the direction of the coalition moving forward. 7. Host at least 1 coalition meeting during the

4th quarter. Review coalition evaluation results Highlight updates to coalition materials

to improve disability inclusion Go over CHANGE tool review for 2019


10/1/18 12/31/18 4th Quarter meeting agenda Meeting minutes Copy of CHANGE tool review

presentation

$468.75

Q1: No activity. Q2: No activity. Q3: No activity.

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Q4: Live Well Stark County coalition meeting during the 4th quarter was held in November. A snapshot of the coalition evaluation survey was shared and reviewed with all members in attendance, and sent out to all members who were not able to attend. Additionally, it was offered to coalition members to review all survey results in detail if they so desired. The updates to coalition materials were initially discussed in 3rd quarter, work is still ongoing outside of coalition meetings to finalize marketing materials and create programs to improve disability inclusion within the coalition. The CHANGE tool was briefly reviewed during the meeting, and members were given the opportunity to ask questions with the promise of more detailed training to come in early 2019. 8. Increase membership diversity by 2 key

stakeholders. Welcome new coalition members Discuss the inclusion of populations they

represent into future work plans and coalition activities


4/1/18 12/31/18 List of Coalition member changes $312.50

Q1: The process has been started to increase membership diversity. Two representatives from organizations representing people with disabilities have expressed interest in joining the coalition thus far – they are planning to attend the second quarter coalition meeting and will be recognized as such when in attendance at the next Live Well Stark County meeting. Q2: Targeted organizations have expressed interest in joining the Live Well Stark County Coalition – including representatives from the Stark County Board of Developmental Disabilities and Meals on Wheels of Stark & Wayne Counties. Both of these organizations are already participating in work with other coalition members and organizations which are a part of Live Well Stark County. It seems these groups will be a good fit in the larger Live Well Stark County group, and can help us work together to try and expand efforts where possible through future grant and coalition work. We are encouraging them to attend our next coalition meeting. We are still looking at ways to involve community members as key stakeholders in our coalition. We have interest for involvement and commitment to membership with one community member, however she hasn’t been able to attend a meeting thus far. Q3: Membership diversity among the Live Well Stark County coalition has increased by at least 2 key stakeholders. A representative from the Stark County Board of Developmental Disabilities, and a representative from Meals on Wheels of Stark & Wayne Counties have both joined the Live Well Stark County coalition and have been crucial in assisting with ways to make our coalition more inclusive. Additionally, a community member and volunteer at the YMCA has joined the coalition and will be helpful in gathering community input and viewpoints that will further inform the work of the coalition and the Creating Healthy Communities grant as we continue to grow in the future. Although there has been recent turnover regarding the connection made with Meals on Wheels, they have assured that a representative will be involved with the coalition in one way or another until the position is filled and that individual can assume responsibilities. Q4: Complete.

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Priority Community: NE CantonLong Term Objective #3: By December 31, 2019, Stark County will increase the number of Ohioans following the Physical Activity Guidelines for Americans.Program Impact Objective #3: By December 31, 2018, NE Canton will increase the number of adults/youth who have access to places for physical activity as evidenced by an increase in 1 Active Transportation Commute Support.Deliverable Objective #3: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes. # of Process Objectives: 6 # of Process Objectives Met: 6Outcome Evaluation: Pre & post surveys will demonstrate a 25% increase in mode shift



Start End1. Promote to at least 4 organizations & identify at least one worksite champion.

Work with coalition to identify worksite champions.

Promote through multiple outlets (email, flyers, in person)

Contact/meet with worksite representative to assess interest

Share OH Active Commute Toolkit Survey staff on current commute and

potential for active commute (based on distance, willingness, infrastructure, barriers)

C Sadinski, SCHD;LWSC; Worksite

1/1/18 3/31/18 Survey results Meeting minutes Existing conditions report

$1,562.50

Q1: Ideal worksites to target were discussed with the coalition during the first quarterly meeting. Organizations were contacted based on the groups discussed, and meetings occurred with ICAN Housing Solutions, Stark County Library – Madge Youtz Branch, YWCA, and Mercy Medical Center at St. Paul Square. After meeting with these organizations and discussing the feasibility of conducting rides with worksite staff, some of the organizations were not interested in participating at this time (YWCA, Madge Youtz Library). Currently working with Mercy Medical Center to set up a lunch & learn, then schedule a ride with a small group of employees. After meeting with ICAN, it was mentioned that the population they work with may benefit more from the trainings, because a majority of them use bikes as their primary mode of transportation. A date has been set to come speak about the on-road training, provide more information, and survey on their current commute habits on April 25 th. Q2: I had the opportunity to deliver a lunch & learn type presentation to ICAN Housing about the on-road bike training opportunity, provide more information about the ride, and survey the residents present on their current commute habits. It was decided to try and target the residents of ICAN Housing because 1) there are limited options for worksites in the NE Canton area, 2) of the worksites in the area, they were either not interested or never responded to any communication attempts. ICAN residents have to volunteer/work for ICAN while they are staying there short term, and a majority of them don’t have cars for transportation. Based on residents surveyed, and conversations had with support staff who work closely with residents an existing conditions report was created. A resident and a staff champion were identified within ICAN to help encourage individuals to participate in on-road rides. Additional opportunities to potentially partner with worksites in the NE Canton area are still being explored as well. Q3: Complete.Q4: Complete. 2. Draft contract with Ernie’s Bike Shop for Work with Ernie’s Bike Shop to create a C Sadinski, SCHD; 4/1/18 6/30/18 Meeting agenda $1,562.50

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commute support (bikes, helmets, personnel) contract similar to 2017 for Canton. Explore partnership with BikeSmart Draft contract with Trevor (certified

YayBikes trainer)

Trevor Young; Ernie’s Bike Shop; LWSC; Worksite

Meeting minutes Copy of draft contracts

Q1: Met with Ernie’s Bike Shop and Trevor Young in January to discuss interest in providing assistance with leading experiential learning rides, and logistics for support of rides. Discussed what changes to the contracts from last year would make things more feasible for Ernie’s and Trevor to be involved with the rides. After the meeting, Ernie’s and Trevor put some thought into how they contracts/supporting the rides might look best for them. Based on the meeting and their feedback, contracts were drafted in March for Ernie’s Bike Shop and Trevor Young to support the Yay Bikes experiential learning rides.Q2: Complete.Q3: Complete.Q4: Complete. 3. Provide resources to HR or other wellness champions on active commute support

Share Ohio Active Commute Toolkit Share staff survey results to demonstrate

interest or barriers to active commute Discuss policy options & infrastructure

opportunities for active commute support in the workplace

Discuss on-road bike training opportunities

C Sadinski, SCHD;Worksite HR/Wellness Representative; Trevor Young

4/1/18 6/30/18 Meeting agenda Copy of email meeting

confirmation Resource summarizing interests

and barriers Discussed policy options

$1,562.50

Q1: No activity. Meeting scheduled for April 25th to present information about on-road bike training to the individuals at ICAN Housing and move forward with setting a date for an on-road bike training. During this April 25th meeting, I will also be surveying individuals to understand their interests and barriers to biking on the road and for transportation. Q2: Resident feedback via the surveys was created in the form of a resource summarizing the interests and barriers people have to using their bicycle for transportation. This resource was shared with ICAN Housing staff to help them understand what their residents were facing as barriers and ways to get past those barriers and encourage residents to participate in on-road bike training opportunities. Policy options were briefly discussed, and a list of policy suggestions was reviewed with ICAN Housing staff. Q3: Complete. Q4: Complete. 4. Conduct at least four How We Roll/Ride Buddy Rides

Map and ride four How We Roll routes Select routes that work best for worksite Share resources on the event with

worksite Lead rides with partner worksite Disseminate pre & post surveys to

participants

C Sadinski, SCHD;Trevor Young;LWSC; Worksite

4/1/18 9/30/18 Mapped routes Copy of selected route Event fliers Ride participant list

$1,562.50

Q1: No activity. Q2: After confirming with ICAN Housing that there was resident interest in participating in a ride, multiple routes were mapped in the area. After testing the mapped routes out on bicycle, a route was selected that was the best fit for the area. A ride was scheduled for June 20 th, fliers were distributed at ICAN Housing and other local businesses. There were 3 participants signed up – however due to

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weather the ride had to be canceled. A make-up ride is scheduled for the end of July in accordance with their next public transit training. Discussions have also taken place to offer rides during a community festival in August. Q3: There have been numerous attempts to engage the population at ICAN Housing to participate in a ride that were mostly unsuccessful. Although the population of residents served at ICAN housing are those who could benefit from the on-road experiential training, as the majority ride a bicycle for transportation purposes it has been very challenging to actually get them to show up for the training. There have been a number of times where people have signed up for the training and didn’t end up showing up at all. With all of that being said we did complete two trainings through ICAN housing, one being a Ride Buddy ride, and the other being a How We Roll Ride. Following the two rides, conversation has continued with ICAN Housing about how we can try and reach more residents to guarantee they will show up and participate in the scheduled ride. We also partnered with a local church that is active in the community, Holy Assumption Orthodox Church, to provide a ride with their congregation during their community festival. Unfortunately the weather wasn’t great, so we only had one participant who was willing to ride. Another avenue we utilized to engage individuals to participate in rides was by partnering with the Stark County Main Library, which is along the selected How We Roll route, to offer community rides. Unfortunately, even by partnering with the library we were only successful in recruiting one individual to ride. In the total four How We Roll/Ride Buddy Rides conducted, four individuals were trained. Even through a partnership with Ernie’s Bike Shop and connecting with local NE Canton businesses, it was very challenging to get people to actually show up and participate in rides. We partnered with other groups to provide incentives after the ride and advertised the fact, but it still didn’t draw in a lot of people, or if they signed up they didn’t end up actually showing up. However, for the individuals who did participate in the training it was very worthwhile and purposeful for them. Q4: Complete.5. Create evaluation report and disseminate results

