Cooperative Visioning April 30, 2008 (1)-CalVic Consulting -Cassondra mc arthur

COOPERATIVE VISIONING FOR THE MOUNT PLEASANT COMMUNITY
Casssondra Turner McArthur
April 30, 2008
Metro
Health
Mount
Pleasant
ZONE
Mount
Pleasant
NOW
Cleve
Metro
Schools
4th
District
Police
Thea
Bowman
Center
Discovery
Center
Cleve
Public
Library
Mt.
Pleasant
Min
Alliance
Kidz
Health
2020
Boys &
Girls
Club
SAINT
LUKE’S
Office -
WARD 3
MMount
Psant
M
MOUNT
PLEASANT
COMMUNITY

Cooperative Visioning – April 30, 2008 2
COOPERATIVE VISIONING FOR THE MOUNT PLEASANT
COMMUNITY
Prepared for
SAINT LUKE’S FOUNDATION
And the
MOUNT PLEASANT EXECUTIVE ROUNDTABLE
Prepared By
CASSONDRA TURNER MCARTHUR
April 30, 2008

TABLE OF CONTENTS
SECTION PAGE
1) OVERVIEW/INTRODUCTION 4
2) MOUNT PLEASANT LANDSCAPE 7
3) CODE OF REGULATIONS 9
4) STAKEHOLDER ANALYSES 10
5) RECOMMENDATIONS FOR CAPACITY BUILDING FOR
DIRECT SERVICE PROVISION – MT. PLEASANT COMMUNITY 18
6) S.W.O.T. ANALYSIS 19
7) QUALITY OF LIFE INDICATORS 26
8) COOPERATIVE VISIONING – STRATEGIC
GOALS & OBJECTIVES 29
9) ROUNDTABLE OVERSIGHT RECOMMENDATIONS 50
10) SOURCES – INTERNET WEBSITES & DOCUMENTS REVIEWED
AS PART OF THE CONSOLIDATED PLANNING PROCESS 52
APPENDICES: 54
APPENDIX A: KEY PARTICIPANT ROSTER
APPENDIX B: CODE OF REGULATIONS
APPENDIX C: CHILDREN & ADULT MATRICES
APPENDIX D: POINTS OF INTERSECTION & LEGEND

1) OVERVIEW/INTRODUCTION:
In January 2008, a “Memorandum of Understanding- MOU” was executed between the
Saint Luke’s Foundation and members of the Mount Pleasant Executive Directors
Roundtable.
The primary purpose of the MOU was to engage a consultant to work with and help
facilitate a planning process over the next four month period with the Roundtable
membership which would result in the development of the following two documents:
1. Code of Regulations
2. Consolidated Plan
The Mount Pleasant Executive Roundtable was established four years ago by
Councilman Zachary Reed. The purpose of the Roundtable was developed to provide a
monthly forum for senior executive level staff of large, medium and small organizations
to come together and provide informational updates.
Current members & other participants of the Mt. Pleasant Executive Roundtable’s
consolidated planning process consisted of the following 16 individuals & their agencies
that provide a continuum of (advocacy, business, civic & human services) to the Mount
Pleasant Community.
 Councilman Zack Reed – Office of WARD 3 –
Providing advocacy & representation to the constituents of WARD 3 in the following
areas: Community & Economic Development, Physical Environment, & Public Safety
 Debra Lewis Curlee – Executive Director – Mt. Pleasant Community Zone
Providing advocacy & oversight of service provision and grants involving a
comprehensive community plan which strives to improve the Mt. Pleasant
Community across four major goals: Economic Development, Education,
Physical Environment/Safety & Community/Family Empowerment.
 Tom Stone- Executive Director – Mt. Pleasant NOW Development Corp
Provides community development services for Mt. Pleasant commercial &
residential districts. Providing housing assistance & home repair programs for
residents.
 Valerie Hicks- Executive Director – Kidz Health 2020
Kidz Health ensures that the children & youth of Mt. Pleasant reach their full
potential thru the provision of health, literacy support and information for children
birth to 18 and their caregivers.
 Ruth Addison-President & CEO- Murtis H. Taylor –Human Services System
Provides behavioral health services, education, recreation, enrichment programs,
& family support/empowerment services – for youths/adults Also, provides job-
readiness training and therapeutic housing support

 Sister Sheila M. Tobbe- Executive Director – The Thea Bowman Center
Providing computer training, GED & tutorial services for youths & adults
Also, food pantry services to families
 Pastor Claude Williams – President- Mt. Pleasant Ministerial Alliance-
Provides spiritual & family support services through a coalition of 25 area
churches serving the Mt. Pleasant neighborhood
 Shirley Ellington – Executive Director – Discovery Center
Provides diversion services for youths referred by the police/courts for curfew &
truancy violations Also, provides out-of-school time programming for youth.
 Sharon McDonald– Deputy Chief of Special Projects and her designated staff
serving on behalf of Dr. Eugene T. Sanders -CEO/Superintendent – Cleveland
Metropolitan School District – provides public educational & academic services
to children (ages 5-18). Also, provides GED services for adults as well as
behavioral health and youth supportive services for children and youth
 Janice Ridgeway- Outreach Branch Administrator – Cleveland Public Library and
her designated staff. Provides book & toy lending services to children & youth;
also, provides computer training and career counseling services
 Dr. Harry E. Walker, Director of Community Health – Metro Health-
Provides health testing, education, screening and treatment services for children
and adults
 Ron Soeder, President, Boys & Girls Clubs of Cleveland and his designated staff.
Provides youth (ages 6 to 18) with character and leadership development, health
and life-skills curricula, sports/recreation and arts & craft activities
 Khalid Samad, Director, Peace in the Hood
Provides a range of anti-gang/anti-violence prevention services targeted to youth
(ages 10-18) as well as rites of passage and mentoring programming
 Terrance McClain, President, Mt. Pleasant Business Association
Provides community & economic development services to the commercial and
residential sectors of the Mt. Pleasant neighborhood
 Diane Coates, Site Coordinator, Mt. Pleasant Weed & Seed
Provides services through federal funding to include anti-gang services, after-
school programming, youth leadership, GED and job-readiness training Also,
provides income tax assistance and family empowerment services.

In addition, other key stakeholders were identified and invited to participate in the
Roundtable’s initial consolidated planning process. Over time, the membership of
the Executive Roundtable will continue to evolve which will include adding other
service providers who serve the Mt. Pleasant Community.
PROCESS:
The consultant prepared a consolidated planning work schedule which outlined a timeline
consisting of three phases that benchmarked the development of various deliverables to
the Roundtable membership. Primarily, the timeline consisted of the following
benchmarks:
1. 1:1 meeting session schedule with senior decision makers for the
purpose of collecting agency service information and obtaining
feedback regarding the current the Roundtable structure.
2. Timelines for the submittal of various “Draft” documents
3. Timeline outlining the master retreat planning schedule which
outlined targeted meeting objectives for each retreat session.
Following a series of pre-organizational & steering committee meetings lead to the
development of the “Key Participant Roster” which consists of contact information of
key decision makers making up the Roundtable membership and identified other key
stakeholders serving the Mt. Pleasant Community who would be invited to participate in
the initial consolidated planning process. (See Appendix A- Key Participant Roster).
For the purpose of expediency, the member agreed to collapse the target five (5) retreat
sessions into three (3) sessions. Also, as part of the contract scope of work, the
membership would receive meeting minutes from every session facilitated by the
consultant. This was done not only to provide a record of each session but to allow
members who were unable to attend to stay abreast of the proceedings.
IN SUMMARY:
The leadership of the Mt. Pleasant Community is ready for a change. There is a sense that
the collective will of the leadership realizes that failure to work together will result in
service underutilization and duplication of effort.
Therefore, this consultant believes that it is important to speak to the Roundtable’s new
way of conducting business which represents “Cooperative Visioning”.
Cooperative visioning is a shared collective vision by key decision makers of the
Executive Roundtable who will work together in strategic alignment to achieve the best
possible outcomes for the residents of the Mount Pleasant Community.

