Muskingum County: Community Health Improvement Plan
The purpose of the Muskingum County Community Health Improvement Plan (CHIP) is to improve the quality of life and health outcomes of all Muskingum County residents. This process involves the development and maintenance of partnerships to implement the CHIP’s strategies; to promote healthy lifestyle choices, to reduce the risk of death and disability, and to ensure health outcome equity across class, race and socioeconomic status.
The Zanesville-Muskingum County Health Department provides administrative and technical oversight for the Healthier Muskingum County Network (HMCN) in the development of the Community Health Improvement Plan. The HMCN consists over 40 agencies and organizations from Muskingum County coming together to make a difference. The 2023-2025 priorities include Education & Literacy, Health Behaviors, Housing & Homelessness, and Behavioral Health.
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Time Period
Current Actual Value
Current Trend
Baseline % Change
Bulletin Board
2024 Bulletin Boards
| January | January2024HMCNBulletinBoard(2).pdf |
| February | February2024HMCNBulletinBoard.pdf |
| March | March2024HMCNBulletinBoard.pdf |
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2023 Bulletin Boards
| August | HMCNAugust2023BulletinBoard.pdf |
| September | HMCNSeptember2023.pdf |
| October | October2023HMCNSharing-.pdf |
| November | HMCNNovember2023BulletinBoard.pdf |
| December |
Meeting Content
2024
| Month | Agenda | Minutes | Presentation |
| January | January182024Agenda.pdf | HMCN01.18.2024MeetingMinutes.pdf | January182024HMCNPresentation.pdf |
| February | HMCNAgenda02.15.2024.pdf | HMCNMinutes2.15.24.pdf | February152024HMCNPresentation.pdf |
| March | HMCN032024Agenda.pdf | HMCNMinutes032024.pdf | 03.21.2024HMCNPresentation.pdf |
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2023
Networking Contacts
Charter
Narrative Update
Time Period
Current Actual Value
Current Trend
Baseline % Change
Update
Behavioral Health
| Behavioral Health | ||||
| Goal 1 | Increase promotion of behavioral health to reduce harmful and disruptive behavioral health habits. | |||
| Objective 1 | Increase social media for mental health resources by 5% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Metrics of social media impressions, engagements, and interactions. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Develop process for social media and traditional media for decreasing stigma and promoting resources | x | |||
| Provide quarterly updates and progress on social media and traditional media outreach efforts with the community. | x | x | x | |
| Begin process and promote community partners to implement additional social media and traditional media on decreasing the stigma and sharing resources. | x | x | ||
| Evaluate process and make adjustments as necessary. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective 2 | Increase social media to reduce stigma of utilizing services by 5% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Metrics of social media impressions, engagements, and interactions. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Develop process for social media and traditional media for decreasing stigma and promoting resources | x | |||
| Provide quarterly updates and progress on social media and traditional media outreach efforts with the community. | x | x | x | |
| Begin process and promote community partners to implement additional social media and traditional media on decreasing the stigma and sharing resources. | x | x | ||
| Evaluate process and make adjustments as necessary. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective 3 | Increase number of educational events and attendance by 5% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of events, attendance of new events, and pre and post results | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Evaluate current community events and develop plan on additional educational events. | x | |||
| Develop a pre and post engagement evaluation for attendants at events. | x | |||
| Provide quarterly updates and progress on project. | x | x | x | |
| Implement events and engagement evaluation to measure effectiveness and tailor events/programs as needed | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective 4 | Increase advocacy for support groups and education of services available. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of support groups in Muskingum County, number of education outreach with pre/post data results. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Complete scan of community for number of support groups available. | x | |||
| Review results and assess gaps and barriers. | x | |||
| Hold meeting with behavioral health partners to gain support on implementing new support groups. | x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Implement new support groups | x | |||
| Evaluate support group and make adjustments as necessary based on the needs of the community. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Behavioral Health | ||||