Review post survey results from How We Roll rides

Share results with coalition and worksite Identify opportunities for worksite

infrastructure changes to support active commute

Obtain cost estimates for infrastructure changes

C Sadinski, SCHD; Trevor Young; Worksite; LWSC

4/1/18 9/30/18 Evaluation report $1,562.50

Q1: No activity. Q2: No activity. Q3: Following the completed rides, post-surveys were sent to participants via email or were completed in person via paper. All post-survey results were reviewed, and due to the small number of people involved with the rides, a formal evaluation report wasn’t created, but rather a one-page overview. This one-page overview was then shared with the organizations we partnered with, individuals who participated in the ride, and the Live Well Stark County Coalition. Discussion is still ongoing with ICAN Housing about potential policy changes or the opportunity for inclusion of policies about active commute to be added to their employee handbook or their resident’s lease terms in conjunction with infrastructure changes. It was identified that residents had access to an adequate bike rack, and helmets to borrow but they often ask for an air pump which ICAN Housing doesn’t have. Both staff and residents at ICAN indicated they think an installed air pump with tools would be helpful, and could encourage more individuals to ride their bicycles for transportation purposes. Assessment of the landscape along the selected How We Roll route, led to discussion with organizations to identify other areas for needed infrastructure change. Cost estimates were obtained for the necessary materials. Q4: Complete. 6. Provide support to worksites for

infrastructure changes supporting active commute

Meet with worksites following completion of rides

Identify places for infrastructure improvements (bike racks, fix-it station)

C Sadinski, SCHD;Trevor Young; Worksite; LWSC

10/1/18 12/31/18 List of suggested infrastructure changes

Photo of infrastructure changes

$1,562.50

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Install infrastructure improvements to worksite (bike racks, fix-it station)

Q1: No activity. Q2: No activity. Q3: Following the completion of bike rides in the NE Canton area and per discussion with ICAN Housing and surrounding organizations or community hubs, places for infrastructure change have been finalized and the identified materials have been purchased. Presently, we are waiting on the delivery of the purchased materials and are contacting the identified locations to set up a date and time for installation of the infrastructure changes. The infrastructure improvements should be installed and finalized within the month of October.Q4: Infrastructure materials were delivered and installed in identified locations at the end of October. A bike pump was identified as a need and was installed at ICAN Housing, additionally a bike rack was installed at Nimisilla Park, a large community park that was lacking any sort of secure bike parking facilities, and finally a bike rack and bike pump will be installed at Schreiber Park in Spring 2019. Due to unexpected cold weather and the need to pour a concrete landing pad installation at this location was delayed.

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Priority Community: SE CantonLong Term Objective #4: By December 31, 2019, Stark County will increase the number of Ohioans following the Physical Activity Guidelines for Americans.Program Impact Objective #4: By December 31, 2018 SE Canton will increase the number of adults/youth who have access to places for physical activity as evidenced by an increase in one active transportation commute support. Deliverable Objective #4: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): No, the active transportation commute support project is still in progress due to circumstances beyond our control. An agreement has been made with the City Engineering Department to complete the project no later than May 1, 2019. # of Process Objectives: 6 # of Process Objectives Met: 6Outcome Evaluation: Trail usage will increase by 25% as evidenced by bike counts.



Start End1. Assemble a team with key stakeholders Identify potential partners

Formalize team Discuss/identify route Highlight needs for enhancement/

intervention in the community

C Sadinski, SCHD; Canton Parks and Rec; Canton City Engineer

1/1/18 3/31/18 List of team members Map of route List of needs for enhancement

$1,562.50

Q1: Initially met and spoke with the Canton City Engineer in late January about the Canton Designated and Proposed Bike Routes & Trails. In this meeting we discussed the defined/designated route in SE Canton, and the need for updates/enhancement along that route. We also spoke about who and what organizations are currently involved with this project, who we might be missing, and who else should be include as a partner on the project. After this initial meeting, a call was scheduled with all potential interested partners to review the designated route and gather other opinions about the needs for enhancement along the route and within the surrounding community. A map of the route and a final list of needs for enhancement came about as a result of these meetings, these items can be found with the quarterly attachments. Q2: Complete. Q3: Complete. Q4: Complete. 2. Collect pre-intervention data Collect bike counts

Photos of existing infrastructure on route

Conduct bike audit and compile results into report


4/1/18 6/30/18 Bike count Photos Copy of bikeability audit Copy of report with audit results

$1,562.50

Q1: Photos of existing infrastructure were captured in early March. Bike counts have not yet been collected consistently due to weather. Bike counts and a bike audit are planned for April once the weather breaks. Q2: An initial bike audit was conducted in late April, and a report created from the bike audit results. Bike counts were collected throughout the month of May and early June. Live Well Stark County is participating in a community bike event in SE Canton later this summer, and we have a pseudo bike audit planned to take place. This event is strictly for children and their parents or guardians, so we think it would be good to gather their feedback about parts of the existing infrastructure on the route and highlight changes that are going to be happening from the children’s point of view. Q3: Complete.

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Q4: Complete. 3. Identify trail improvements Present findings from bike audit to

stakeholder team Create list of recommendations for

proposed improvements Obtain estimates of cost for proposed

improvements


4/1/18 9/30/18 List of proposed improvements Cost estimates for proposed

improvements

$1,562.50

Q1: No activity. Q2: Following the bike audit, findings were presented to the stakeholder team to further discuss improvements based upon the initial identified needs and results from the completed bike audit. The original list of needs for enhancement were reviewed and transformed into a list of proposed improvements based on feedback from the stakeholder team. After proposed improvements were agreed upon, quotes were obtained for the materials to provide cost estimates. Decisions are currently being made to move forward with purchasing materials for the proposed improvements, and looking at what other options are available for necessary improvements in the area. Q3: Complete. Q4: Complete. 4. Initiate steps to implement trail improvements

Create MOU to outline completion date for trail improvements and share with City Engineer

Purchase trail improvements (signage, fix-it station, bike racks, road paint)

Begin to install infrastructure changes Connect with community leaders and

businesses to share updates


7/1/18 12/31/18 Signed MOU $1,562.50

Q1: No activity. Q2: Quotes have been obtained and we are in the process of purchasing trail improvements and identifying businesses and community leaders in the area who would be impacted by and could utilize the bike improvements in SE Canton. A draft list of businesses and community leaders to target has been created. Communication with the Canton City Engineer has begun about when improvements to the trail will be completed, so that a bike ride can be scheduled after completion. Timeline for completion is slated for late summer at this point. Q3: Improvements have been purchased for the proposed on-road trail, unfortunately some of the items were not in stock and therefore delayed shipping of the items. With that in mind, the timeline for completion of the bike lane has been pushed back into the fourth quarter or late fall. We partnered with a local group, the Early Childhood Resource Center, to lead a bike ride on the trail, which we had hoped would be completed at the time but unfortunately was not. This group included a mixture of youth and their parents or guardians who were led on a bike ride along the proposed trail, highlighting where changes were taking place and what the changes would be. Since the trail was not yet completed at this time, we are working to set up another bike ride in late fall when connecting with the businesses, community leaders and organizations in the area to share the upcoming updates. Contact with the Canton City Engineer is ongoing to finalize details about installation and a thorough timeline for completion. Q4: Although all materials for improvements have been purchased and received, early snow and colder than normal ground temperatures have significantly delayed completion of the project. Unfortunately, with these current setbacks the project is not slated to be completed until Spring 2019. Due to these setbacks, it was determined that an MOU with the Canton City Engineering Department would appropriate to ensure that the scope of the project is carried out correctly and completed in a timely manner. An MOU was drafted, sent to the City Engineer for review and signed on the 7th of December. This MOU outlined that installation of infrastructure and trail improvements needs to be completed no later than May 1, 2019. Additionally, the MOU outlines other responsibilities

12

on behalf of the City Engineering Department to support the project including maintaining infrastructure changes after installation and assisting with post evaluation of infrastructure changes as necessary. Initial information has been shared with community organizations and businesses about the upcoming infrastructure changes, with plans to share more detailed information and host a community bike ride upon completion of the improvements in Spring 2019. Thus far organizations that have been contacted and information shared with include: Allen Elementary School, Sherrick Road Church of God, Edward Coleman Community Center, Community Drop In Center, Jackson-Sherrick Metropolitan Housing, St. Anthony’s Catholic Church, Deli Ohio, Muggswigz, Stark Area Regional Transit Authority Station and the YWCA Women’s Shelter. 5. Assist with leveraging of additional funds Identify need for additional funds

Identify potential funders Create database of due dates, grant

requirements, funding ceilings


10/1/18 12/31/18 List of needs List of potential funders Grant/funding request draft

$1,562.50

Q1: Research has started to try and identify potential funders for potential planned enhancements. A draft list of potential funders and similar projects funded has been created thus far. Q2: Discussion has taken place based upon cost estimates obtained about what improvements can be purchased with funding available and where the need for additional funds may come in. A list of needs from this discussion was created, and research is being done to identify potential funders that may be able to assist in helping us meet those needs. Q3: Based on discussion with the Canton City Engineer, and other members of the stakeholder team it was determined that at this point in the project there is no need for outside funding. Progress of the project slowed in 2018 in comparison to expectations, and therefore not as much progress has been possible in terms of expanding the trail off-road this year. The plan overall is still to expand the trail to include off-road multi-use sections and to connect to the larger bike & hike trail system in Canton City. Additional funds will likely need to be leveraged in the future to continue the progression and expansion of the trail system, but at this point is not necessary. A letter detailing the lack of need at this point has since been drafted, with future needs for leveraged funding outlined. Potential funders that can be referred to in the future have been identified and compiled into a comprehensive list including due date, grant requirements & funding ceilings. Additionally, a draft Letter of Intent to secure additional funding for future needs was created with input from the subcommittee. Q4: Complete. 6. Create a plan for future evaluation of improvements

Create evaluation plan to be carried out in 2019

Collect data to assess trail usage, safety, and other improvements made

Define a timeline for evaluation


10/1/18 12/31/18 Evaluation plan $1,562.50

Q1: No activity. Q2: No activity. Q3: No activity. Bike counts have not yet been collected because the project is not yet complete. Q4: Initially evaluation of the installed improvements were planned for late 2018. However, due to setbacks with things outside of our control, such as weather conditions the project is not slated to be completed until Spring 2019. A plan for future evaluation was therefore created to be carried out in 2019, defining a timeline for implementation as well as appropriate data collection methods to assess trail usage, trail safety and any other improvements. With a defined project completion date of no later than May 1, 2019, evaluation is planned to begin immediately following project completion in the Spring of 2019 and run through the Fall of 2019. Evaluation should be complete by October 31, 2019 at the latest. There are three defined goals of the evaluation plan including: 1) Evaluate the effectiveness of the trail/bike lanes, 2) examine the community for changes in safety, and 3) evaluate street vitality within the community. Each of these defined goals have associated activities, defined modes of data collection and instruments for data collection. These things will ensure that regardless of who is involved with data collection, the appropriate data is collected using the correct modes and instruments. Copies of evaluation forms are also included in the evaluation plan.