2) MOUNT PLEASANT LANDSCAPE:
The consolidated planning document was developed to build upon the rich community
assets, e.g. expand on the Roundtable member’s current agency strategic plans and to
assist key decision makers to identify areas of intersection where they can strategically
work together and concentrate on impacting Quality of Life indicators of the community.
SOURCES:
City of Cleveland – Planning Commission Neighborhood Fact Sheet – Mt. Pleasant SPA Census 2000
NEO CANDO System, Center on Urban Poverty & Community Development, MSASS, Case Western
Reserve University – Census 2000 data – NEO CANDO sources: 2004 & 2006 data sources
(Census Tracts: 1208.02, 1208.01, 1207.02, 1206.00, 1207.01, 1199 & 1198)
Socio-demographic & Quality of Life
Indicator
MT. PLEASANT
POPULATION: 23,197
Percent younger than 18 30.6%
Percent 18 years & older 69.4%
Percent 65 years & older 14.2%
# of Families 5,885
# of Families w/ children (less than) 18 years 2,876
Percent of families w/ children (less than)
18 years of age headed by female
64.4%
Percent of births to unmarried mothers 83.4%
Births to teen mothers per 1,000 females 80.2%
Percent of Individuals w/ income below
the poverty level
24.6%
Percent of families w/ children (less than)
18 years w/ income below poverty
31.0%
Median Household Income $33,005
Unemployment Rate 13.4
Median Gross Rent $516.00 monthly

Percent of BIRTHS to women without
high school education
27.0%
Number of Housing Units 10,377
% of Occupied Housing Units
% of VACANT housing units
86.6
13.4%
% of OWNER OCCUPIED UNITS 49.0%
% of RENTER OCCUPIED UNITS 51.0%
MT. PLEASANT – CHILDREN & ADOLESCENTS - Census 2000
AGE & SEX MALE FEMALE TOTAL
0-4 910 917 1,827
5-9 1,122 1,046 2,168
10-14 1,021 1,017 2,038
15-19 838 912 1,750
INDICATOR MT. PLEASANT
(2006)
CITY OF CLEVELAND
(2006)
Child Maltreatment Rate
per 1,000 children (less
than) 18 years of age
13.3 15.0
Violent Crime Rate per
100,000 population* 1428.07 1639.58
Illicit Drug Arrest Rate
per 100,000**
1795.29 1450.42
ACCORDING TO NEO CANDO –
*Since 2004, higher violent crime rates in both Cleveland & Mt. Pleasant
**Higher drug arrest rates in Mt. Pleasant than in the City of Cleveland

3) CODE OF REGULATIONS:
The rationale behind establishing a Code of Regulations for the Mt. Pleasant Executive
Roundtable was to facilitate a process for the development and adoption of key
parameters & operating principles for the Roundtable membership.
It was the consensus of the group that they collectively wanted to move beyond having an
“information-sharing” session and move toward a more formalized process that will
strengthen their community mobilization efforts for the Mount Pleasant Community.
The development of the Roundtable’s “Code of Regulations” document was
accomplished by securing input from the membership across the following formats:
1. Meeting sessions with each member
2. Group review and discussion of the draft document
The following outline provides the reader with the salient questions & value statements
that arose during the group discussion of the Code of Regulations:
I. PURPOSE:
Defining the purpose of the Roundtable?
To maximize the valuable expertise that each member Agency brings to the
table
To develop and/or create new strategic initiatives for the neighborhood
To identify unmet needs
To augment a more coordinated approach to current community
mobilization efforts
II. RATIONALE:
Why do this process now? -augment Mount Pleasant infrastructure?
Who will be affected by this process?
What are the specific issues that necessitate the development of a “Code of
Regulations” for the Roundtable?
III. RELATIONSHIP TO YOUR AGENCY’S MISSION, VALUES &
VISION
(Open Discussion)
IV. WHAT ARE THE ROUNDTABLE BOUNDARIES?
What are the ground rules? (Formal/Informal)
Scheduled meetings – 3rd
Thursday of the month. Who handles “agenda
setting”?
Who fills the role of facilitator/timekeeper? (round robin/rotation method)
Equal partnership (Yes/No)

What are the guidelines around who attends and for how long (duration)?
What are the selection criteria for being a Roundtable member and/or
Executive Committee member?
V. HOW MUCH DECISION-MAKING AUTHORITY DOES THE
GROUP HAVE?
Equal Partnership
Interactions with each other as “Internal Customers” who are strategically
working together to improve the quality of life for Mt. Pleasant residents
(External customers)
VI. MOUNT PLEASANT EXECUTIVE DIRECTORS ROUNDTABLE
MAY AGREE TO THE FOLLOWING WORK ACTIVITIES:
 Provide information regarding each member Agency’s services &
resources
 Provide space for convening meetings
 Provide active representation and participation from key-decision
makers @ Roundtable meetings
 Provide assistance in the identification, prioritization & filling service
needs & gaps
 Seek, develop & submit to various local funds requests for joint
project initiatives (primarily as a tactical effort to respond to rapidly
changing community issues )
 Proactive networking & promotion of all Roundtable activities
After taking into consideration all of the comments derived from the 1:1 meeting sessions
and the group discussion of the above questions. A “draft” Code of Regulations
document was approved at the Roundtable’s regular meeting of February 21, 2008. The
approved document was then emailed to all Roundtable members for further comment
and/or correction.
On March 20, 2008, two originals of the final “Code of Regulations” for the Mount
Pleasant Executive Roundtable were executed by the membership. Hard copies will be
issued to all members. (See Appendix B- Code of Regulations).
4) STAKEHOLDER ANALYSES:
The Executive Roundtable member agencies consist primarily of nonprofit organizations
that rely on private foundation, public funding, private fees and donations for operational
support. Member agencies receive funding through a variety of reimbursement
methodologies, i.e., grant funding and fee-for-service/unit cost contracting.
The consultant conducted 1:1 meeting sessions with each key decision-maker to collect
information in the following areas:
 Obtain individual feedback regarding the “Code of Regulations” document
development.

 Obtain information regarding their respective agency’s major service needs and
obtain feedback regarding issues relative to capacity-building.
 Obtain information concerning their agency’s internal & external environment
and how long-range goals are captured in the agency’s strategic plans.
 Obtain information consisting of the key decision maker’s assessment on what are
the major responsibilities (service categories) provided by his/her agency.
The following grid is not an all inclusive list of key decisions makers who were invited &
contacted to be interviewed. However, due to scheduling conflicts, some members were
unable to meet with the consultant but did participate later in one or more of the retreat
sessions toward the end of the planning process.
1:1 Meeting Sessions with Key Decision Makers Interviewed During the
Consolidated Planning Process
KEY DECISION MAKER
NAME:
AFFILIATION:
Valerie Hicks Executive Director, Kidz Health 2020
Tom Stone Executive Director,
Mt. Pleasant NOW Development Corporation
Debra Lewis Curlee Executive Director, Mt. Pleasant Community Zone
Sister Sheila M. Tobbe
Sylvia Little Harris
Executive Director, Thea Bowman Center
, Thea Bowman Center
Ron Soeder President, Boys & Girls Club of Greater Cleveland
Councilman Zachary Reed Councilman – Office of WARD 3 – City of Cleve
Ruth Addison President/CEO, Murtis H. Taylor -HSS
Eugenia Cash
Executive Director of Youth & Support Services
Cleveland Metro School District
Pastor Larry D. Tatum
Pastor, New Sardis Primitive Baptist Church
Past President – Mt. Pleasant Min Alliance
Dr. Harry E. Walker
Director –MH Center for Community Health
Metro Health Hospital System
Commander Roy Rich Commander, 4th District Police Station
Shirley Ellington Executive Director, Discovery Center
Sharon McDonald Chief of Special Projects, Cleve Metro Schl District
Diane Coates Site Coordinator- Mt. Pleasant Weed & Seed
Terrance McClain President, Mt. Pleasant Business Association

Next, for the purposes of developing a consolidated plan for the Executive Roundtable
membership, the consultant attempted to capture an inventory of the Roundtable’s current
service delivery system to the Mt. Pleasant neighborhood.
The baseline review process is essential in determining how and where to provide
supportive alignment and coordination of future service initiatives. The service delivery
inventory also provides some data on how to build existing service capacity, provides
insight of existing barriers to capacity-building and provides baseline information to the
evaluator on how to build on the development of outcome measures for the consolidated
plan.
Although, key decision-makers were cooperative and supportive, additional “drilling
down” will be necessary in order to develop a complete and thorough service delivery
inventory for key stakeholders (e.g. funding bodies). This task will be essential for
obtaining information regarding the full scope of the service delivery system as a means
to capture how many more individuals can be served in the future, build on best practices
and establish critical partnerships with other human service agencies and systems. (See
Appendix C - Adult & Children Matrices)
POINTS OF INTERSECTION:
Also, to determine “points of intersection” of where each member agency provides vital
services to the Mount Pleasant Community, the consultant provided the group with a
draft spreadsheet and asked each decision maker to identify on the spreadsheet major
service categories provided by their agency.
As a result, the “Points of Intersection” document was developed to provide the
membership with a quick review of where each agency “intersects” and provides each
agency with the opportunity to build on natural intersections for future collaborative
opportunities. Concurrently, the “Points of Intersection” document supports the
development of resource realignment for the community especially when there is
excessive duplication of service efforts. See Appendix D- Points of Intersection &
Legend)