| Goal 2 | Increase access to behavioral health services | |||
| Objective 1 | Increase mobile/satellite services to reach the vulnerable population by 10% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Telehealth visits, emergency sessions utilized, agency mobile services | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Complete scan and document number of mobile/satellite services available in the community. | x | |||
| Evaluate needs to community and where mobile services can help meet the gaps and barriers of community. | x | |||
| Hold meeting for partners to share interest of facilitating mobile/satellite services and develop plan. | x | |||
| Provide quarterly updates and progress on this initiative. | x | x | x | |
| Implement plan for increased satellite/mobile services and adjust as needed to meet gaps and barriers. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective 2 | Increase 20% of people that keep their appointments by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of no shows, screening of participants, a data of current couseling providers. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Gather number from behavioral health facilities on percentage of patients that keep their appointments to establish a baseline. | x | |||
| Hold meeting with behavioral health partners to assess reasons patients state they are not keeping appointments | x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Develop a plan with behavioral health partners to decrease the number of no shows. | x | |||
| Evaluate plan and progress from indicators to make adjustments as needed. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective 3 | Document and assess behavioral health workforce shortages, to help support initiatives and resources by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of active counselors, number of support groups, and helpful resources. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Create a list and process for collecting behavioral health workforce numbers. | x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Implement collection of behavioral health workforce numbers, and complete collection annually. | x | x | x | |
| Analyze local data collection to County Health Rankings, to assess workforce needs and progress. | x | x | ||
| Educate and share results to partners and stakeholders, to evaluate gaps and barriers in community. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
2023 Community Events & Outreach
Education and Literacy
| Education & Literacy | ||||
| Goal | Improve literacy rates for youth and adults in Muskingum County. | |||
| Objective | Increase kindergarten readiness and 3rd grade reading level by 5% by youth engagement with partnerships and access to resources by 2025. | |||
| Lead Agency | Muskingum County Library System | Accepted Responsibility: MOU | |||
| Indicator(s) | Ohio Department of Education: Ohio School Report Cards | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Meet with schools, community agencies, and after school programs on initiatives to help preschool- 3rd grade students on readiness and literacy. | x | |||
| Develop a plan to engage children to improve kindergarten readiness and 3rd grade reading level. | x | |||
| Implement plan and evaluate outcomes on engagement and success of program | x | |||
| Make necessary adjustments, and have partners update quarterly on progress | x | x | ||
| Meet with partners to discuss sustainability moving forward. | x | |||
| Year 1 Summary In 2023 the Muskingum County Library System led the Education and Literacy priority through Muskingum County Literacy Council. Activities included meeting with school partners and recruit education experts to create a Kindergarten Readiness Guide. The group's goal was to have the Flesch Reading Ease above a 75% and Flesch-Kincaid Reading level lower than 5th grade. Final results were a Flesch Reading Ease of 88% and Flesch-Kincaid Reading level at 3rd grade level. The group planned outreach efforts that included schools, preschools, Head Starts, daycares, doctor offices (Primary Care Providers and Pediatricians), Dollar General employees, laundromats, back to school events (Lace Up For Kids, Kindergarten Backpack Event, Party in the Park, etc.), and various partners sharing at their agencies/organizations with clients/customers. A tutoring resource flyer was also created for an app called "Brain Fuse" provided by the Muskingum County Library system. Brain Fuse is a free on demand, anytime, anywhere eLearning. Tutors are available from 2-11 PM to assist k-12 students with reading, science, history, English, foreign language, SAT/ACT prep, and more! Tutors have a masters degree and have completed a background check. Must have library care to utilize this service. Outreach methods included schools, social media promotion, education during community meetings. |