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Priority Community: Massillon

Long Term Objective #5: By December 31, 2019, Stark County will increase the number of Ohioans following the Physical Activity Guidelines for Americans.Program Impact Objective #5: By December 31, 2018, Massillon will implement and/or enforce physical activity policies/practices as evidenced by an increase in 1 Ohio Healthy Program Deliverable Objective #5: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes.# of Process Objectives: 7 # of Process Objectives Met: 7Outcome Evaluation: Physical activity among children will increase by 10% as evidenced by OHP policy changes supportive of physical activity



Start End1. Recruit at least 2 centers to complete OHP Designation process.

Develop letter informing Massillon child care centers about OHP

Send letters to 100% of child care centers in Massillon

Meet with identified centers and explain OHP designation

Review existing center policies/handbook

Determine need for implementing policy changes (Rings of Fun)

Collect pre-designation physical activity data using the Let’s Move! Child Care Checklist

C Sadinski, C Sadinski, SCHD; Kelly Potkay, Health Educator

1/1/18 6/30/18 Copy of letter/email List of centers contacted Meeting minutes Copy of center policy/handbook Pre-designation Let’s Move! Child

Care Checklist

$1,875

Q1: Child care centers in Massillon were identified, and a list of centers was created with location and contact information. Using this list, letters about OHP were created and mailed to Massillon child care centers in late January/early February. Additionally, child care centers were followed up with via telephone to further discuss the OHP program and their interest in participating. Meetings have been set in the upcoming months with two child care centers in Massillon to explain OHP designation, and begin reviewing their existing center policies and handbooks. Active recruitment is still being done to identify other interested child care centers in Massillon. Q2: Two child care centers in Massillon, Fair Play Family Center and RiverTree Christian School, have been recruited and are interested in completing the OHP designation process. Meetings were held with both centers to explain the OHP designation process and its benefit to childcare centers. Additionally, both centers completed the pre-designation Let’s Move Child Care Checklist and have provided copies of their center policy books and menus for review. Training is being done with a third center in Massillon at this point, however they are unsure about following through with OHP designation this year. Q3: Complete. Q4: Complete. 2. Provide training to at least 2 child care centers (1 teacher from each age group the center serves; 1 administrator for the final 2

Present training to teachers Present training to administrators

C Sadinski, SCHD; K Potkay, Health Educator

4/1/18 6/30/18 Copy of training sign-in sheets Agenda Flyer for training

$2,500

14

sessions)Q1: One child care center in Massillon has registered for and begun training for the first set of OHP sessions that are being offered. The first sessions for OHP training began on March 14, 2018 and run through June 13th. Active recruitment is still being done to identify and enroll another child care center in Massillon in OHP training. Q2: Both child care centers in Massillon who are participating in the OHP designation process have completed the required trainings. All necessary Training is ongoing for a third Massillon center, however they are unsure if they want to proceed with OHP designation this year. Active encouragement for them to become designated is being done throughout training sessions. Q3: Complete. Q4: Complete. 3. Assist with 2 physical activity policy changes.

Review current policy/handbook Identify and recommend changes Provide TA in making policy/ handbook

changes


7/1/18 9/30/18 List of recommended changes Copy of policy changes

$1,000

Q1: No activity. Q2: Both Massillon child care centers participating in the OHP designation process are currently working on creating their policy changes so they are focused around physical activity. One of the centers has submitted their proposed physical activity policy change for review and is focused around unstructured and structured play time. The other center is reviewing our suggestions given regarding physical activity policies following review of their policy handbook. Q3: We have been working closely with both Massillon child care centers to support them in implementing physical activity policy related changes. Fair Play child care center and RiverTree child care center in Massillon drafted and submitted their policy changes for review. Upon receiving the drafted policy changes, we reviewed them as is and made further suggestions to enhance their policy language and to make sure there was a clear focus related to physical activity in the adopted policy. Both centers then revised their policies and submitted them in a final form for our records prior to submitting for OHP designation status. Fair Play family center created a policy around making the center physical activity friendly, while RiverTree focused more on screen time and how it relates to physical activity for their newly adopted policy. Q4: Complete. 4. Assist with 2 menu changes. Review current menus

Identify and recommend changes Provide TA in making menu changes

C Sadinski, SCHD;; K Potkay, Health Educator

7/1/18 9/30/18 List of recommended changes Copy of menu changes

$1,000

Q1: No activity. Q2: Both child care centers in Massillon have submitted their pre-designation menus, they have been reviewed and suggestions were provided where necessary to enhance menus and make them OHP compliant. We are actively working with both centers at this point to implement the necessary menu changes. Q3: After both centers submitted their current menus for review and suggestions were provided where necessary, individual meetings were held with staff from each center to discuss the changes in greater detail and provide technical assistance to meet OHP menu requirements. Very few changes were required with Fair Play’s menu, as they were meeting most of the OHP requirements already. A little tweaking of fruits or vegetables that were offered and consistency of naming on the menu was really all that was needed to ensure their menu met OHP standards. Fair Play has already submitted their updated menu for OHP designation. A little bit more work was required to ensure the menu at RiverTree was updated to meet OHP standards, mainly due to distributors they work with and the number of kids they serve each day. We reviewed with them what needed to be changed or updated on their menu and they are going through the process of addressing those issues currently. They were hoping to be done with menu updates by the beginning of September, but due to kids coming back to school full-time their timeline has been delayed a bit. We are consistently checking in and providing technical assistance to help them improve their menu and meet OHP standards. Q4: As mentioned previously, Fair Play made miniscule updates to their menu in order to be compliant and meet OHP requirements. Fair Play had submitted their menus and application for OHP designation and received notice of award in September. At the end of the 3rd quarter, RiverTree’s menu had been reviewed and they were in the process of making updates to their menu to meet OHP

15

requirements. They had hoped to complete this by the end of September but didn’t get to it until October. Following review of their updated menu, there were very few minor things that needed to be addressed such as using specific and correct labeling for fluid ounces of milk served. Throughout the process of making menu updates, technical assistance was provided to both Fair Play and RiverTree to help them improve their menus and go above and beyond in meeting OHP menu requirements. Both centers were provided with suggested menu changes to enhance their menu offerings and tips on how to stretch their food budget to meet these requirements. Menu changes were completed for both centers and meet all 8 OHP menu requirements. 5. Assist with 2 physical activity focused family engagement activities.

Review current family engagement activities

Identify and recommend changes Provide TA with family engagement

activities


7/1/18 9/30/18 List of recommended changes Copy of family engagement activity

changes

$1,000

Q1: No activity. Q2: Current family engagement activities were reviewed for both child care centers, and suggestions were given for changes to incorporate more physical activity. Currently we are working with both centers to identify ways they could enhance their successful family engagement activities to incorporate physical activity, and providing assistance as necessary with these activities. Q3: During meetings to review menu updates, discussion also took place around family engagement activities including what the centers were already doing and how they could expand upon those things to encourage physical activity with family engagement. Fair Play decided to tie physical activity into their celebrations and encourage families to bring in non-food activity items such as games, or to take part in leading an activity for the kids during celebrations. RiverTree has a lot of different strategies for family engagement already, so they are planning to expand on those strategies to include more physical activity related activities by the end of October. Q4: Fair Play had previously updated their family engagement activities to incorporate physical activity in the third quarter. They worked to incorporate physical activity into class parties and center events by having parents bring in non-food items such as sports equipment, a game or lead a physical activity. Prior to pursuing OHP designation, RiverTree was already releasing a monthly newsletter for parents as a family engagement strategy. In order to incorporate more physical activity into their family engagement activities, they decided to expand on what they were already doing by including an article about physical activity ideas for families and children in the parent newsletter every other month. Additionally, RiverTree hosts a parent breakfast twice a year where they plan to distribute information related to OHP including information on health, wellness, growth and development of children. 6. Assist with 2 OHP Designation applications. Provide TA for center to upload

necessary documentation to OCCRRA Assist with OHP designation application


10/1/18 12/31/18 Copy of OHP designation application

$1,000

Q1: No activity. Q2: No activity. Both centers recently completed all required OHP training sessions and will be beginning the OHP Designation application in the near future. Q3: Fair Play child care center in Massillon completed their OHP designation application in late August and were notified via email of their OHP designation award in mid-September. RiverTree is currently working on finishing up a few last minute details and are planning to submit their OHP designation application by the end of October. Q4: After finalizing and gathering all materials, RiverTree submitted their application for OHP designation and received notice of award in late November. Both centers that were pursuing OHP designation, Fair Play and RiverTree, have officially received notification and are OHP designated centers in the City of Massillon.7. Conduct evaluation of OHP designated centers in Massillon City.

Collect physical activity data following OHP designation using the Let’s Move! Child Care Checklist

Compare pre-designation checklist data to post-designation checklist data


10/1/18 12/31/18 Post-designation Let’s Move! Child Care Checklist

Analysis of pre- and post- designation Let’s Move! Child Care Checklist

$1,000

Q1: No activity.