Next, the consultant continued with a strategic planning review process that looked at
goals & objectives across two dimensions:
INTERNAL ENVIRONMENT:
 Leadership – Board /CEO
 Staffing – Human Resources
 Performance Management – Quality Improvement
 Training – Education – Certification Needs
 Information Technology
EXTERNAL ENVIRONMENT:
 Community Needs
 Service Delivery reform / expansion
 Advocacy for unmet client needs
 Community partnerships & future collaborative projects
 Diversify revenue streams
 Capital Improvement
 Marketing/Outreach
For the purposes of the consolidated planning process, the consultant
concentrated on the goals & objectives targeted for the EXTERNAL
ENVIRONMENT from the following agencies:
 Mt. Pleasant Community Zone
 Kidz Health 2020
 Murtis H. Taylor- HHS
 Boys & Girls Clubs of Cleveland
 Mt. Pleasant NOW Development Corp – Revitalization
Strategy
 Cleveland Metropolitan School District
 City of Cleveland – Cleveland 2020 Citywide Plan –
District 4
Afterwards, the consultant presented the group with a synopsis of each agency’s
external goals & objectives that might be targeted for the further development in
the consolidated planning document.
Group review & discussion centered around two decision points:
 To maintain current strategic planning goals as adopted &
executed by each respective agency.
 Determine and received approval to expand external environmental
strategic goals and incorporate them into the consolidated plan.

ALIGNMENT:
Following additional group discussion, it was the consensus of the Roundtable
members that the development of consolidated plan should align with the
following four (4) major goals of the Mt. Pleasant Community Zone’s “Mt.
Pleasant Community’s Comprehensive Revitalization Plan”:
 Economic Development
 Education
 Community & Family Empowerment
 Physical Environment & Safety
The Executive Roundtable’s “Theory of Change” would take the major
community plan goals and develop strategic work activities which will be
matched against the targeted Quality of Life Indicators that need improvement
for the Mt. Pleasant Community.
Due to the equal partnership value embedded within the Code of Regulations,
each Roundtable member agency becomes a “change agent” or “agent of
change” in terms of genuinely working together to implement coordinated
strategies for the community.
In an effort to promote each respective agency assets and to provide some
delineation for future targeted collaborative strategies for the Mt. Pleasant
Community. The consultant developed the Executive Roundtable’s Mt. Pleasant
Community Plan – Agency Summary Sheet.

The community plan summary sheet listed below provides the reader with a quick
glance of potential agency collaborative working relationships across the four
major community plan goals for the Mt. Pleasant neighborhood.
COMMUNITY PLAN FOR THE MT. PLEASANT NEIGHBORHOOD
CONSISTING OF FOUR MAJOR GOALS:
ECONOMIC DEVELOPMENT
SUB-CATEGORIES OF COMMUNITY & ECONOMIC DEVELOPMENT:
COMMUNITY DEVELOPMENT: ECONOMIC DEVELOPMENT:
 *MT. Pleasant NOW
 *Office of WARD 03
 *MT. PLEASANT COMMUNITY ZONE
 MT. PLEASANT BUSINESS ASSN
 Office of WARD 03
 Mt. Pleasant NOW
 Murtis H. Taylor
 Peace in the Hood
 Mt. Pleasant Community Zone
 Mt. Pleasant Business Assn
EDUCATION
SUB-CATEGORIES OF CHILDREN & ADULT EDUCATION:
CHILDREN EDUCATION: ADULT EDUCATION:
 *Kidz Health 2020
 *Murtis H. Taylor
 Thea Bowman Center
 *Boys & Girls Clubs
 Discovery Center
 *Cleve Metro School District
 *Cleveland Public Library
 *Thea Bowman Center
 Discovery Center
 Kidz Health 2020
 *Cleve Metro School District
 *Cleveland Public Library
NOTE: *Office of WARD 03- Provides advocacy & representation to the constituents of WARD 3 in the following areas:
Community & Economic Development, Physical Environment & Public Safety.

COMMUNITY & FAMILY EMPOWERMENT
SUB-CATEGORIES OF BEHAVIORAL HEALTH, HEALTH (ADULT&CHILD), FAMILY
EMPOWERMENT, FAMILY SUPPORT, LEADERSHIP SKILLS, ARTS &CULTURE &
RECREATION:
BEHAVIORAL
HEALTH
HEALTH-
ADULT &
CHILDREN
FAMILY
EMPOWERMENT
FAMILY
SUPPORT
LEADERSHIP
SKILLS
ARTS &
CULTURE
RECREATION
*MURTIS H.
TAYLOR
*KIDZ
HEALTH 2020
PEACE IN
THE HOOD
MURTIS H.
TAYLOR
KIDZ
HEALTH
2020
PEACE IN
THE
HOOD
*MURTIS H.
TAYLOR
PEACE IN THE
HOOD
OFFICE OF
WARD 03
MT. PLEASANT
COMMUNITY
ZONE
THEA BOWMAN
CLEVELAND
PUBLIC
LIBRARY
KIDZ HEALTH
2020
DISCOVERY
CENTER
*DISCOVERY
CENTER
PEACE IN
THE HOOD
OFFICE OF
WARD 03
MURTIS H.
TAYLOR
THEA
BOWMAN
CLEVELAND
PUBLIC
LIBRARY
KIDZ
HEALTH
2020
*PEACE IN
THE HOOD
MURTIS H.
TAYLOR
BOYS &
GIRLS CLUB
KIDZ
HEALTH 2020
THEA
BOWMAN
MT.
PLEASANT
COMMUNITY
ZONE
DISCOVERY
CENTER
PEACE IN
THE HOOD
OFFICE OF
*WARD 03
KIDZ
HEALTH 2020
BOYS &
GIRLS CLUB
THEA
BOWMAN
CLEVELAND
PUBLIC
LIBRARY
MT.
PLEASANT
COMMUNITY
ZONE
*BOYS &
GIRLS CLUB
*OFFICE OF
WARD 03
THEA
BOWMAN
CLEVELAND
PUBLIC
LIBRARY
MT.
PLEASANT
COMMUNITY
ZONE
PHYSICAL ENVIRONMENT & SAFETY
SUB-CATEGORIES OF SAFETY, CHILD SAFETY & PHYSICAL ENVIRONMENT:
SAFETY: CHILD SAFETY: PHYSICAL
ENVIRONMENT –
APPREARANCE:
 *MT. PLEASANT
COMMUNITY ZONE
 *PEACE IN THE HOOD
 *THEA BOWMAN CENTER
 OFFICE OF WARD 03
 MT. Pleasant NOW
 WEED & SEED
 *DISCOVERY CENTER
 BOYS & GIRLS CLUBS
 OFFICE OF WARD 03
 THEA BOWMAN
 CLEVE METRO SCHOOL
DISTRICT
 KIDZ HEALTH 2020
 PEACE IN THE HOOD
 MT. PLEASANT COMMUNITY
ZONE
 Mt. Pleasant
Community Zone
 CMSD
 Mt. Pleasant
NOW Dev Corp
*Key Decision Maker rated agency performance in this sub-category as “EXCELLENT”
** Note: Office of WARD 03 – Provides advocacy & representation to the constituents of WARD 3 in the following areas:
Community & Economic Development, Physical Environment & Public Safety.

RECOMMENDATIONS FOR
CAPACITY BUILDING

5) RECOMMENDATIONS FOR CAPACITY BUILDING FOR DIRECT
SERVICE PROVISION - THE MT. PLEASANT COMMUNITY
Document the true inventory of all services provided by Roundtable agencies by
examining the following areas:
PROCESS:
Access to services
Waiting list for services
Number of service units or hours of service provided
Number of individuals served (unduplicated)
Further define “Points of Intersection” service taxonomy-Legend
Type of population(s) served
Determine actual service capacity
Coordination of services – refine referral processes w/ other agencies or
systems
OUTCOMES:
Tracking service data
Regular monitoring of identified quality of life indicators to determine
additional service/business needs for the community.
Identify and refine outcome measures for both traditional and non-
traditional service activities.
POTENTIAL BARRIERS, i.e., - to CAPACITY-BUILDING:
Require additional certification and/or licensure
Require additional funding support
Need assistance in identifying outcome based curricula for the target service
or program development area.
Require additional funding for training agency staff.
Physical plant needs (renovation, upgrading, need to relocate, etc)
Transportation barriers
Information Technology needs
Safety/security issues
Document other health & human services providers serving the Mt. Pleasant Community
and develop partnerships to further expand collaborative service activities.