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| Objective | Improve adult literacy by 5% by re-establishing adult tutoring programs with Mid-East by 2025. | |||
| Lead Agency | Muskingum County Library System | Accepted Responsibility: MOU | |||
| Indicator(s) | Number of participants, program results, and Program for the International Assessment of Adult Competencies. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Mid-East CTC will reopen their adult tutoring program, to help individuals obtaining their GED. | x | |||
| Muskingum County Library System will hire adult literacy specialist | x | |||
| Year 1 Summary In 2023 the Muskingum County Library System led the Education and Literacy priority through Muskingum County Literacy Council. Activities included meeting with school partners and recruit education experts to create a Kindergarten Readiness Guide. The group's goal was to have the Flesch Reading Ease above a 75% and Flesch-Kincaid Reading level lower than 5th grade. Final results were a Flesch Reading Ease of 88% and Flesch-Kincaid Reading level at 3rd grade level. The group planned outreach efforts that included schools, preschools, Head Starts, daycares, doctor offices (Primary Care Providers and Pediatricians), Dollar General employees, laundromats, back to school events (Lace Up For Kids, Kindergarten Backpack Event, Party in the Park, etc.), and various partners sharing at their agencies/organizations with clients/customers. A tutoring resource flyer was also created for an app called "Brain Fuse" provided by the Muskingum County Library system. Brain Fuse is a free on demand, anytime, anywhere eLearning. Tutors are available from 2-11 PM to assist k-12 students with reading, science, history, English, foreign language, SAT/ACT prep, and more! Tutors have a masters degree and have completed a background check. Must have library care to utilize this service. Outreach methods included schools, social media promotion, education during community meetings. |
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| Partners will provide quarterly updates on progress of adult tutoring programs. | x | x | x | |
| Evaluate participants of program to adjust program as necessary, to meet the needs of adult literacy in Muskingum County. | x | |||
| Meet with partners to discuss sustainability moving forward. | x | |||
| Education & Literacy | ||||
| Goal | Increase educational engagement with Muskingum County Library Systems. | |||
| Objective | Muskingum County Library System will increase community engagement with the underserved population by 10% by 2025. | |||
| Lead Agency | Muskingum County Library System | Accepted Responsibility: MOU | |||
| Indicator(s) | Program attendance from underserved population, door count, and social media engagement. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Outreach to underserved population to understand needs and type of programs that are wanted. | x | |||
| Develop and/or adjust current programs to reach the underserved population (low SES). | x | |||
| Year 1 Summary In 2023 the Muskingum County Library System increased services to children, seniors, and the underserved in Muskingum County by over 200%. They hired an Adult Literacy Specialist that is helping the underserved population with literacy by outreach and various programs. Highlighted programs that were developed/implemented include Adulting 101, New(s) Reader Circle that will be implemented in 2024, and Northstar Digital Literacy program. Hotspot lending is also available to community members. All one needs is an adult- all-access library card in good standing that you can get from any Muskingum County Library System location. This is one program that is available to help bridge the gap with internet access in Muskingum County. |
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| Implement changes in programs/outreach and provide quarterly updates on progress | x | x | ||
| Evaluate program attendees and obtain feedback to make any necessary adjustments. | x | x | ||
| Evaluate sustainability moving forward and make necessary adjustments as needed. | x | |||
Shout out to Muskingum County Literacy Council and community partners!
Education & Literacy 2023 Highlights
Shout out to Muskingum County Literacy for their Community in Action work they completed in 2023. Highlights include
- Read alouds & Activities to Youth
- Zanesville City Schools
- Bethel Community Center
- ZMHA
- After school programs
- Preschools and Head Starts
- Summer Reading Programs
- Provided books to children and adults at various community events
- Education on literacy and what kindergartens need to know.
May 13th 2023 Muskingum County Library System hosted Family Reading Festival.
Muskingum County read and logged 2,602,787 minutes during the summer!
Muskingum County Library System hires Adult Literacy Specialist summer of 2023.
Shout out to Muskingum County Literacy Council and community partners!
"DeWine praised Muskingum County for having one of the highest Dolly Parton Imagination library participation rates in Ohio."