16

Q2: No activity. Q3: Following their OHP designation and award Fair Play completed the post-designation Let’s Move! Child Care Checklist. In relation to physical activity, when comparing their pre- and post-designation checklist they improved in at least one area – indicating that they moved forward from ‘ready to get started’ to ‘making progress’ on limiting total screen time at the center and informing parents of screen time limitations as well. Unfortunately it also appears that they indicated regression in one physical activity related area, moving from ‘fully meeting’ to ‘ready to get started’ on providing parents of preschoolers with screen time reduction educational materials. Overall, Fair Play indicated that for the majority of best practices stated in the physical activity checklist, they are being fully met. RiverTree is currently still working on becoming OHP designated so they have yet to fill out their post-designation Let’s Move! Child Care Checklist, they should be doing so by the end of October. Q4: Following their OHP designation application and award notice, RiverTree completed the post-designation Let’s Move! Child Care Checklist. When comparing their pre- and post-designation checklist improvements were noted in the areas of improving food choices, increasing physical activity and reducing screen time. In these three areas RiverTree indicated moving forward from ‘making progress’ to ‘fully meeting this practice’ on serving fruits and/or vegetables at every meal, providing preschoolers with 120 minutes or more of active play each day, and providing parents screen time reduction education materials. Unfortunately, it also appears that RiverTree indicated regression in one physical activity related area, moving from ‘making progress’ to ‘ready to get started’ in limiting screen time to 3-4 times per year for toddlers and infants. Overall, RiverTree indicated that the majority of physical activity related best practices are either a work in progress or are being fully met. A detailed analysis report of the pre- and post-designation checklists for both Fair Play and RiverTree was created to provide a more thorough explanation of progress for each of the Let’s Move! Child Care Checklist Best Practice areas. This analysis report has been shared with personnel at both centers to provide an idea of areas of needed improvement as they continue to pursue OHP designation in the coming years.

Priority Community: MassillonLong Term Objective #6 By December 31, 2019, Stark County will increase the number of Ohioans following the U.S. Dietary Guidelines for Americans.Program Impact Objective #6: By December, 31, 2019, Massillon will increase access to healthy food options as evidenced by an increase in 1 healthy retail. Deliverable Objective #6: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes. # of Process Objectives: 5 # of Process Objectives Met: 5Outcome Evaluation: There will be a 10% increase in fruit and vegetable consumption by mobile grocery store participants, as evidenced by participant survey.



Start End1. Create and execute shared space procedures and protocols of small-scale refrigeration space for Massillon community partners.

Develop management agreement of the space

Determine shared space tenants Sign shared space agreements with site,

management, and tenants

T Kaminski, StarkFreshT Phillips, StarkFresh

01/01/18 05/31/18 Copy of Massillon management agreement

Signed Massillon space agreements

$1,937.50

Q1: Work is actively being done to identify a refrigeration space partner in Massillon. Q2: Research is still being done to identify an appropriate refrigeration space partner in Massillon. Due to shared refrigeration space tenants still being determined, management agreements have not yet been developed or signed. Draft agreements have been created based off of work in other priority communities, however shared space tenants need to be determined prior to moving forward with any other work on this objective. Q3: In Massillon an agreement for use of the shared refrigeration space has been established with the owner of a local small farm, Mud Run Farm. Mud Run Farm produces items such as beets, carrots, cucumbers, collards, free-range eggs, sweet corn, garlic, raspberries and more. Although the farm is in Stark County, Mud Run has solely been distributing their products through Countryside Farmers’

17

Market in Summit County. However, through this partnership established with StarkFresh, Mud Run has been able to expand their product storage options and distribution via the Mobile Grocery Market and supply their products to more end-users. StarkFresh is continually searching for additional partners to utilize the shared refrigeration space and expand their ability to distribute fresh, locally grown products. Due to circumstances outside of our control, this shared refrigeration space, originally located at the Family Life Center in SE Canton, was moved to one of StarkFresh’s farm sites in the NE Canton community. StarkFresh is therefore now serving as both the operator and landowner, negating the need for a true management agreement. Shared space procedures are still ongoing, and will allow new/existing partners to utilize the shared refrigeration space as outlined.Q4: Complete.2. Assess existing Massillon stores interest in healthy retail option expansion

• Research outside funding opportunities Meet with store owners or agency

leaders to determine roadblocks and solutions

Research and meet with potential wholesalers

• Assess stores being considered to adapt

T Kaminski, StarkFresh; T Phillips, StarkFresh

01/01/18 12/31/18 Massillon store assessments Massillon map results of

locations Massillon existing retail impact

$2,638

Q1: Actively assessing existing stores interest/potential for healthy retail expansion in Massillon. Q2: Existing retail stores in Massillon have been mapped, and the process of completing store assessments has begun. Store assessments in the Massillon area are actively being completed to understand their potential, willingness, and capacity for healthy retail expansion in the near future. After completing the store assessments, the information will be compiled into an Existing Retail Impact report that can be shared with store owners, local agencies, and planners. The information gathered through store assessments and compiled into the retail impact resource will help identify which stores might have the most success and are the most interested in a healthy retail expansion. Q3: Massillon store assessments were completed for existing retail stores which indicated interest in the option of introducing healthy food items in store. In total there were 6 stores assessed using the Good Food Here Store Assessment tool. Of the six stores assessed only one store currently offered any type of fresh foods – including apples, bananas, oranges, cucumbers, lettuce, eggs, milk & cheese. The quality of these items were pretty good, however they were expensive. This store is trying to provide for the community, but they are unable to source and distribute items at a reasonable cost. The majority of the stores did accept SNAP, but the nutritional content of items that are available for purchase with SNAP are not great. A couple retail stores did offer shelf stable foods, but again fresh foods were few and far between, having only been found in one of the six retail locations. By completing these Good Food Here Store Assessments it allowed us to see that there is a need for healthy retail options in existing stores, but that many of the existing stores lack the space necessary for healthy retail expansion. Outside of the store assessment, existing stores were mapped, and their retail impacts were assessed as well – utilizing a ¼ mile and ½ mile impact. After completing the assessments, there is still interest among store owners for healthy retail expansion, but the issue of affordable small-scale distribution is still a concern. StarkFresh is continuing to look for ways to address the issue of affordable small-scale distribution as a means to keep store owners engaged in the long term. Q4: Complete. 3. Determine potential locations in Massillon for healthy retail space.

Meet with potential partners, residents to determine best site location

Survey/map area of most need/organizations

Map out area of need vs potential site locations

Determine potential usage and impact Projections

• Research outside funding opportunities

T Kaminski, StarkFresh;Dee Beyeler; Shelly Hinton, ACRFB

01/01/18 12/31/18 Potential Massillon site pictures Massillon map results Potential Massillon retail impact

projections

$2,431

18

Q1: Research is being done to identify partners and potential healthy retail locations in Massillon. Q2: Unfortunately there hasn’t been much feedback from potential partners or residents to assist in determining the best site location for healthy retail space. With this in mind work is currently being done to map out the area of most need and identify organizations in those similar areas to partner with. There has been little successful communication with partners at this point, so the process is still ongoing to identify the appropriate partners whom could benefit and help make a healthy retail space a success in Massillon. Research is ongoing within the community to identify potential Massillon sites for healthy retail space. Q3: In Massillon, the areas of most need or areas where there were the largest food system gaps were assessed for potential future retail space. In total, there were 8 locations in Massillon identified as viable potential future retail spaces. The potential locations span across the City of Massillon, and include some old, uninhabited buildings as well as buildings that are already housing organizations which have room to expand. A few characteristics that were considered when assessing locations included the property value, size of the building in square feet, number of parking spots, amount of renovation required and the potential impact numbers in terms of ¼ mile and ½ mile. Nearly all of the spaces need extensive renovation and/or conversion to make the space usable for healthy retail. If one of these locations were to be seriously considered for healthy retail space conversion, outside funding would be a necessity. Conversation is ongoing regarding the area of most need, and if it’s feasible to purchase and renovate a whole new space or work with existing retailers to outfit their store with the capacity to offer healthy retail options. Q4: Complete. 4. Distribute food to Massillon community via the Mobile Grocery Store – making at least 3 stops weekly during the season.

Develop Mobile Grocery Store schedule Work with local farmers and suppliers to

secure produce Line up volunteers to operate program Implement the program Collect one-on-one data from customers

to determine locations for Brick and Mortar Store location viability.

T Kaminski, StarkFresh

06/01/18 12/31/18 Flier for Massillon Mobile stops Completed Massillon Mobile

report for the season Massillon Mobile photos

$1,431

Q1: Mobile Grocery schedule is complete. Suppliers are still being worked on as well as staffing. Q2: Food suppliers for the Mobile Grocery Market, as well as adequate staffing to serve all of the market stops has been secured. The market season started in the beginning of June and is underway with 4 stops weekly serving the Massillon community. The Massillon stops have been well attended thus far, and are seeing both new and repeat customers frequently. Data is consistently being collected at all Mobile Grocery stops to inform ideas for store locations, as well as other necessary information. Q3: During the busiest times of the season, there were staff, AmeriCorps VISTA, and various volunteers on the Mobile Grocery on any given day. Volunteers were secured on a long term basis with the help of a local youth organization, as well as occasional assistance from organization volunteers to ensure the market always ran smoothly. The mobile grocery is continuing to run through the end of October but has seen great participation so far this year. Thus far there have been just over 1,900 attendees across all stops, and the season is still ongoing. At the end of the season last year the market saw a total of 1,622 attendees so participation continues to grow! In Massillon specifically, there have been 414 participants at the 4 designated stops so far in 2018. Data is continually being collected from each participant when they check out and will be analyzed at the end of the year. The questions that participants are asked include general demographic information, why they shop at the Mobile Grocery, food preferences they would like to see at the Mobile Grocery, other stores they commonly shop at, a log of items purchased and more. The data collected generally helps inform what items should be staples on the Mobile Grocery, if there’s a need to source other items from local farmers or elsewhere, inform stop locations for the coming year and provide information to support the need for the Mobile Grocery in these communities based on feedback and comments from participants. Q4: In Massillon in 2018, the Mobile Grocery Market made stops weekly at four separate locations including Danbury Senior Living Center, Salvation Army, Lincoln Apartments and LifeCare Family Health and Dental Center. All stops in Massillon were completed on Wednesdays between the hours of 11:15 a.m. and 2:00 p.m. Volunteers, StarkFresh personnel, and AmeriCorps VISTA workers were essential in keeping the Market running smoothly throughout the 2018 season. At each stop, data was collected from customers including demographic information, sales data information and information to assist in determining the need for a healthy retail brick and mortar location. Some of the data collected to address the need for a brick and mortar healthy retail included asking what the top 2 stores

19

were that individuals shopped at when purchasing groceries. This information would be helpful in assessing how far people might be driving for those healthy foods and demonstrate the need for a more local healthy retail establishment. In total there were 500 individuals reached at the Massillon stops throughout the 21 weeks of the Mobile Grocery season. On average, individuals spent $5.59 per transaction in Massillon, with sales for the season totaling $2,799.53 among these four stops. Of the total $2,799.53 in sales, SNAP/EBT sales accounted for $377.75, WIC & Senior Farmers’ Market Nutrition Program Vouchers accounted for $55.00, Produce Perks accounted for $256.00, and other vouchers accounted for $500.00. The remainder of sales are attributed to cash and credit/debit sales. Overall the Mobile Grocery Market was a success in the Massillon community, serving almost 100 more people and increasing total sales when compared to 2017. A greater number of Massillon City residents utilized the Mobile Grocery Market, contributing to the need for a permanent healthy retail outlet within the community. 5. Provide post evaluation results of participants of Mobile Grocery Store and Shared Refrigeration space partners in Massillon.