6) S.W.O.T. ANALYSIS:
The Strengths, Weaknesses, Opportunities & Threats (S.W.O.T.) compilation was
derived from 2007 survey information conducted by Philliber Research Associates-(PRA)
of school educators, residents, workers & businesses in the Mt. Pleasant Community.
The Roundtable membership input was derived at a facilitated group planning session
held on April 3, 2008. All respondents were asked to comment and give their views
regarding educational & community issues impacting the Mt. Pleasant Community.
The PRA survey information and Roundtable member comments were placed in the
following S.W.O.T format. *All responses were placed in the same format in order to
demonstrate congruency (agreement) regarding each group’s perception of issues
impacting the Mt. Pleasant neighborhood.*
The highlighted/bold SWOT comments were given the highest priority by retreat
participants as areas to begin strategic work activities for the consolidated plan.
STRENGTHS:
 Location & quality of the schools
 Places of worship
 Public transportation
 Accessibility to social services
 Indoor recreation
 Police
 Residents – people want to change
 Community leaders actively engaged in community development
 Roads / buildings getting fixed
 Senior citizens are a major political force
 Growth/improvement in the environment (landscape)
 Community history of pride^^
 Supportive, committed foundation^^
 Organized residents^^
 Strong visible business community^^
 Committed, vocal councilperson^^
 Organizations in the community have capacity and are positioned to fill gaps
related to families, education and environment^^
 Housing stock^^
 Geographic accessibility & proximity^^
 Proximity to good health care^^
 2 Libraries (almost 3)^^
 Largest urban park in the State of Ohio^^
 2 Major Recreation Centers (e.g. swimming, roller skating, basketball court and
baseball field)^^

SPECIAL NOTE: ***Due to the total sample size of all the PRA survey
respondents, the S.W.O.T format results should be used for informational purposes
only and should not be considered to be statistically sound.***
STRENGTHS: (continued)
 Many community-based orgs and involved churches^^
 High percentage of long-term stable residents who are homeowners^^
 Residents want change- are looking for new opportunities (e.g. jobs &
education)^^
 Housing stock^^
 Parks or playgrounds++
 Location of schools++
 Police++
 Public transportation++
 Its people++
 Accessibility to social services++
 Percentage increase of parent-child interactions in quality-time activities
(e.g. reading books, going to park, playing games, going to the libraries,
etc)++
 High percentage increase of parents of school-age children reporting that their
children are engaged in physical activities (e.g. gym classes, sports, etc)++
 Percentage increase of parents w/ school-age children utilizing after school
programming++
 Parents of school-age children reporting strong access to medical & behavioral
health care facilities++
 Significant percentage increase of residents reporting improvements in
landscaping, public works/services and home repair activities++
 Location of schools<<
 Police<<
 Public transportation<<
 Its people<<
 Accessibility of social services<<
 Its places of worship<<
 Location of schools{{
 Public Transportation{{
 Accessibility of social services{{
 Its places of worship{{
 Stability of the community{{
 Its people{{

WEAKNESSESS:
 Lack of parental involvement
 Need more support programs for at risk students during the day
 No counseling for middle school students
 No activities for middle school students to get involved a/ school spirit.
 Middle school students who are rude, disrespectful & vandalizes
 Attitude, lack of motivation
 Getting children to come to school on time
 Lack of respect
 Violence in neighborhood^^
 Lack of parental involvement^^
 Past Hurts-Past History-Turf Issues^^
 Lack of respect^^
 Lack of safe & effective transportation^^
 Foreclosures^^
 Lack of meaningful activities for youths(14-21)^^
 School based programming^^
 Lack of overall TRUST^^
 Lack of well-paying jobs for everyday residents^^
 Limited restaurants and places to eat out – “No Coffee Shop”^^
 No Post Office^^
 No Major Shopping and “holes” in existing retail that forces residents to shop
outside of the neighborhood^^
 Schools not open after hours^^
 Programming not always accessible to residents (transportation & safety)^^
 Gang activity^^
 Communication between organizations and community residents not fully
developed^^
 Environmental problems: vacant and abandoned properties, unemployment,
low-income families, low-educational attainment and few businesses and
jobs^^
 No jobs-high foreclosures-lack of overall TRUST^^
 Parents reporting difficulty in purchasing healthy foods and/or preparing
healthy meals for their children++
 Percentage decline of residents who belong to faith institutions in Mt. Pleasant++
 Percentage decline of residents who belong to community organizations in Mt.
Pleasant++
 Fewer than half of Mt. Pleasant residents have computers & have internet
connectivity++
 Parents of school-age children who reported lack of parental involvement
with school activities due to hours of work++
 Lack of cooperation among people in the community<<
 Not enough activities for young people<<

 Pets running loose<<
 Families without enough food/clothing<<
WEAKNESSESS (continued):
 Not enough street lighting<<
 Abandoned cars<<
 Children cutting or skipping school<<
 Traffic/speeders<<
 Significant percentage increase of business owners indicating that there are
other major problems or challenges in operating a business in Mt.
Pleasant(e.g. loitering, cleanliness & vandalism){{
 Not getting enough customers{{
 Places for shopping or entertainment{{
 Lack of opportunities for job training{{

OPPORTUNITIES:
 Develop more job training classes
 Develop more sex education classes
 Need special workers for mental health
 Need more support of schools by area businesses
 Develop/create extracurricular activities for middle school students
 Need to create school climate & community culture that supports the efforts
of the teachers & school staff.
 1/3 (30%) believe that there is a great deal of cooperation among the people in
this community.
 Funding opportunities that are time sensitive^^
 Available main street retail space^^
 30% of the residents believe that there is a great deal of cooperation among
people in this community^^
 Increase number of partnerships & collaboration^^
 Need more support and programs for youths and to collaborate w/ area
businesses to instill work ethics^^
 Existing organizations with capacity to grow and meet community needs^^
 Job creation^^
 Housing^^
 Youth^^
 Opportunity for community organizations to work together on community issues
in a coordinated and cohesive manner^^
 Stakeholders working together-building on strong institutions (social,
education & religion)^^Integrate systems to connect services^^
 Build what’s needed-delete what is not^^
 High % of population under age 25 – youth^^
 Coordination with MP organizations, residents and major public systems, i.e.,
CMSD & Library^^

OPPORTUNITIES: (continued)
 Percentage increase of Mt. Pleasant residents who reported that they would
definitely utilize the following services (if available:)++
Legal services
Services for persons w/ drug or alcohol issues
Help w/ personal financial credit matters
Computer classes
Health information/advice
Literacy/GED classes
Classes to help parents w/ child’s behavior
Educational support services for youths & children
Post high school classes
Medical health services
Mental/emotional/behavioral services
Job training programs
Recreational activities for adults
Recreational activities for children
Individual or family counseling
All Day Head Start program
Affordable day care
 Shared vision of wanting good things to happen to children in this
community<<
 People feel comfortable voicing concerns in this community<<
 Business owners are interested in attending a meeting for small businesses{{
 Business owners are interested in taking a series of classes to get approval for
loan{{
 Business owners are interested in getting one-on-one business counseling if
available{{
 Percentage increase of business owners who plan to purchase equipment or
increase inventory/stock in the coming year{{
 Percentage increase of business owners who have indicated that there are
renovations needed now{{
 Job training programs needed{{
THREATS:
 Abandoned houses
 Vandalism
 Violent culture of the students
 Not enough support services for students w/ special needs (learning, behavior &
attention problems)
 Student Behavior* (stated constantly by most educators)
 Parents who do not value education
 Families without Food or Clothes