Each month an average of 3,600 children from the ages 0-5 years are provided a new book through the mail.
Health Behaviors
| Health Behaviors | |||||
| Goal | Increase knowledge and skills that promote healthy eating, active living, and healthy behavior habits. | ||||
| Objective | Provide nutrition education by 12/31/2025 on preparing healthy snacks and meals to 10% of Muskingum County residents. | ||||
| Lead Agency | OSU-SNAP Ed| Accepted Responsibility: MOU | ||||
| Indicator(s) | Program numbers of events and attendance. | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Outreach and partner with organizations that serve the underserved population. | x | x | x | ||
| Provide updates quarterly to document progress. | x | x | |||
| Evaluate program and make any necessary adjustments as needed to reach underserved population. | x | x | |||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
| Objective | Increase participation of active living education and programs to 20% by 12/31/2025 | ||||
| Lead Agency | Muskingum County YMCA | Accepted Responsibility: MOU | ||||
| Indicator(s) | Program numbers from lead agencies | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete community outreach and education to increase physical activity. | x | ||||
| Assess needs and barriers in community. | x | ||||
| Develop Y on the Fly. | x | ||||
| Provide quarterly update on progress of project. | x | x | x | ||
| Evaluate program and make adjustments as needed. | x | x | |||
| Provide education on the harms of tobacco usage (including electronic vaping/ devices) by 12/31/2025 to 40% Muskingum County youth (10- 17 yrs.). | |||||
| Objective | |||||
| Lead Agency | Zanesville-Muskingum County Health Department | ||||
| Rambo Memorial Health Center| Accepted Responsibility: MOU | |||||
| Indicator(s) | Participant numbers from education events from lead agencies | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Bring partners together (tobacco cessation programs, school administrators and teachers, mental health facilities, and after school programs) to evaluate needs to education and intervention needed. |
x | ||||
| Meet with partners providing tobacco education to develop plan on outreach to schools. | x | ||||
| Provide vaping education and resources to help youth quit. | x | ||||
| Provide quarterly updates on progress | x | x | |||
| Monitor vaping usage from teens and usage of quit resources. | x | x | |||
| Evaluate education methods and adjust as needed to update outreach efforts and content. | x | x | |||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
| Increasing enrollment by 25% of Community Health Worker Programs, by completing community engagement and tracking resources needed from at risk populations by 12/31/2025. | |||||
| Objective | |||||
| Lead Agency | ZMCHD (Bridges to Wellness) | Accepted Responsibility | ||||
| Indicator(s) | Program data (participant numbers and resource findings) from lead agencies | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete community outreach to increase engagement and referrals. | x | ||||
| Evaluate referrals and program completion. | x | x | x | ||
| Add another community health worker based on program enrollment and needs of community | x | ||||
| Provide quarterly updates and progress on program. | x | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
| Health Behaviors | |||||
| Goal | Improve access, utilization, and consumer demand for nutritious food choices. | ||||
| Increase access and consumer demand for nutritious food choices, measured by an aggregate 10% increase in purchasing pattern amongst SNAP and WIC participants by 12/31/2025. | |||||
| Objective | |||||
| Lead Agency | OSU-SNAP Ed| Accepted Responsibility: MOU | ||||
| WIC| Accepted Responsibility: MOU | |||||
| Indicator(s) | Purchasing data from lead agencies | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete community education and outreach on any changes to the program. | x | x | x | ||
| Provide quarterly updates and progress on programs. | x | x | x | ||
| Evaluate outreach methods and adjust as needed to increase enrollment to those that are eligible but not currently using services. | x | x | |||
| Evaluate changes in enrollment and program and make changes as necessary. | x | ||||
| Objective | Improve food pantry access and utilization by 15% with the United Way Fresh Trak Time Zone by 12/31/2025. | ||||
| Lead Agency | United Way| Accepted Responsibility: MOU | ||||
| Indicator(s) | Food pantry participant numbers from United Way | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Implement FreshTrak Time Zone pantry process. | x | ||||
| Complete community engagement and outreach on program. | x | x | x | ||
| Provide updates and progress on program. | x | x | x | ||