Create survey Send out survey to shared space

partners Send out survey to mobile stops Collate survey results

T Kaminski, StarkFresh;LWSC

07/01/18 12/31/18 Copy of Massillon evaluation report results

$937.50

Q1: No activity. Q2: The Mobile Grocery Store season began in early June and runs through October with four stops serving the Massillon community. Data is currently being collected through surveys at all stops, and will continue to be through the remainder of the market season. Surveys are collected in a variety of formats including via paper and online. Data will be evaluated following the close of the market season in October. Q3: Data is continuously being collected from all participants who purchase from the Mobile Grocery throughout the season, and at this time the individual farm acting as a shared refrigeration space partner. Both Mobile Grocery participants and Shared Refrigeration Space partners will be surveyed through the end of October, when Mobile Grocery Season concludes. Data that is being collected from the surveys includes information to inform future Mobile Grocery seasons in terms of most purchased items, items that should be added to the Mobile Grocery, potential future locations for Mobile Grocery stops, things that are working well and maybe things that could be improved including price, storage of items and more. All of the information collected will be useful in further expanding the boundaries in which people can access healthy, affordable fresh foods. Q4: Throughout the Mobile Grocery Season, customers were surveyed on topics to further enhance the capacity of the Mobile Grocery Market moving forward and to support the need for a permanent healthy retail outlet in Massillon. Additionally, partners utilizing the shared refrigeration space were surveyed regarding their thoughts on the space and needs for improvement to the space. Although these surveys were geared towards different populations, they were intended to provide information about the success of the Mobile Grocery Market and the Shared Refrigeration Space with the idea that together these two programs can help encourage and support a healthy retail outlet in the community. An evaluation report was created to summarize survey results from Mobile Grocery participants and Shared Refrigeration Space users. Some of the most useful information collected via the Mobile Grocery survey addresses what other stores individuals shop at, the groceries that they normally purchase when shopping at the supermarket, why they shop at the Mobile Grocery Market and demographic characteristics. Additionally, the Shared Refrigeration Space survey seeks to gather information about what worked well with the space, what improvements need to be made regarding the space, a vision for the future and ideas for community needs to be addressed by the space. The gathered survey responses indicate that individuals are still going to grocery stores to purchase needed items, most commonly fruits, vegetables and dairy products. Additionally, the stores that were indicated as those most shopped at were outside of the areas serviced by the Mobile Grocery Market, demonstrating the need for a permanent healthy retail outlet within Massillon City. In regards to the Shared Refrigeration Space, suggestions were made to expand the space and interest in working towards creating and/or supporting a local distribution system to service the community. All of the data collected will be used to make necessary changes to the Mobile Grocery Market and support the case for a healthy retail outlet in Massillon.

20

Priority Community: SE Canton

Long Term Objective #7: By December 31, 2019, Stark County will increase the number of Ohioans following the U.S. Dietary Guidelines for Americans.Program Impact Objective #7: By December, 31, 2019, SE Canton will increase access to healthy food options as evidenced by an increase in 1 healthy retail. Deliverable Objective #7: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes.# of Process Objectives: 6 # of Process Objectives Met: 6Outcome Evaluation: There will be a 10% increase in fruit and vegetable consumption by mobile grocery store participants, as evidenced by participant survey.



Start End1. Determine location in SE Canton for refrigerated unit to be used for small scale distribution storage for healthy retail.

Meet with potential partners to determine best site location



Determine potential usage and impact projections

T Kaminski, StarkFresh; M Lemon, Family Life Center; T Phillips, StarkFresh

01/01/18 04/30/18 Potential SE refrigeration site pictures

SE refrigeration map results

$2,550

Q1: Research for location of refrigerated unit in SE Canton completed, a site has been identified, and partners are being lined up. This process objective is complete. Q2: Complete. Q3: Complete. Q4: Complete. 2. Create and execute shared space procedures and protocols for small scale distribution refrigeration with SE Canton partners.




T Kaminski, StarkFresh; M Lemon, Family Life Center; T Phillips, StarkFresh

01/01/18 05/31/18 Copy of SE Canton management agreement

Signed SE Canton space agreements

$2,137

Q1: Agreement has been developed and shared space tenants identified. All agreements have been signed. This process objective is complete.Q2: Complete. Q3: Complete. Q4: Complete.3. Purchase Refrigerated Unit Research most cost-effective unit

Arrange for unit delivery and installation Install unit Purchase necessary equipment for unit

T Kaminski, StarkFresh; M Lemon, Family Life Center; T Phillips,

01/01/18 05/31/18 Photo of purchased and installed unit

Specifications of purchased unit

$1,603

21

StarkFreshQ1: Research has been done to identify the most cost-effective unit, and pricing is being worked up for purchasing the refrigerated unit. Q2: Research was completed to identify cost-effective units, and the refrigerated unit has been obtained. The purchase of necessary equipment for the unit is underway and we are waiting for buildout of the refrigeration unit and arranging electric hookup. The unit has since been purchased and installed and is in the process of being outfitted for use with previously identified partners in the SE Canton community. Q3: Complete. Q4: Complete. 4. Increase garden management/training to increase crop yields and storage for shared refrigeration space in SE Canton.

Determine level of training needed at specific partner sites in SE Canton

Schedule appropriate trainings Create tracking documents Track crop yield

T Kaminski, StarkFresh; T Phillips, StarkFresh; M Lemon, Family Life Center;

01/01/18 12/31/18 SE Canton training schedule SE Canton inventory tracking

sheets

$937.50

Q1: Discussions with garden leader/manager over what crops to grow has started. Calendar of training is being worked on.Q2: The garden site that was initially identified in SE Canton for garden/management training has since changed from discussions that occurred in the previous quarter. The reason for the change was mainly due to capacity of the first garden, and the lack of a current garden manager. With that being said, discussion began again with the new SE Canton site to identify appropriate training dates. At this point in time dates for training are being finalized, as are tracking documents to accurately track crop yield. Q3: Due to the unexpected change in leadership at the initial identified partner site in SE Canton, things had to be altered a bit and growing this season had to be moved to a different StarkFresh location altogether. With all of that in mind, growing began much later than anticipated and has continued at the alternate StarkFresh site where the materials were moved. However, individuals in the SE Canton community and serving the SE Canton community were involved with the site and enrolled in a variety of different garden management and training days. In total there were 23 training classes held serving the SE Canton community between early April and the end of August. Of the individuals who participated in the trainings, they were either community volunteers or X-Excel trainees. X-Excel trainees are individuals with developmental disabilities whom are participating in work opportunities to gain skills, community integration and continuous education. In total there were 132 individuals who participated in about 311 hours of training. The training sessions conducted typically focused on seed starting or cultivating, soil and site prep, planting, bed maintenance and garlic education/site maintenance. Additionally tracking documents have been created and finalized, they are being utilized to collect information about types of crops & who planted, crop yield, success, and end use of the crops. For the SE community there were a total of 15 crops tracked, including items such as squash, zucchini, cucumbers, garlic, sweet peppers, tomatoes, potatoes, onions, kale and oats. In total approximately 1,950 lbs of products were produced and tracked, with the end use going to the Mobile Grocery, as Farm Fare or to a local deli in the area. Tracking is ongoing through the end of the Mobile season. Q4: There were no additional garden management and training days scheduled following what was reported in the third quarter in SE Canton. However, there was one additional product tracked utilizing the tracking documents. At the end of the season there were a total of 16 crops tracked, equaling about 2,000 lbs of products produced and tracked throughout the 2018 Mobile Grocery Market Season. 5. Determine potential locations in SE Canton for healthy retail space.




Determine potential usage and impact projections

T Kaminski, StarkFresh;Tom Kishman; M Lemon, Family Life Center; Ashley Wright; T Phillips, StarkFresh

01/01/18 12/31/18 Potential SE retail site pictures SE retail map results Potential SE retail impact

projections

$1,210

22

Research outside funding opportunitiesQ1: Research has been completed, and a site has been identified. Additional outside funding is being pursued.Q2: An ideal site was identified in SE Canton for healthy retail space based on previous research completed in the first quarter. After identifying an ideal location, public meetings have been, and are continuing to be held in the SE Canton community to gather public input about what they want to see in a healthy retail store. Additionally, outside funding opportunities are being explored to help support a healthy retail space through partnerships, community organizations and more. Currently work is being done to secure funding and a lease for the identified location. Q3: A location has officially been determined for healthy retail space in the SE Canton community. The location came about and was officially decided upon through discussions with the community, potential funders, partners and other stakeholders in the area. There were a total of four public listening sessions held in SE Canton, where individuals voiced their opinions on the future of healthy retail in their community, what they are missing, what they would like to see and where they would like to see it be done. In the end, based on these discussions an ideal location was decided upon between all. What was previously a child care center, but now sits as a large abandoned building across from the Stark Metropolitan Housing complex in the area has been identified as the location and a lease is being developed for use of the space. This objective was completed in the first quarter. Q4: Complete6. Provide post evaluation results of participants of Mobile Grocery Store and Shared Refrigeration space partners in SE Canton.