 Unemployment
THREATS (continued):
 Teen Pregnancy
 Drug dealing
 Overcrowded classrooms
 Child Abuse
 Juvenile Delinquency
 Lack of opportunities for job training
 School dropout rates
 Children cutting or skipping school
 Security, discipline of students
 Litter
 Children in foster care environments
 Lack of treatment services^^
 Environmental conditions may get worse over the next two years before
improving – U.S. economy may be ahead for a recession ^^
 Old/Past issues impeding progress between agencies^^
 High number of offender reentry population^^
 Reduction in wages –salary reductions^^
 Drug activity^^
 Young people who have nothing to do^^
 Loss of hope- poor community morale – poor job market^^
 Peers of youth influencing them to act delinquent^^
 Organizational turf wars^^
 Continued migration away from the neighborhood^^
 Leadership fallout^^
 Lack of support system for parents & families^^
 Cleveland’s poor economy that threatens Mt. Pleasant real capacity to attract
economic growth^^
 Lack of consensus
 among local organizations which aim to meet common neighborhood goals^^
 Violence in the neighborhood^^
 Unemployment++
 Lack of opportunities for job training++
 Juvenile delinquency++
 Teenage pregnancy++
 School dropout rate++
 Resident concerned about drug dealing activities++
 Residents concern regarding the “lack of health care” for children (Possible
enrollment & eligibility issues)++
 Families without enough food or clothes++
 Traffic speeders++
 Resident concern about vacant homes & lots++
 Pets running loose++

 Resident concern regarding the lack of activities for young people++
 Unemployment<<
 Juvenile delinquency<<
THREATS (continued):
 Teenage pregnancy<<
 School dropout rates<<
 Children cutting or skipping school<<
 Property crimes<<
 Alcohol or drug abuse<<
 Families without enough food or clothing<<
 Workers concern that there are not enough activities for young people<<
 Drug Dealing<<
 Lack of opportunities for job training<<
 Child Abuse<<
 Security Issues{{
 Families without enough food/clothing{{
 Business owners concern that there are not enough activities for young people{{
 Drug Dealing{{
 Property crimes{{
 Alcohol or drug abuse{{
 Teenage pregnancy{{
 Lack of opportunities for job training{{
 Juvenile delinquency{{
 Unemployment{{
 Children cutting or skipping school{{
 School dropout rate{{
LEGEND:
For the purposes of delineation:
No markings following comments denote: Educators of Mt. Pleasant
^^markings denote: Roundtable membership
++markings denote: Residents of Mt. Pleasant
<<markings denote: Workers of Mt. Pleasant
{{ markings denote: Businesses of Mt. Pleasant
SOURCE: Philliber Research Associates – 2007 survey information –thanks to funding by
the Saint Luke’s Foundation.
www.philliberresearch.com

7) QUALITY OF LIFE INDICATORS
An emerging paradigm shift occurred with the membership resulting from the
development and formal adoption of the Roundtable’s “Code of Regulations”.
This paradigm shift contains core elements for “A Theory of Change” for the service
agencies and businesses that operate in the Mt. Pleasant neighborhood. As member
agency activities move from a fragmented/working in silos delivering services to a more
strengthen and coordinated membership working together; this tactical shift will enable
services to be more targeted in their approach and thereby, eventually achieving
measurable outcomes for the Mt. Pleasant Community.
In prioritizing and targeting “Quality of Life Indicators” to concentrate on for the
upcoming three years, the Executive Roundtable will continue to align their strategies
and bring in additional resources to the community which will greatly help impact the
lives of residents living in Mt. Pleasant.
On April 17, 2008, during the Executive Roundtable’s retreat session III, the membership
identified additional quality of life indicators for youth & adult populations that they
want to include in the consolidated planning document.
YOUTH- YOUTH DEVELOPMENT INITIATIVE
EDUCATION INDICATORS:
 Proficiency scores
 Graduation rates
 Computer access & training needs
HEALTH & WELLNESS INDICATORS:
 Unmet mental health treatment needs- teen suicide ideation
 Obesity rates
 Sexually Transmitted Disease & Infection rates
 HIV/AIDS rates
COMMUNITY & FINANCIAL STABILITY INDICATORS:
 Unemployment rates
 Juvenile Delinquency rates

ADULTS
EDUCATION INDICATORS:
 Dropout rates
 Computer access & training needs
HEALTH & WELLNESS INDICATORS:
 Mortality rates for hypertension, stroke, diabetes, cancer, heart attacks
 Unmet mental health treatment needs
 Sexually transmitted diseases/ infections
 HIV/AIDS
COMMUNITY & FINANCIAL STABILITY INDICATORS:
 Affordable housing
 Unemployment rates
 Public assistance benefits

YOUTH – YOUTH DEVELOPMENT INITIATIVE
EDUCATION INDICATORS
HEALTH & WELLNESS INDICATORS
COMMUNITY & FINANCIAL STABILITY INDICATORS
CAVEAT:
**Please use as a “SAMPLE” – Roundtable members can change around the
percentages & the goals & objectives based upon the availability of agency
participation**

8) COOPERATIVE VISIONING – STRATEGIC GOALS & OBJECTIVVES
MAJOR COMMUNITY
PLAN GOAL:
EDUCATION TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
PRIORITY #: 1 EDUCATION
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
POOR STUDENT
ACHIEVEMENT
Source: CMSD 2006-2007
Report Card - ODE
2006-2007 A.J. Rickoff
school designation is under
“Academic Emergency” –
0 of the 19 State
Indicators were unmet
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Develop in partnership with CMSD, parents, businesses, churches &
social service agencies work a consortium that will provide a “one stop-shop
approach” of services to all 3rd
– 8th
grade students at A.J. Rickoff in order to
improve proficiency scores across all academic areas.
PROCESS OBJECTIVE(S) By July 31, 2008, establish list of providers & targeted
service areas to be implemented at A.J. Rickoff.
By August 31, 2008, in partnership w/ CSMD establish an inventory of all targeted
services and develop a detailed referral protocol.
By September 30, 2008, develop a “Master Schedule” outlining the service provision
for each school day covering all 3rd
– 8th
grade students.
SHORT-TERM OUTCOME(S): By November 2008, 100% of all students in
attendance will receive one or more of the targeted inventions outlined by the
consortium.
For the school year 2008-2009, 50% increase of additional community-based and
school-based services will be offered at the school from the 2006-2007 academic
year.
ACTION STEP (S): TASK
COMPLETION DELIVERABLE
REVIEW
DATE:
1
2
3
SUPPORTIVE/NECESSARY
RESOURCES:
LONG-TERM OBJECTIVES: RE-EVALUATION CRITERIA:
Achieve at least one or more of the State of
Ohio’s 19 indicators for the 2008-2009
academic school year.
POTENTIAL BARRIERS SOLUTIONS/WORKAROUNDS
Lack of cooperation
Late start-up of program services

MAJOR COMMUNITY
PLAN GOAL:
EDUCATION TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
POOR STUDENT
ACHIEVEMENT
Report Card -ODE
2006-2007 –Nathan Hale’s
“Academic Emergency” –
0 out of 19 State of Ohio
indicators were unmet
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Develop in partnership with CMSD, parents, businesses, churches &
social service agencies a consortium that will provide a “one-stop=shop approach” of
services to all 3rd
- 8th
grade students at Nathan Hale in order to improve proficiency
scores across all academic areas.
PROCESS OBJECTIVE(S: By July 31, 2008, establish list of providers & targeted
service areas to be implemented at Nathan Hale.
By August 31, 2008, in partnership w/ CMSD establish an inventory of all targeted
By September 30, 2008, develop a “Master Schedule” outlining the service provision
for each school day offered to all 3rd
- 8th
grade students.
SHORT-TERM OUTCOME(S): During 2008-2009, 100% of all students in
attendance will receive one or more of the targeted service interventions outlined by
the consortium.
For 2008-2009, increase by 50%,, the number of community-based & school based
services offered at Nathan Hale above the 2006-2007 academic year.
REVIEW
DATE:
1
2
3
RESOURCES:
Achieve at least one or more of the State of
Ohio’s 19 indicators for the 2008-2009
academic school year.
Lack of cooperation
Late start-up of program services