| Evaluate program and adjust program as needed. | x | x | |||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
| Objective | By 12/31/2025 expand utilization of produce prescriptions by 10% provided by local organizations. | ||||
| Lead Agency | MVHC| Accepted Responsibility: MOU | ||||
| Indicator(s) | Participant data from lead agencies | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete evaluation of current produce prescription program to identify any additional needs. | x | ||||
| Complete education on produce prescriptions and benefits of fruit and vegetables to increase utilization. | x | x | |||
| Provide quarterly updates on progress of program. | x | x | x | ||
| Evaluate utilization and reasons for produce prescriptions not being used. | x | x | |||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
| Objective | Document amount of unused foods to gain support on initiatives to repurpose extra foods by 12/31/2025. | ||||
| Lead Agency | Foodworks Alliance| Accepted Responsibility | ||||
| Indicator(s) | Data and findings from lead agencies. | ||||
| Timeline | Strategies & Activities | Year 1 | Year 2 | Year 3 | |
| Complete evaluation of current initiatives on repurposing unused foods. | x | ||||
| Provide quarterly updates and progress of Foodworks Alliance program. | x | x | x | ||
| Bring partners together to develop plan for community gardens and repurpose. | x | ||||
| Implement repurposing food plan with community gardens. | x | x | |||
| Evaluate sustainability and make any necessary changes moving forward. | x | ||||
Housing and Homelessness
| Housing & Homelessness | |||||
| Goal | Improve housing availability, affordability, and quality. | ||||
| Objective | Increase the number of affordable rental housing units available by 16 units by December 31, 2025 | ||||
| Lead Agency | Putnam Neighborhood Apartment Group| Accepted Responsibility | ||||
| Indicator(s) | Bowen Housing Assessment 2019 | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete screening on funding opportunities for project. | x | ||||
| Provide quarterly updates and progress on project. | x | x | x | ||
| Document and monitor needs | x | x | x | ||
| Year 1 Progress | |||||
| Housing assessment completed by City of Zanesville Community Development. Zanesville-Muskingum County Health Department (ZMCHD), Zanesville Metropolitan Housing Authority (ZMHA), and Mental Health Recovery Service Board (MHRS) partnered in writing a HUD grant through COOHIO. MHRS provided ($1,000,000) for Putnam Neighborhood Apartments: This project will provide 16 apartment units for homeless persons with wrap around services such as behavioral health needs, along with on-site comprehensive case management and associated services. The apartment building will be adjacent to the Putnam Avenue First United Methodist Church (who owns the property). Collaboration and work began with V2 architects for Putnam Neighborhood Apartments Project. Working with Architect to complete site plan, feasibility study and survey. MHRS board updated the Straker Foundation about Putnam Neighborhood Apartment Project. Homeless Advisory Group met monthly to provide updates on projects and to collaborate on potential solutions to barriers. | |||||
| Secure funding for project and necessary components to start implementation | x | ||||
| Implement housing construction steps. | x | x | |||
| Evaluate project and sustainability moving forward. | x | ||||
| Objective | Increase the percentage of section 8 vouchers utilized by 2% by December 31, 2025 | ||||
| Lead Agency | Continuum of Care/Salvation Army| Accepted Responsibility | ||||
| Indicator(s) | Section 8 voucher data from Zanesville Metropolitan Housing Authority | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Provide education to landlords and tenants on section 8 vouchers to increase utilization. | x | x | x | ||
| Complete evaluation with landlords and tenants on reason for section 8 vouchers. | x | x | |||
| Year 1 Progress | |||||
| Out of the 945 vouchers that are available 716 vouchers currently being utilized. JoAnn and Marsha have been working with various landlords to help people secure housing. Marsha from Salvation Army has utilized all vouchers that have been given to her by ZMHA. JoAnn and Marsha have been working with and educating various landlords to help with the housing situation and utilizing the vouchers. | |||||
| Develop plan to increase voucher utilization. | x | ||||
| Implement plan and evaluate progress and adjust as needed. | x | ||||
| Provide quarterly updates and progress of voucher utilization. | x | ||||
| Evaluate project and sustainability moving forward. | x | ||||
| Objective | Create a process to identify and link housing funding opportunities by December 31, 2023. | ||||
| Lead Agency | ZMCHD- Brandon Francis| Accepted Responsibility | ||||