Create survey Send survey to shared space partners Survey at mobile stops Collate survey results

T Kaminski, StarkFresh; M Lemon, Family Life Center; LWSC

07/01/18 12/31/18 Copy of SE evaluation report results

Copy of SE shared space survey

$937.50

Q1: No activity. Q2: The Mobile Grocery Store season began in early June and runs through October with four stops serving the SE Canton community. Data is currently being collected through surveys at all stops, and will continue to be through the remainder of the market season. Surveys are collected in a variety of formats including via paper and online. Data will be evaluated following the close of the market season in October. Q3: Data is continuously being collected from all participants who purchase from the Mobile Grocery throughout the season, and the groups acting as shared refrigeration space partners. Both Mobile Grocery participants and Shared Refrigeration Space partners will be surveyed through the end of October, when Mobile Grocery Season concludes. Data that is being collected from the surveys includes information to inform future Mobile Grocery seasons in terms of most purchased items, items that should be added to the Mobile Grocery, potential future locations for Mobile Grocery stops, things that are working well and maybe things that could be improved including price, storage of items and more. All of the information collected will be useful in further expanding the boundaries in which people can access healthy, affordable fresh foods. Thus far there have been just over 1,900 attendees across all stops, and the season is still ongoing. At the end of the season last year the market saw a total of 1,622 attendees so participation continues to grow! In SE Canton specifically, there have been 528 participants at the 5 designated stops so far in 2018. Data is continually being collected from each participant when they check out and will be analyzed at the end of the year.Q4: In SE Canton in 2018, the Mobile Grocery Market made stops weekly at four separate locations including Ahepa 59 Senior Apartments, LifeCare Family Health and Dental Center, Edward Coleman Community Center and Mayfield Manor. Stops in SE Canton were completed on Tuesdays, Wednesdays or Fridays between the hours of 12:45 p.m. and 3:15 p.m. At each stop, data was collected from customers including demographic information, sales data information and information to assist in determining the need for a healthy retail brick and mortar location. Some of the data collected to address the need for a brick and mortar healthy retail included asking what the top 2 stores were that individuals shopped at when purchasing groceries. This information would be helpful in assessing how far people might be driving for those healthy foods and demonstrate the need for a more local healthy retail establishment. In total there were 371 individuals reached at the SE Canton stops throughout the 21 weeks of the Mobile Grocery season. On average, individuals spent $3.35 per transaction in SE Canton, with sales for the season totaling $2,387.00 among these four stops. Of the total $2,387.00 in sales, SNAP/EBT sales accounted for $559.75, WIC & Senior Farmers’ Market Nutrition Program Vouchers accounted for $20.00, Produce Perks accounted for $110.00, with the remainder of sales attributed to cash and credit/debit. Additionally, 2.9% of customers receive meals from Meals on Wheels. Overall the Mobile Grocery Market was a success in the SE Canton community, serving more than 100 additional people and increasing total sales when compared to 2017. A greater number of SE Canton residents utilized the Mobile Grocery Market, contributing to the need for a permanent healthy retail outlet within the community. Customers were also surveyed on topics to further enhance the capacity of the Mobile Grocery Market moving forward and to support the need for

23

a permanent healthy retail outlet in SE Canton. Additionally, partners utilizing the shared refrigeration space were surveyed regarding their thoughts on the space and needs for improvement to the space. These surveys were intended to provide information about the success of the Mobile Grocery Market and the Shared Refrigeration Space with the idea that together these two programs can help encourage and support a healthy retail outlet in the community. An evaluation report was created to summarize survey results from Mobile Grocery participants and Shared Refrigeration Space users. Unfortunately, there were no Shared Refrigeration Space Users in the SE Canton area due to previously mentioned staff turnover with a partnering organization. There was some of the useful information collected via the Mobile Grocery survey that addressed what other stores individuals shop at, the groceries that they normally purchase when shopping at the supermarket, why they shop at the Mobile Grocery Market and demographic characteristics. Although there were no respondents to the Shared Refrigeration Space survey, it seeks to gather information about what worked well with the space, what improvements need to be made regarding the space, a vision for the future and ideas for community needs to be addressed by the space. The gathered survey responses indicate that individuals are going to dollar stores to purchase needed items, most commonly heat up meals, meat and eggs. Additionally, the stores that were indicated as those most shopped at were outside of the areas serviced by the Mobile Grocery Market, and outside of the SE Canton community. This directly demonstrates the need for a permanent healthy retail outlet within SE Canton. All of the data collected will be used to make necessary changes to the Mobile Grocery Market and support the need for a permanent healthy retail outlet in SE Canton.

24

Priority Community: NE Canton

Long Term Objective #8: By December 31, 2019, Stark County will increase the number of Ohioans following the U.S. Dietary Guidelines for Americans.Program Impact Objective #8: By December, 31, 2019, NE Canton will increase access to healthy food options as evidenced by an increase in 1 healthy retail. Deliverable Objective #8: $9,375 4th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): Yes. # of Process Objectives: 6 # of Process Objectives Met: 6Outcome Evaluation: There will be a 10% increase in fruit and vegetable consumption by mobile grocery store participants, as evidenced by participant survey.



Start End1. Create and execute shared space procedures and protocols for small scale distribution refrigeration with NE Canton partners.




Teresa Kaminski, StarkFresh; Michael Lemon, Family Life Center; Tom Phillips, StarkFresh

01/01/18 05/31/18 Copy of NE Canton management agreement

Signed NE Canton space agreements

$2,987

Q1: Agreement has been developed and shared space tenants identified. All agreements have been signed. This process objective is complete.Q2: Complete.Q3: Complete.Q4: Complete. 2. Increase garden management/training in NE Canton to increase crop yields and storage for shared refrigeration space.

Determine level of training needed at specific partner sites in NE Canton

Schedule appropriate trainings Create tracking documents Track crop yield

T Kaminski, StarkFresh; T Phillips, StarkFresh, ICAN Housing, Family Life Center

01/01/18 12/31/18 NE Canton training schedule NE Canton inventory tracking

sheets

$937.50

Q1: Discussions with garden leader/manager over what crops to grow has started. Calendar of training is being worked on.Q2: Growing has started among partner sites in the NE Canton community. An appropriate training schedule is still being developed for large scale garden trainings, however one-on-one small group training has begun with various community groups and individuals. Training dates and schedules are being finalized, as well as tracking documents to track crop yield at the sites. The process of inventory tracking has begun at the partner sites and will continue throughout the season. Q3: Individuals in the NE Canton community and using the Shared Refrigeration space participated in a variety of different garden management and training days. In total there were 43 training classes held serving the NE Canton community between mid-January and the end of August. There were a number of different groups who participated in the trainings including community volunteers, local college groups, local restaurant partners, Boy Scouts and X-Excel trainees. X-Excel trainees are individuals with developmental disabilities whom are participating in work opportunities to gain skills, community integration and continuous education. In total there were 265 individuals who participated in about 900 hours of training. The training sessions conducted typically focused on seed classifying/prep, seed starting or cultivating, soil and site prep, site management, planting, bed prep and site repair, bed maintenance, garlic education/site maintenance and bed construction. Additionally tracking documents have been created and finalized, they are being utilized to collect information about types of crops & who planted, crop yield, success, and end use of the crops. For the

25

NE community there were a total of 25 crops tracked, including items such as chard, beets, cucumbers, garlic, onion, radishes, tomatoes, sweet peppers, eggplant, yellow squash, watermelon, cantaloupe, zucchini, cabbage and Brussel sprouts. In total approximately 3,070 lbs of products were produced and tracked, with the end use going to the Mobile Grocery, as Farm Fare, to a local deli in the area or being used for programming at a local organization. Tracking is ongoing through the end of the Mobile season. Q4: There were no additional garden management and training days scheduled following what was reported in the third quarter in NE Canton. However, there were additional products tracked utilizing the tracking documents. At the end of the season there were a total of 28 crops tracked, equaling about 3,400 lbs of products produced and tracked throughout the 2018 Mobile Grocery Market Season. 3. Assess existing NE Canton stores interest in healthy retail option expansion.

• Research outside funding opportunities Meet with store owners or agency

leaders to determine roadblocks and solutions

Research and meet with potential wholesalers

• Assess stores being considered to adapt

T Kaminski, StarkFresh;M Lemon, Family Life Center; Ashley Wright; T Phillips, StarkFresh

01/01/18 12/31/18 NE store assessments NE map results of locations NE existing retail impact

$937.50

Q1: Potential locations have been researched and are being identified. Funding opportunities and partners are still being explored.Q2: Location data still being compiled. Funding and partners still being explored. Q3: NE Canton store assessments were completed for existing retail stores which indicated interest in the option of introducing healthy food items in store. In total there were 4 stores assessed using the Good Food Here Store Assessment tool. Of the four stores assessed none of them currently offered any type of fresh foods aside from eggs, milk & cheese. Although all of the stores did accept SNAP, and three out of the four accepted WIC the nutritional content of items that are available for purchase with SNAP or WIC are not great. Most of these retail stores did not even offer shelf stable foods. By completing these Good Food Here Store Assessments it allowed us to see that there is a need for healthy retail options in existing stores, but that many of the existing stores lack the space necessary for healthy retail expansion. Outside of the store assessment, existing stores were mapped, and their retail impacts were assessed as well – utilizing a ¼ mile and ½ mile impact. After completing the assessments, there is still interest among store owners for healthy retail expansion, but the issue of affordable small-scale distribution is still a concern. StarkFresh is continuing to look for ways to address the issue of affordable small-scale distribution as a means to keep store owners engaged in the long term. Q4: Complete. 4. Determine potential locations for healthy retail space in NE Canton.