MAJOR COMMUNITY
PLAN GOAL:
EDUCATION TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
PRIORITY #:1 EDUCATION
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HIGH SCHOOL
GRADUATION RATE
Report Card -ODE
2006-2007- John Adams
“Academic Watch”.
Graduation Rate was not
posted – CMSD graduation
rate is 55% - School met 2
out of the 11 State
Indicators
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Establish partnership w/ CMSD, parents, business, churches & social
service agencies to develop a consortium of “one-stop-shop” approach of services to
all 9th
-12th
grade students in order to improve the school’s graduation rate.
PROCESS OBJECTIVE(S): By July 31, 2008, establish a list of providers and
targeted service areas to be implemented at John Adams High School.
By August 31, 2008, in partnership w/ CMSD establish an inventory of all targeted
By September 30, 2008, develop a “Master Schedule” of one-stop-shop service
provision targeted to all students 9th
-12th
grades.
SHORT-TERM OUTCOME(S): By June 2009, 100% of all students in attendance
will receive one or more of the targeted interventions outlined by the consortium.
For the 2008-2009 school year, 50% increase of additional community-based &
school-based services will offered at the school above the 2006-2007 academic year.
REVIEW
DATE:
1
2
3
4
RESOURCES:
Attain/Achieve at least 2 additional State of
Ohio Indicators above the 2006-2007
academic year.
Lack of cooperation
Delayed program start-up

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: AUGUST 2009
SUB-CATEGORY:
PRIORITY #: 1 Family Empowerment
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: CDPH
128 Chlamydia cases were
reported in Cuyahoga
County for 10-14 year
olds, of these cases -68%
were from the City of
Cleveland.
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Increase the number of health education classes targeted to 10-14 year
olds residing in the Mt. Pleasant neighborhood.
PROCESS OBJECTIVE(S): Provide health education classes/workshops to 20%
(407) of the 10-14 year old total population (2,038) in order to increase their
awareness of the health risks associated with sexually transmitted infections.
SHORT-TERM OUTCOME(S): By August 2009, 50% (203) will demonstrate
increased understanding of the health risks associated with chlamydia infection.
Increased awareness of the importance of early screening/detection & treatment
services.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
Pre-Post Test Measures
75% of the participating youths (305) will
self-report that they have reduce or not
engaged in unprotected risky behavior

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: AUGUST 2009
SUB-CATEGORY:
PRIORITY #: 1 FAMILY
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source : CDPH
40% of Chlamydia cases
in Cuyahoga County were
diagnosed among teens
(15-19)
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1:Increase the number of health education classes (e.g. CMSD Sexual
Health Curricula) targeted to 15-19 year olds residing in the Mt. Pleasant
neighborhood.
PROCESS OBJECTIVE(S): By August 2009, provide health education classes to at
least 20% (350) out of the 1,750 (15-19 year olds) residing in the Mt. Pleasant
Community.
SHORT-TERM OUTCOME(S): By August 2009, of the targeted (350) 15-19 year
olds receiving services, 50% (175) will demonstrate increase awareness of early
screening/detection/treatment services offered by local health care providers.
By August 2009, 50% will have increased their knowledge about avoiding risky
sexual behavior.
By August 2009, 95% (338) out of the 350 teens receiving services will demonstrate
increased knowledge of how to avoid/prevent re-infection. – (Pre-Post tests)
REVIEW
DATE:
1
2
3
5
RESOURCES:
By August 2009, 50% (175) 15-19 receiving
the services will self-report that they have
reduced their unprotected sex behavior and
that there is an increase use of condom use
and/or abstinence.
MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR:

SUB-CATEGORY:
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: Clevelandhealth.info
Unmet mental health tx
needs –From 2006-2007,
34% of CMSD high school
students admitted suicide
ideation
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Identify & develop partnerships w/ agencies providing school-based &
community-based adolescent mental health services and develop referral protocols
to increase access to treatment.
PROCESS OBJECTIVE(S) By December 2009, an additional 5% (102 students) of
the 10-14 age group (2,038) will be referred and receive mental health treatment.
By December 2009, 5% (88 students) of the 15-19 age group (1,750) will be referred
and receive mental health services.
SHORT-TERM OUTCOME(S): Of the participating 10-14 year old, 25% (26
students) ill report feeling positive about their self-image/personhood.
Of the participating 15-19 year old, 35% (31 students) will report positive self-image
regarding their personhood
REVIEW
DATE:
1
2
3
4
RESOURCES:
For the years 2010-2011, increased
participation by 25% for each age group a
year to receive mental health treatment.

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR:
OCTOBER 2009
SUB-CATEGORY:
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH &WELLNESS
__% or __# of middle
student
__% or __#of high school
needing mental health
services
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Develop a core of social support services to youths & teens in order to
reduce social isolation & increase a sense of community connection (cohesion).
PROCESS OBJECTIVE(S): By November 2008, recruit & develop a group of
volunteer men who would be willing to serve as positive role models for Mt. Pleasant
youths.
By August 2008, recruit a group of local businesses & churches that would
participate in a “Adopt a School” program to provide positive role modeling and
targeted activities during the 2008-2009 school year.
By October 2008, the Roundtable membership will establish service baseline
numbers of youths who participated in their leadership training, life-skills building
& family support services.
By October 2009, increase enrollment by 20% for each age group (10-14) and (15-
19) into leadership training and life-skills building services.
SHORT-TERM OUTCOME(S):
Provide greater access to mental health services
Reduce feelings of social isolation
Provide greater access for youths in leadership & life-skills building classes.
REVIEW
DATE:
1
2
3
RESOURCES:
Expand mental health services to adolescents
Develop social support network for youths

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: JANUARY 2012
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: CDPH
In 2006-2007, 17 cases of
HIV/AIDS were diagnosed
among teens (13-19 years
of age) and of that number,
82.3% (14 cases) were
Cleveland residents
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Provide health promotion campaign activities with outreach workers to
encourage testing & counseling for youths (15-19) residing in Mt. Pleasant. Increase
health education classes targeted to 15-19 year olds at both high schools (John
Adams & John F. Kennedy).
PROCESS OBJECTIVE(S): By January 2010, increase awareness & provide
healthy positive self-esteem skills building training to 40% (700 out of 1,750) 15-19
year olds residing in the Mt. Pleasant Community.
SHORT-TERM OUTCOME(S): By January 2010, 30% (210 out of the 700 youths)
will demonstrate by self-report the elements or actions necessary to reduce risky
behavior associated with contracting HIV/AIDS.
REVIEW
DATE:
1
2
3
4
RESOURCES:
By January 2011, increase by 20% the
number of teens 10-19 who receive
prevention & early intervention messages
about HIV/AIDS health risks.
By January 2012, decrease the number of
teens (15-19) years old who are diagnosed w/
HIV/AIDS infections.
Lack of agency cooperation
Delayed start-up of service programming

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR:
JANUARY 2010
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: Steps /BRFSS 2005-
2006
According to the 2005
Youth Risk Behavior
Survery (YRBS), 12.7% of
Ohio high school students
were overweight.
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Provide community-based nutrition workshops to age groups (10-14 -
2,038) & (15-19 -1,750) year olds residing in the Mt. Pleasant neighborhood.
PROCESS OBJECTIVE(S): By December 2009, provide nutritional workshops to
50% (1,019) of the 10-14 age group and teach them the importance of making
healthy food choices.
By December 2009, provide nutritional workshops to 50% (875) of the 15-19 -age
1,750 group and teach them the importance of making healthy food choices.
By January 2010, offer to 100% of the parents of participating teens, nutritional
workshops of how to prepare healthy meals for their children.
SHORT-TERM OUTCOME(S): By December 2009, of the participating (1,019 – 10-
14 year olds) 50% (510) will make improvements in their diets and lead a more
active lifestyle. (Self- report).
By December 2009, of the participating (875 – 15-19 year olds), 50% (438) will make
improvements in their daily diets and begin to lead a more active lifestyle.
REVIEW
DATE:
1
2
3
4
RESOURCES:
By January 2010, there will be at least one
fitness or healthy weight management clinic
offered in each middle school & both high
schools serving the Mt. Pleasant
neighborhood.
Lack of coordination & cooperation
Lack of funding support

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: JANUARY 2010
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
COM & FAMILY
STABILITY
Source: NEO CANDO
In 2006, there were 5,386
delinquency offenses in the
City of Cleveland, of this
total 5.*% (314) offenses
were from the Mt. Pleasant
neighborhood
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Increase the number of diversionary programs & provide increased
access to an array of supportive services for youths charged with delinquency
offenses in the juvenile justice system.
PROCESS OBJECTIVE(S): By October 2008, establish and/or strengthen
collaborative partnerships with the Cuyahoga County juvenile justice system and
establish baseline of the number of youths from Mt. Pleasant neighborhood in their
system.
By December 2008, develop and/or enhance the array of supportive services, e.g.
anger management, leadership, mentoring, life-skills building & crisis intervention
services for youths and their families.
By March 2009, strengthen & increase intervention strategies with Peace in the
Hood to address early detection of gang activity and provide positive role models for
mentoring support.
SHORT-TERM OUTCOME(S): By January 2009, increase the number of
awareness classes by Peace in the Hood to parents & educators on how to recognize
the early signs (detection) of possible gang activity.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
By January 2010, attain a 10 % reduction
(31 cases) of delinquency offenses coming
from the Mt. Pleasant neighborhood.