| Indicator(s) | Bowen Housing Assessment 2019 | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Review current funding for housing projects and process for applications. | x | ||||
| Develop guide on funding sources and periods of competitive application cycles | x | ||||
| Implement guide and complete annual review to make adjustments as needed. | x | ||||
| Year 1 Summary | |||||
| Networking and additional partnerships were established in 2023 which helped create opportunities to learn about new funding opportunities. 2023 funding opportunities included the Youth Service grant of ($50,000) through Lancaster-Fairfield Community Action Agency which helps unaccompanied homeless youth 16 years to 24 years of age. A resource guide and a youth grant request form were created to help youth with resources and their needs established within the guidelines of the grant. Zanesville-Muskingum County Health Department partnered with Zanesville Metropolitan Housing Authority (ZMHA), and Mental Health Recovery Service Board (MHRS) and Forever Dads in writing and submitting a proposal for a Permanent supportive housing grant through COOHIO. MHRS provided ($1,000,000) reimbursable grant for Putnam Neighborhood Apartments: This project will provide 16 apartment units for homeless persons with wrap around services. ZMCHD, the Homeless Advisory Group, and other community partners are continuing to research additional funding sources to help with the housing situation and how funding opportunities can be possible links to potential solutions for our community. | |||||
| Housing & Homelessness | |||||
| Goal | Support the needs of the vulnerable population. | ||||
| Objective | Create/obtain evaluation tool to assess capacity to live independently by December 31, 2023. | ||||
| Lead Agency | ZMCHD- Brandon Francis| Accepted Responsibility | ||||
| Indicator(s) | Focus Group data and lead agency data and program findings | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Scan community for evaluation tools being used to assess capacity to live independently. | x | ||||
| Adopt and revise tool as needed for population at risk of being homeless or current homeless population. | x | ||||
| Evaluate and revise tool as needed. | x | x | |||
| Year 1 Progress Summary The Homeless Advisory Group completed a scan of agencies to see if there are any live independent tools. AllWell utilizes a live independent tool. Additional research was completed for an evaluation tool. During Year 2 follow up group will make selection on what tool to promote for partnering agencies serving vulnerable population to help assess their situation and link resources based on results of evaluation tool. |
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| Objective | Assess the gaps in personnel and services needed to assist the vulnerable population by December 31, 2023. | ||||
| Lead Agency | Mobility Management and All Well| Accepted Responsibility | ||||
| Indicator(s) | Focus Group data and lead agency data and program findings | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete scan and document to assess gaps in personnel and services vulnerable population need. | X | ||||
| Educate community partners and stakeholders on needs. | x | ||||
| Year 1 Summary Held meetings about opportunities and barriers. Invited stakeholders about community needs. Housing and transportation seem to be common barriers. Homeless Advisory Group continues to work with partners on potential solutions for housing and transportation. In the meantime, the Homeless Advisory partners are bringing services where it is needed outside of the brick and mortar. Findings: -We have many resources/services for homeless -Need more case managers and social workers -Difficulties on follow up with vulnerable population due to communication issues (lack of internet, phone, etc) -Lack of affordable housing Potential Solutions: Will educate, advocate and network to make community partners, stakeholders, and members aware of the situation and collaborate on potential solutions. |
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| Objective | Increase the number of supportive services accessed off site by 10% by December 31, 2024. | ||||
| Lead Agency | Homeless Advisory Group| Accepted Responsibility | ||||
| Indicator(s) | Focus Group data and lead agency data and program findings | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Scan community for current off site supportive services. | x | ||||
| Assess gaps and barriers. | x | ||||
| Hold meeting with partners to develop plan on providing supportive services. | x | ||||
| Implement additional supportive services off site and make adjustments as needed. | x | ||||
| Evaluate sustainability and make adjustments as needed moving forward. | x | ||||