Determine potential impact projections• Research outside funding opportunities

T Kaminski, StarkFresh;Tom Kishman; M Lemon, Family Life Center; Ashley Wright; T Phillips, StarkFresh; Shelly Hinton, AKRFB

01/01/18 12/31/18 Potential NE site pictures NE map results Potential retail impact

projections

$2,638

Q1: Potential locations have been scouted and identified. Pros and cons of each space given. Outside partners and funding opportunities being explored.Q2: Potential partners have been explored and are in the process of being identified, as to who could benefit and help make a healthy retail space a success in NE Canton. Based on feedback from potential partners, locations to support a healthy retail space in NE Canton were identified in quarter one. Currently, retail impact projections are being examined and funding options are being explored to help support and expand plans for a healthy retail space in NE Canton. Q3: In NE Canton, the areas of most need or areas where there were the largest food system gaps were assessed for potential future retail space. In total, there were 8 locations in NE Canton identified as viable potential future retail spaces. The potential locations span across the community, and include some uninhabited buildings, an old grocery store no longer in use, as well as buildings that are already

26

housing organizations which have room to expand. A few characteristics that were considered when assessing locations included the property value, size of the building in square feet, number of parking spots, proximity to a bus stop, amount of renovation required and the potential impact numbers in terms of ¼ mile and ½ mile. Nearly all of the spaces need extensive renovation and/or conversion to make the space usable for healthy retail. If one of these locations were to be seriously considered for healthy retail space conversion, outside funding would be a necessity. Conversation is ongoing regarding if it would be more feasible to focus on the healthy retail project in SE Canton and how it can benefit the NE Canton community as well. At this point, momentum has shifted towards supporting the existing project in SE Canton with plans to develop and tie in a NE Canton healthy retail space at a later date as a component of a larger overall food distribution strategy. This objective was completed in the first quarter. Q4: Complete.5. Distribute food to NE Canton community via the Mobile Grocery Store – making at least 3 stops weekly during the season.

Develop Mobile Grocery Store schedule Work with local farmers and suppliers to

secure produce Line up volunteers to operate program Collect data from customers to

determine locations for Brick and Mortar Store viability.

T Kaminski, StarkFresh

06/01/18 12/31/18 Flier for NE Canton Mobile stops Completed NE Canton Mobile

report for the season NE Canton Mobile photos

$937.50

Q1: Mobile Grocery schedule is complete. Suppliers are still being worked on as well as staffing.Q2: Food suppliers for the Mobile Grocery Market, as well as adequate staffing to serve all of the market stops has been secured. The market season started in the beginning of June and is underway with 4 stops weekly serving the NE Canton community. The NE Canton stops have been well attended thus far. Data is consistently being collected at all Mobile Grocery stops to inform ideas for store locations, as well as other necessary information.Q3: During the busiest times of the season, there were staff, AmeriCorps VISTA, and various volunteers on the Mobile Grocery on any given day. Volunteers were secured on a long term basis with the help of a local youth organization, as well as occasional assistance from organization volunteers to ensure the market always ran smoothly. The mobile grocery is continuing to run through the end of October but has seen great participation so far this year. Thus far there have been just over 1,900 attendees across all stops, and the season is still ongoing. At the end of the season last year the market saw a total of 1,622 attendees so participation continues to grow! In NE Canton specifically, there have been 511 participants at the 5 designated stops so far in 2018. Data is continually being collected from each participant when they check out and will be analyzed at the end of the year. The questions that participants are asked include general demographic information, why they shop at the Mobile Grocery, food preferences they would like to see at the Mobile Grocery, other stores they commonly shop at, a log of items purchased and more. The data collected generally helps inform what items should be staples on the Mobile Grocery, if there’s a need to source other items from local farmers or elsewhere, inform stop locations for the coming year and provide information to support the need for the Mobile Grocery in these communities based on feedback and comments from participants. Q4: In NE Canton in 2018, the Mobile Grocery Market made stops weekly at five separate locations including JRC Senior Housing, Ahepa Senior Apartments, Catholic Charities of Canton, Wellness Village at Midway and Cherrie Turner Towers. All stops in NE Canton were completed on Tuesdays, Wednesdays or Fridays between the hours of 12:00 p.m. and 3:45 p.m. At each stop, data was collected from customers including demographic information, sales data information and information to assist in determining the need for a healthy retail brick and mortar location. Some of the data collected to address the need for a brick and mortar healthy retail included asking what the top 2 stores were that individuals shopped at when purchasing groceries. This information would be helpful in assessing how far people might be driving for those healthy foods and demonstrate the need for a more local healthy retail establishment. In total there were 857 individuals reached at the NE Canton stops throughout the 21 weeks of the Mobile Grocery season. On average, individuals spent $7.06 per transaction in NE Canton, with sales for the season totaling $6,054.36 among these five stops. Of the total $6,054.36 in sales, SNAP/EBT sales accounted for $838.92, WIC & Senior Farmers’ Market Nutrition Program Vouchers accounted for $525.00, Produce Perks accounted for $383.00, and other vouchers accounted for $131.00. The remainder of sales are attributed to cash and credit/debit sales. Overall the Mobile Grocery Market was a success in the NE Canton community, serving nearly 400 more people and increasing total sales when compared to 2017. A greater number of NE Canton residents utilized the Mobile Grocery Market, contributing to the need for a permanent healthy retail outlet within and/or nearby the community.6. Provide post evaluation results of Create survey T Kaminski, 07/01/18 12/31/18 Copy of NE Canton evaluation $937.50

27

participants of Mobile Grocery Store and Shared Refrigeration space partners in NE Canton.

Send survey to shared space partners Survey at mobile stops Collate survey results

StarkFresh;LWSC

report results

Q1: No activity. Q2: The Mobile Grocery Store season began in early June and runs through October with four stops serving the NE Canton community. Data is currently being collected through surveys at all stops, and will continue to be through the remainder of the market season. Surveys are collected in a variety of formats including via paper and online. Data will be evaluated following the close of the market season in October. Q3: Data is continuously being collected from all participants who purchase from the Mobile Grocery throughout the season, and the groups acting as shared refrigeration space partners. Both Mobile Grocery participants and Shared Refrigeration Space partners will be surveyed through the end of October, when Mobile Grocery Season concludes. Data that is being collected from the surveys includes information to inform future Mobile Grocery seasons in terms of most purchased items, items that should be added to the Mobile Grocery, potential future locations for Mobile Grocery stops, things that are working well and maybe things that could be improved including price, storage of items and more. All of the information collected will be useful in further expanding the boundaries in which people can access healthy, affordable fresh foods. Q4: Throughout the Mobile Grocery Season, customers were surveyed on topics to further enhance the capacity of the Mobile Grocery Market moving forward and to support the need for a permanent healthy retail outlet in NE Canton. Additionally, partners utilizing the shared refrigeration space were surveyed regarding their thoughts on the space and needs for improvement to the space. Although these surveys were geared towards different populations, they were intended to provide information about the success of the Mobile Grocery Market and the Shared Refrigeration Space with the idea that together these two programs can help encourage and support a healthy retail outlet in the community. An evaluation report was created to summarize survey results from Mobile Grocery participants and Shared Refrigeration Space users. Some of the most useful information collected via the Mobile Grocery survey addresses what other stores individuals shop at, the groceries that they normally purchase when shopping at the supermarket, why they shop at the Mobile Grocery Market and demographic characteristics. Additionally, the Shared Refrigeration Space survey seeks to gather information about what worked well with the space, what improvements need to be made regarding the space, a vision for the future and ideas for community needs to be addressed by the space. The gathered survey responses indicate that individuals are still going to grocery and dollar stores to purchase needed items, most commonly fruits, potatoes and dairy products. Additionally, the stores that were indicated as those most shopped at were outside of the areas serviced by the Mobile Grocery Market and outside of the NE Canton community, demonstrating the need for a permanent healthy retail outlet closer to the community. In regards to the Shared Refrigeration Space, suggestions were made to expand the space and to include more local farmers and growers, but there was no real connection drawn between the shared refrigeration space user in the larger goal of establishing a healthy retail outlet. Due to the fact that the NE Canton community is in such proximity to SE Canton, efforts are being combined to support the establishment in SE Canton, with intended use by both Canton communities. Although the location of the brick and mortar healthy retail location was not directly determined as a result of these surveys, the information gathered help to further support the need for a healthy retail outlet.

28

Priority Community: City of Canton

Long Term Objective #9 (Optional): By December 31, 2019, Stark County will reduce the number of Ohioans who are current tobacco users.Program Impact Objective #9: By December 31, 2018, Canton will implement and/or enforce tobacco policies/practices as evidenced by an increase in 1 Tobacco 21 policy. Deliverable Objective #9: $10,0004th Quarter Only: Has this Impact Objective been met? (Please indicate Yes/No, if No explain): No, a Tobacco 21 policy was not passed and/or implemented in the City of Canton in 2018. # of Process Objectives: 5 # of Process Objectives Met: 4Outcome Evaluation: By 2019 there will be a 100% reduction in retail stores selling tobacco products to persons under 21, as evidenced by a city wide ordinance.



Start End1. Educate partners and decision makers about Tobacco 21

Review evidence based research, model policies, and implementation plans

Educate at different meetings for different partners (community events, subcommittee meetings, coalition meetings)

Promote via media

C Sadinski, SCHD; Jim Adams,Canton City Health Dept (CCHD); Canton City Mayor’s Administration & City Council

1/1/18 3/31/18 Meeting minutes Sign in sheet List of scheduled meetings

$2,500

Q1: Evidence based research about Tobacco 21 including reviewing model policies, enforcement plans, education plans and promotional strategies have been reviewed. Initial planning meetings took place with the Canton City Health Department in late January and early February. During these meetings a draft community survey was developed to understand perceptions about the proposed Tobacco 21 change, and a rough plan for how to approach City Council and who to involve in the steering committee were discussed. Individual meetings have been held with partners within the community to provide education about Tobacco 21, as well as to identify interest in joining a steering committee/subcommittee for T21. Contact has been made with local schools and colleges to encourage student involvement and support for T21, surveys will be sent out to college students in early April. Survey questions were finalized, and surveying of community begin in late March/early April. Q2: Research surrounding T21 has continued to be reviewed, including reaching out and meeting with local communities who have recently passed or are trying to get T21 passed in the area. Education at different meetings for different partners has been done, and continues on as necessary. Educational meetings have occurred with different groups and partners including: local college students, college staff responsible for tobacco-free campus policy, a local hospital, the coordinator of a local high school student health studies tract, high school juniors and seniors in the health services tech program, a field representative for Congressman Bob Gibbs, the coordinator and various youth from a Stark County Youth Led Prevention Group, and the Live Well Stark County Coalition. Not all scheduled meetings included a sign in sheet or meeting minutes as some were informal or were more of a discussion based session. See the submitted evaluation measures for the various sign in sheets and meeting minutes that were completed for more of the formal meetings. Pre-intervention surveys were distributed beginning in April. The surveys were sent via email through SurveyMonkey, and done on paper in the community. In addition to pre-intervention surveys assessing perceptions about Tobacco 21, pre-intervention tobacco retail audits were completed for all known stores in Canton City. During these audits pre-intervention photos were taken of advertisements present and existing age signage. The audits also collected survey information whether age signage was visible in stores. Q3: Complete. Q4: Complete. 2. Create a steering committee/ subcommittee for T21 in Canton