MAJOR COMMUNITY
PLAN GOAL:
ECONOMIC
DEVELOPMENT
-Youth
TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
PRIORITY #: 1
Economic Development -
Youth
LEAD AGENCY: Mt. Pleasant NOW
Development Corp
QUALITY OF LIFE
INDICATOR:
Community & Financial
Stability
Source: ?
Estimated 75%
Unemployment Rate for
African American youths
(age 16-21)
PARTNER AGENCY: Mt. Pleasant Min Alliance
Mt. Pleasant Community
Zone
Mt. Pleasant Business Assn
Youth Opportunities
Unlimited (Y.O.U)
STRATEGY
SUMMARY:
GOAL # 1: Increase the number of youths (ages 13-19) participating in job
opportunities.
PROCESS OBJECTIVE(S)
1) By June 2008, establish a summer employment program in partnership
with local businesses & churches to provide at minimum 25 job
opportunity slots for Mt. Pleasant youths.
Obtain a 60% increase of youths participating in the 2008 summer employment
program from the summer of 2007 during which 15 youths participated.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
100% of youths will be given pre-post test to
measure increase knowledge in soft skill
development
85% (21 youths) will demonstrate increased
knowledge.
Lack of available or reduced job slots
Hiring process takes longer than expected
Readjust / downgrade
benchmarks

ADULT
EDUCATION INDICATORS
HEALTH & WELLNESS INDICATORS
COMMUNITY & FINANCIAL STABILITY INDICATORS
CAVEAT:
**Please use as a “SAMPLE” –
Roundtable members can change around the percentages & the goals & objectives
based upon level of agency participation**

8.) COOPERATIVE VISIONING – STRATEGIC GOALS & OBJECTIVES
MAJOR COMMUNITY
PLAN GOAL:
EDUCATION TARGET
COMPLETION
YEAR:
JANUARY 2010
SUB-CATEGORY:
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
EDUCATION
Source: NEO CANDO
27% of BIRTHS to women
without a high school
education reside in the Mt.
Pleasant Community
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Establish partnership with the Dept of Employment & Family Services-
Mt. Pleasant NFSC, Cleveland Metropolitan School District and Metro Health to
identify women giving birth and provide an array of supportive and educational
services to these families.
PROCESS OBJECTIVE(S): Of the total families (5,885) residing in the Mt. Pleasant
community, (27% or 1,589 families) need access to holistic supportive services. By
December 2009, 30% (476 families) will be enrolled in the continuum of support
services provided by the Roundtable.
30% enrolled in services and/or GED classes
50% (238) will attend classes on a regular basis
Of the 238 regular attendees, 60% (142) will graduate or pass testing
REVIEW
DATE:
1
2
3
4
RESOURCES:
Reduction in the number of women giving
births to babies without a high school
education – January 2010
Transportation
Lack of child care
Lack of motivation

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: MARCH 2009
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
EDUCATION
Source: PRA Resident Survey
2007 PRA Resident survey
reports that fewer than half
of Mt. Pleasant residents
have computer access &
internet connectivity.
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Increase the number of computer training classes and increase computer
access time for residents receiving services from agencies in the Mt. Pleasant
neighborhood.
PROCESS OBJECTIVE(S): By December 2008, identify and determine the number
of existing Roundtable & other community agencies that offer computer training
classes in Mt. Pleasant.
By December 2008, determine the capacity level of each Agency and develop a
community grid and schedule for residential dissemination.
By March 2009, install at least 2 electronic community bulletins that will transmit
information on a 24 hour basis regarding important community activities &
resources available to Mt. Pleasant residents.
SHORT-TERM OUTCOME(S): By March 2009, there will be a baseline number of
Mt. Pleasant resident who are currently receiving computer training classes.
By March 2009, there will be additional computer access slots will become available
as an outcome of the agencies collaborating together and expanding capacity.
By March 2009, funding will be identified & secured to install at least 2 electronic
bulletins on the Eastern & Western sectors of WARD 3.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
Increased by 10% the number of Mt.
Pleasant residents who will have computer
training & access to internet connectivity.
Lack of funding

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: JANUARY 2009
SUB-CATEGORY:
PRIORITY #: 1
Family Empowerment LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: NEO CANDO
In 2006, 563 cases
investigated for child
maltreatment in the Mt.
Pleasant neighborhood
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Reduce by 2% the number of reported cases in the Mt. Pleasant
community investigated for child maltreatment.
PROCESS OBJECTIVE(S)
By October 2008, develop a tighter working relationship with the Cuyahoga Co Dept
of Children & Family Services to obtain inventory of “safety-net” services available
to families & children in foster care.
By October 2008, establish a consortium of Roundtable member agencies providing
an array of family empowerment & family support services to the community
By December 2008, develop & disseminate information materials of the
Roundtable’s family support services that are available to Mt. Pleasant residents.
Provide follow-up and track safety net services to at least 30% of the children placed
in foster care who reside in the Mt. Pleasant neighborhood.
By December 2009, provide family supportive services to 15% (882) of the total
number of families (5,885) residing in Mt. Pleasant.
70% (617 participating families) will demonstrate enhanced parenting skills
development
REVIEW
DATE:
1
2
3
RESOURCES:
By January 2009, reduce the number of
reported cases investigated for child
maltreatment to 4.8%.

MAJOR COMMUNITY
PLAN GOAL:
ECONOMIC
DEVELOPMENT
TARGET
COMPLETION
YEAR:
December 31, 2008
SUB-CATEGORY:
PRIORITY #: 1
Community Development
–Families
LEAD AGENCY:
Mount Pleasant NOW
Development Corp
QUALITY OF LIFE
INDICATOR:
COMMUNITY &
FINANCIAL STABILITY
Source: NEO CANDO
31.0% Poverty Rate-
Families (5,885 x .31= 1,824
families w/children under 18)
PARTNER AGENCY:
Mount Pleasant Community
Zone
STRATEGY
SUMMARY:
GOAL # 1:
To increase the number of families receiving supportive housing assistance who fall
under the Federal poverty guidelines.
PROCESS OBJECTIVE(S): Provide informational outreach efforts to inform 20%
(365) of Mt. Pleasant families living at or below the poverty level about the range of
housing supportive services available to them by December 31, 2008.
Increase by 10% the number of families receiving rent subsidy assistance
Increase by 5% the number of families who move to housing units that are more
affordable and attractive to live in.
Increase by 15% the number of families who receive utility support to reside
comfortably within their housing units.
REVIEW
DATE:
1
2
3
4
5
6
SUPPORTIVE/NECESSARY RESOURCES
Obtain data from Dept of E & FS
Reduction of the number of Mt. Pleasant
families being evicted.
Inability to obtain baseline information
Lack of cooperation among Roundtable members.

MAJOR COMMUNITY
PLAN GOAL:
ECONOMIC
DEVELOPMENT
TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
PRIORITY #:
Economic Development -
Families
LEAD AGENCY: Mt. Pleasant Community
Zone
QUALITY OF LIFE
INDICATOR:
COMMUNITY &
FINANCIAL STABILITY
Source: NEO CANDO
31.0 % Poverty – Families
13.5% Unemployment
Rate
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 2: To reduce the number of head of household families who fall under the
Federal poverty guidelines by increasing their personal income.
PROCESS OBJECTIVE(S):
a. By August 31, 2008, establish a consortium network of job
training/placement and employment agencies serving the Mt.
Pleasant neighborhood.
b. By August 31, 2008, develop & disseminate via informational flyers,
mailers, posters and agency websites regarding the types & range of
job training assistance services available to Mt. Pleasant families
c. Offer job training assistance & job placement to at least 50% of the
identified families living at or below the poverty level by September
30, 2008.
d. By January 2009, establish a referral protocol w/ the Ohio Skills
Bank and enroll identified Mt. Pleasant residents into
technical/higher skilled job opportunities.
1) Increase enrollment by 4% of the identified families into job training
services
2) Increase by 2% the number of identified head of household individuals
who received job placement opportunities
REVIEW
DATE:
1
2
RESOURCES:
Partnerships & job creation opportunities
Achieve a 1% reduction in the poverty rates for
the Mt. Pleasant neighborhood by December 2010.
Achieve a 1% reduction in the unemployment rate
for the Mt. Pleasant neighborhood by December
2010
U.S Economy goes into a deep recession
Additional job loss- Outsourcing of jobs