| Year 1 Summary Listed below is a list of agencies and organizations in Muskingum County that offer services off site. Salvation Army, Nursing home visits, Jail Ministry, Outreach private ministry, Family Health Services --STI, Brightview, Respite Center, Kevin Metz (VA) --Conducts outreach at homeless shelters and food bank, Joe Frash (Project Ready) Goes to the shelters and jail to meet people, promote resources, and build relationships, MVHC --Mobile medical services, Food --Christ Table, Salvation Army, and TruLight Ministries The Homeless Advisory Group will continue to advocate for off-site services for the vulnerable population to access since transportation is one of the barriers identified. |
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| Objective | Decrease the stigma of living in homelessness by December 31, 2025. | ||||
| Lead Agency | Area Agency on Aging| Accepted Responsibility | ||||
| Indicator(s) | Focus Group data and lead agency data and program findings | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete outreach activities with homeless population, to collect input and details on the stigma they are experiencing. | x | ||||
| Provide quarterly updates and progress on this initiative. | x | x | x | ||
| Year 1 Summary In 2023, Community Health Planner, Brandon Francis, does outreach one day a week by passing out hygiene bags and talking to the homeless. Networking and relationship building with the vulnerable population. Due to the outreach, making videos and taking pictures there has been an increased attendance with the vulnerable population in the Homeless Advisory Group. These meetings help decrease the stigma by having the vulnerable population share hardships, barriers, and other updates to community partners, stakeholders, and decision makers. Success stories of vulnerable population finding housing through the group was recorded and shared at community meetings, such as the Housing & Homeless Advisory Group & Healthier Muskingum County Network. |
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| Complete community stakeholder education engagement on decreasing the stigma of homelessness | x | x | |||
| Complete before and after evaluations with stakeholder, to measure the level of stigma and impact of educational engagement. | x | x | |||
| Complete follow up evaluation with homeless to gauge stigma they are experiencing. | x | ||||
| Evaluate project and sustainability moving forward. | x | ||||
| Objective | Effectively conduct the Point in Time Count each year. | ||||
| Lead Agency | Continuum of Care| Accepted Responsibility | ||||
| Indicator(s) | Lead agency data and program findings | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Complete partner outreach to plan point in time count each year | x | x | x | ||
| Evaluate results and make adjustment on outreach as needed. | x | x | x | ||
| Provide annual update and progress on Point in Time Count. | x | x | x | ||
| Share results with community stakeholders and provide education on needs of homeless population. | x | x | |||
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Year 1 Summary |
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Divider
Time Period
Current Actual Value
Current Trend
Baseline % Change
Overview
Alignment
Guiding Principles
Behavioral Health
| Behavioral Health | ||||
| Goal | Increase promotion of behavioral health to reduce harmful and disruptive behavioral health habits. | |||
| Objective | Increase social media for mental health resources by 5% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Metrics of social media impressions, engagements, and | |||
| interactions. | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Develop process for social media and traditional media for decreasing stigma and promoting resources | x | |||
| Provide quarterly updates and progress on social meda outreach efforts with the community. | x | x | x | |
| Begin process and promote commuity partners to implement additional social meda on decreasing the stigma and sharing resources. | x | x | ||
| Evaluate process and make adjustments as necessary. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective | Increase social media to reduce stigma of utilizing services by 5% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Metrics of social media impressions, engagements, and interactions. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Develop process for social media and traditional media for decreasing stigma and promoting resources | x | |||
| Provide quarterly updates and progress on social meda outreach efforts with the community. | x | x | x | |
| Begin process and promote commuity partners to implement additional social meda on decreasing the stigma and sharing resources. | x | x | ||
| Evaluate process and make adjustments as necessary. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. | x | |||