Identify Community champions Engage different partners (community

members, store owners, school partners, police, health dept., hospitals)

C Sadinski, SCHD; CCHD; LWSC; Canton City Mayor’s Administration & City

4/1/18 6/30/18 Meeting minutes Draft of action plan List of committee members

$3,000

29

Develop draft framework and present to coalition, subcommittee & Canton City Administration

Develop action plan with City Council & Mayor’s Administration & steering committee

Council

Q1: In initial meetings with Canton City Health Department, and subsequent educational meetings with potential partners a draft list of steering committee/subcommittee members was created. Engagement with different partners has been taking place, and active recruitment of additional partners is still in process. Q2: There has been a complete lack of response from the Canton City Health Department in recent months, so progress unfortunately hasn’t been made regarding this objective at this time. Unofficial conversations have continued to occur with various community organizations and agencies about Tobacco 21 and the potential for it to be implemented in Canton City. Many individuals have indicated interest in being part of the process, however the Canton City Health Commissioner wants to be the one to initiate contact and the process for creating a subcommittee. With that being said no subcommittee meetings have taken place nor has a subcommittee officially been created. Background work has continued on our end to initially draft T21 framework so that whenever the time actually comes we can have a product in hand to review, make changes and hit the ground running. Q3: We finally created and convened with the Tobacco 21 subcommittee for our first meeting in September. There were a variety of different partner organizations represented at the first meeting including individuals from health departments, a local infant mortality group, local mental health board, United Way, the American Heart Association, and an individual from the Tobacco 21 organization. During this first meeting we heard from Wendy Hyde, of the Tobacco 21 & Preventing Tobacco Addiction Foundation, about the Tobacco 21 initiative including success stories, lessons learned from other organizations and progress in Ohio thus far. By the end of the meeting, it was determined that everyone present at the committee meeting was interested in supporting Tobacco 21 and working towards introducing legislation to support this ordinance in Canton City. Following the initial subcommittee meeting an action plan was drafted to define next steps for moving forward with introduction of the Tobacco 21 ordinance. Q4: Complete. 3. Draft T21 ordinance Work with council champion,

subcommittee, coalition and partners to develop policy language

Include enforcement piece into policy, work with enforcement agency

Meet with tobacco 21 subcommittee to review and compile business impact analysis information

Present sample ordinance and business impact analysis at city council meeting

Write down suggestions from council members

Revise ordinance based upon feedback and send back to council

C Sadinski, SCHD; CCHD; LWSC; Canton City Mayor’s Administration & City Council

7/1/18 9/30/18 Draft of sample policy $1,875

Q1: No action. Q2: Review of other city and county Tobacco 21 policies has taken place as a means to begin drafting a sample policy. Discussion with other CHC counties, such as Summit County, has taken place to further understand their process in passing the policy, possibilities for enforcement, and suggestions on how to approach the issue in the community. Additionally, the process has started to create a

30

business impact analysis as a way to understand how passing T21 would directly impact the community in Canton City. Ideas have surfaced around including suggestions for replacements in stores when creating the business impact analysis. For example, what if tobacco sales were eliminated to those ages 18 – 21 years old, but the store incorporated healthy food options – could this potentially make up for the lost revenue? Work is being done to draft these documents in the hope that once communication resumes the process can really take off. Q3: Discussion took place at the first committee meeting about the importance of drafting a comprehensive ordinance and having a well-defined enforcement piece when going to present to City Council. With these things in mind, part of our agenda for our second committee meeting is focused on beginning to draft a comprehensive ordinance for the City of Canton. Other plans will be utilized for reference and have been consulted for ideas about how to best draft an all-encompassing ordinance. We are also planning to involve the Chamber of Commerce to assist with the business impact analysis. We are hoping to accomplish these things prior to meeting with City Council in the coming months so that we can be well informed and provide the most accurate information to them about the potential of Tobacco 21 in Canton City. Q4: A draft Tobacco 21 ordinance was created with assistance from the Canton City Health Commissioner. When drafting this ordinance, model Tobacco 21 ordinances were utilized as a template including the Columbus City ordinance, and the Cleveland Heights ordinance. A comprehensive draft ordinance was created for the City of Canton which included information about the ordinance and defined an enforcement strategy. There were plans to review the draft ordinance with the Tobacco 21 subcommittee at our second meeting in late October, however the whole idea of enforcement being the responsibility of the Environmental Health department at Canton City Health Department was met with backlash from the Environmental Health Director. The majority of our discussion in that meeting centered around enforcement and if it was feasible to move forward with Tobacco 21 at all in Canton City, so the draft ordinance was never reviewed among the Tobacco 21 committee. Unfortunately, shortly after this second committee meeting it was decided internally at the Canton City Health Department that they were unable to move forward in pursuing Tobacco 21 at this point due to the potential burden of enforcement. Therefore the draft ordinance was never reviewed with the larger group or presented at a city council meeting. The draft ordinance will be utilized when pursuing Tobacco 21 in the future as a starting point and ordinance template. 4. Adopt Tobacco 21 policy through Canton City Council

Identify champion from city council Review council meeting minutes for

tobacco related policies with partners Identify sample policies, ordinances, and

success stories Draft a letter detailing the Tobacco21

initiative Make a list of potential barriers to

passing a policy Meet with partners to plan council

presentation Attend Council meeting to present

problem/need, ordinances, and success stories, and pass Tobacco 21 ordinance

C Sadinski, SCHD; CCHD; LWSC; Canton City Mayor’s Administration & City Council

10/1/18 12/31/18 Copy of council meeting minutes Copy of presentation packet Copy of T21 ordinance

$1,000

Q1: No action. Q2: No action. Again the Canton City Health Commissioner would like to contact City Council first and he has yet to do so, therefore no tangible action has taken place for this objective. Sample policies, ordinances, and success stories have been reviewed, and informal discussions have taken place with individuals about potential barriers to passing the policy in Canton City. We are hoping that contact with Canton City will resume within the next month and progress will start to be made. Until that point steps are being taken to proactively research and create drafts of materials including: a letter for store owners, list of barriers to passing the policy and a presentation for City Council.Q3: No action. The Canton City Health Commissioner said that he would be very surprised if Tobacco 21 was passed as an ordinance before the end of 2018. He thinks it’s more likely that it will be introduced through Council in early 2019, although we are going to keep fighting to get it passed before the end of the year. We haven’t yet presented to Canton City Council about Tobacco 21, but we

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officially have a plan to move forward with this objective in the coming months. From discussion that took place at our first Tobacco 21 committee meeting, there is a multi-step process for introducing an ordinance into council the first being through a letter to council. It was decided that prior to introducing Tobacco 21 through a letter to council, we wanted to do a series of educational meetings to initially introduce the idea and educate council members about the Tobacco 21 initiative and why it would be beneficial in Canton City. Per our action plan we are hoping to present to Canton City Council in the months of October, November and December. We have a second committee meeting scheduled in the coming weeks where we plan to define what we are going to present to Council, draft a letter for introduction of the ordinance and discuss the role of youth in presenting this ordinance. Council typically meets every Monday evening, unless it’s a legal Federal, State or City holiday.Q4: No action. As mentioned previously, at our second committee meeting Canton City Health Department staff got hung up on enforcement details and nearly all of our conversations centered around the enforcement process. Therefore we didn’t get a chance to talk about what was planned to be presented to Council, draft a letter for introduction of the ordinance or how youth could assist in presenting to Council. Again, shortly after our second committee meeting it was decided that the Canton City Health Department was unable to support moving forward with passing a Tobacco 21 ordinance at this time. This objective was not complete and will not be completed in 2018. 5. Create plan for implementing ordinance Outline the partners involved and

everyone’s roles (develop signage, compliance, enforcement, assessment, promotion, community engagement)

Create fact sheets and introductory letters Assist in adoption of new ordinance Develop resource where information is

readily available about the new policy and steps toward implementation.

C Sadinski, SCHD; CCHD; LWSC; Canton City Mayor’s Administration & City Council;T21 Steering Committee

01/01/18 9/30/18 Policy Implementation Resource Guide

$1,625

Q1: No action. Q2: No action. Q3: At this point in time, we have only had initial discussions regarding a plan for implementation of the ordinance. Fact sheets about Tobacco 21 have already been created and finalized. Even if the T21 ordinance does not get passed this year, in coming committee meetings we are planning to create an implementation plan which would outline partner roles and who’s involved, and compile information into a resource about the new policy for individuals to refer to. Q4: Although a Tobacco 21 ordinance will not be passed in Canton City this year, work was done to create a plan for future implementation of the ordinance. A Policy Implementation Resource Guide was created to include fact sheets about Tobacco 21, letters to retailers, letters to community members, examples of media advertisements, a process map defining steps for implementation and defined roles & responsibilities for eventual enforcement. This policy implementation resource guide is currently geared toward passing an ordinance in the City of Canton but can be easily adapted to fit the needs of other communities should they seek to pass a Tobacco 21 ordinance. This guide is designed to serve as a toolkit for the future passing and implementation of the Tobacco 21 ordinance in Canton City. Additionally, to gain public perception about Tobacco 21, we worked with a local newspaper in Canton City and Massillon City to run an advertisement campaign both in print and online directing people to take our Tobacco 21 survey online. The campaign is in its final days but to date the survey has about 175 responses. The reason we decided to run this advertisement campaign was to get a gauge on how the community felt about Tobacco 21 and whether it’s a feasible strategy to continue pursuing in 2019. Based on responses gathered thus far, about 69% agree that youth tobacco use is a problem in the community, and 62% agree that the minimum age to buy tobacco products should be raised to 21 years of age. Again, these are preliminary survey results and data collection is still ongoing, but they suggest that many community members would be in support of a Tobacco 21 ordinance.

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creatinghealthycommunitiesohio.org · Web viewQ3: An initial assessment of child care centers in Massillon, revealed that of the over 20 child care centers contacted only one of those

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