| Objective | Increase number of educational events and attendance by 5% of baseline by 2025 | |||
| Indicator(s) | Number of events, attendance of new events, and pre and post results | |||
| Lead Agency | Collective Impact, MHRS, MBH | Accepted Responsibility MOU | |||
| Indicator(s) | Number of events, attendance of new events, and pre and post results | |||
| Activities & Strategies | Year 1 | Year 2 | Year 3 | |
| Evaluate current community events and develop plan on additional educational events. | x | |||
| Develop a pre and post engagement evaluation for attendants at events. |
x | |||
| Timeline | Provide quarterly updates and progress on project. | x | x | x |
| Implement events and engagement evaluation to measure effectiveness and tailor events/programs as needed | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. |
x | |||
| Objective | Increase advocacy for support groups and education of services available. |
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| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of support groups in Muskingum County, number of education outreach with pre/post data results. |
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| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Complete scan of community for number of support groups available. | x | |||
| Review results and assess gaps and barriers. |
x | |||
| Hold meeting with behavioral health partners to gain support on implementing new support groups. |
x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Implement new support groups | x | |||
| Evaluate support group and make adjustments as necessary based on the needs of the community. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. |
x | |||
| Behavioral Health | ||||
| Goal | Increase access to behavioral health services | |||
| Objective | Increase mobile/satellite services to reach the vulnerable population by 10% of baseline by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Telehealth visits, emergency sessions utilized, agency mobile services | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Complete scan and document number of mobile/satellite services available in the community. | x | |||
| Evaluate needs to community and where mobile services can help meet the gaps and barriers of community. | x | |||
| Hold meeting for partners to share interest of facilitating mobile/satellite services and develop plan. |
x | |||
| Provide quarterly updates and progress on this initiative. | x | x | x | |
| Implement plan for increased satellite/mobile services and adjust as needed to meet gaps and barriers. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. |
x | |||
| Objective | Increase 20% of people that keep their appointments by 2025. | |||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of no shows, screening of participants, a data of current | |||
| counseling providers | ||||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Gather number from behavioral health facilities on percentage of patients that keep their appointments to establish a baseline. |
x | |||
| Hold meeting with behavioral health partners to assess reasons patients state they are not keeping appointments |
x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Develop a plan with behavioral health partners to decrease the number of no shows. | x | |||
| Evaluate plan and progress from indicators to make adjustments as needed. |
x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. |
x | |||
| Objective | Document and assess behavioral health workforce shortages, to help | |||
| support initiatives and resources by 2025. | ||||
| Lead Agency | Collective Impact| Accepted Responsibility: MOU | |||
| Indicator(s) | Number of active counselors, number of support groups, and helpful resources. | |||
| Timeline | Activities & Strategies | Year 1 | Year 2 | Year 3 |
| Create a list and process for collecting behavioral health workforce numbers. |
x | |||
| Provide quarterly updates and progress on initiative. | x | x | x | |
| Implement collection of behavioral health workforce numbers, and complete collection annually. |
x | x | x | |
| Analyze local data collection to County Health Rankings, to assess workforce needs and progress. | x | x | ||
| Educate and share results to partners and stakeholders, to evaluate gaps and barriers in community. | x | x | ||
| Evaluate sustainability and make any necessary changes moving forward. |
x | |||
2023 Community Event & Outreach
Education and Literacy
2023 Highlights
Health Behaviors
Housing and Homelessness
Partnerships
Education & Literacy
Education & Literacy
Health Behaviors
Health Behaviors
Housing & Homelessness
Housing & Homelessness
Behavioral Health
Behavioral Health
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