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: DECEMBER 2009
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: NACCHO
In 2007, 2,700 persons
living with HIV/AIDS in
the City of Cleveland-
Prevalence rate is 596 per
100,000 population
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Promote the development of an health promotion campaign aimed @
older citizens (50-64 years of age) to educate them about the health risk associated
w/HIV/AIDS infection.
PROCESS OBJECTIVE(S): By January 2009, establish a partnership w/ local
hospital provider to help develop a health campaign to the senior citizen population.
By June 2009, develop informational material & disseminate to all senior citizens
accessing services @ Roundtable agencies about the health risks of HIV?AIDS
infection.
SHORT-TERM OUTCOME(S): By June 2009, increase knowledge & awareness of
testing & counseling services available to older citizens (50-64) – Collect by PRA
survey results.
By June 2009, increase enrollment of older citizens (50-64 year olds) who will receive
HIV/AIDS awareness seminars.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
By December 2009, of the participating
adults (50-64 years of age), 50% will retain
and demonstrate by self-report increased
awareness about avoiding risky behavior
that may lead to HIV/AIDS infection.

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR: DECEMBER 2009
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: Steps BRFSS 2005-
2006
Obesity in Cleveland –
2005-2006: Women in
Cleveland have higher
prevalence rates of obesity
(38%) than among men
(29%).
African American adults in
Cleveland had ad the highest
prevalent rates of obesity
(42%).
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Provide nutritional classes to Mt. Pleasant adults to increase healthy
eating habits & promote increase physical activities.
PROCESS OBJECTIVE(S): By September 2009, increase access and enrollment of
Mt. Pleasant residents participating in nutritional classes.
SHORT-TERM OUTCOME(S): By December 2009, 60% of the participating
attendees will demonstrate increase knowledge by self-report of making healthy
food choices.
By December 2009, 60% of the participating attendees, will demonstrate by self-
report that they have an increase consumption of fruits & vegetables.
REVIEW
DATE:
1
2
3
4
5
RESOURCES:
By 2009, 20% of the program participants
will demonstrate increased physical activity.
By 2009, 20% of the program participants
will be enrolled in a weight loss or weight
maintenance program.

MAJOR COMMUNITY
PLAN GOAL:
FAMILY
EMPOWERMENT
TARGET
COMPLETION
YEAR:
SUB-CATEGORY:
EMPOWERMENT
LEAD AGENCY:
QUALITY OF LIFE
INDICATOR:
HEALTH & WELLNESS
Source: NACCHO
In 2004, the City of
Cleveland ranked 5th
among 54 big cities for
female breast cancer
mortality, cancer mortality
& heart disease mortality
rates.
PARTNER AGENCY:
STRATEGY
SUMMARY:
GOAL # 1: Forged tighter working partnerships with local Roundtable agencies &
local health care provider (Metro Health) & other health clinics to provide classes
on early detection & regular physical examinations.
PROCESS OBJECTIVE(S): By January 2009, provide 2 health clinics and/or fairs
that offer early detection/screening services for Mt. Pleasant residents.
By June 2009, increase the number of wellness promotion classes offered to Mt.
Pleasant residents.
By June 2009, 100% of the Executive Roundtable member agencies will provide
information & health care access information to every resident receiving services at
their agencies.
SHORT-TERM OUTCOME(S): By September 2009, the Executive Roundtable
agencies in conjunction with the Metro Health system will kick-off a “Health &
Wellness” prevention campaign targeted to all residents of the Mt. Pleasant
Community.
REVIEW
DATE:
1
2
3
RESOURCES:
By January 2010, 20% of Mt. Pleasant
residents will self-report an increase
awareness & knowledge of the need to
maintain a healthy lifestyle and maintain
yearly physical examinations.

EXECUTIVE ROUNDTABLE
OVERSIGHT
RECOMMENDATIONS

As a precursor to implementation, it will be necessary for the entire Roundtable
membership to engage in a series of team-building activities as a method to improve
communications and strengthen trust among the members.
9. ROUNDTABLE OVERSIGHT RECOMMENDATIONS:
ROUNDTABLE OVERSIGHT: DIRECT SERVICE CAPACITY BUILDING
The following areas represent infrastructure recommendations that will be needed for
successful implementation:
 In order to move forward with full execution of the “Cooperative Visioning” plan,
the Executive Roundtable must shift to a team approach for full implementation.
This initially must be accomplished through team-building activities as a way to
strengthen communication and restore mutual trust among members.
 Ensure that there is ongoing data collection and data analysis for the Roundtable
Council.
 Monitor progress of the implementation activities of the consolidated plan.
 Establish baseline information of the Roundtable service delivery system
 Track and provide feedback to the Roundtable based upon resident/customer
satisfaction survey information.
 In conjunction with the membership, establish referral protocols with other
service agencies/businesses and track service provision to targeted populations.
 Track and identify emerging political, economic, environmental, social and
technological trends and present information to the Roundtable for further
discussion and follow-up.
 Identify best practice initiatives that encompass cultural & linguistic difference
for future program replication.
 Review the “sample” goals and objectives listed in the previous section and
determine Lead and Co-Lead agencies. Make modifications as necessary &
warranted by the eventual program & services that will be targeted.
 Once consensus is achieved on the “Goals & Objectives” section of the plan, do
allow for “self-correction” and/or additional “workarounds” that will make the
goals and objectives attainable.

ROUNDTABLE OVERSIGHT: ADVOCACY & PUBLIC POLICY IMPACTS TO
THE MOUNT PLEASANT COMMUNITY
 Solicit participation from leaders of various “Street Block Clubs” and invite them
to attend the Councilman’s monthly community meetings.
 Institutionalized the categories listed below as “standing agenda items” to be
reported on at the Councilman’s monthly community meetings:
o Pending local/state/federal legislation regarding consumer protection
issues
o Job creation/entrepreneurships for the Mt. Pleasant neighborhood
o Environmental concerns
o Health & educational indicators impacting the Mt. Pleasant neighborhood
and provide updates of upcoming services & strategies aimed at
addressing them.
o Emerging technologies
o Public safety concerns and updates

10. SOURCES – INTERNET WEBSITES & DOCUMENTS
REVIEWED AS PART OF THE CONSOLIDATED PLANNING
PROCESS
BIG CITIES HEALTH INVENTORY, 2007
National Association of County and City Health Organization (NACCHO)
BOYS & GIRLS CLUBS OF AMERICA –
“Impact 2012” – Five Year Strategic Plan
BOYS & GIRLS CLUBS OF AMERICA – National Programs
BOYS & GIRLS CLUBS OF CLEVELAND – 2006 Annual Report
CITY OF CLEVELAND – CITY PLANNING COMMISSION
“Cleveland Neighborhood Fact Sheet” - Mt. Pleasant Statistical Planning
Area (SPA) (Census 2000)
“Connecting Cleveland – 2020 Citywide Plan”
CLEVELAND METROPOLITAN SCHOOL DISTRICT
2006-2007 – Report Card
Ohio Department of Education: www.ode.state.oh.us/reportcard
CLEVELAND METROPOLITAN SCHOOL DISTRICT –
Strategic Plan – 2007-2012 – Executive Summary
CLEVELAND PUBLIC HEALTH DEPARTMENT – (CDPH)
Bruckman, David., Chief Systems Analyst, Office of Biostatistics, City of
Cleveland Department of Public Health: dbruckman@city.cleveland.oh.us
CLEVELAND BEHAVIORAL RISK FACTOR SURVEILLANCE SURVEY
Steps BRFSS 2005-2006
Przepyszny, K. & Borawski, E. (March 2008). Data Brief: Obesity in
Cleveland 2005-2006, Cleveland, OH
The Center for Health Research at Case Western Reserve University
DISCOVERY CENTER – Agency brochure & information flyer
GREATERCLEVELAND.localhealth.info –
“New Data on tobacco use, asthma, obesity and diabetes for Cleveland adults
and youth”- Cleveland Department of Public Health and Case Western
Reserve University – Center for Health Promotion Research
KIDZ HEALTH 2020 – 2006 STRATEGIC WORK PLAN

KIDZ HEALTH 2020 – 2007 ANNUAL REPORT
MT. PLEASANT COMMUNITY ZONE – STRATEGIC PLAN 2006-2020
MT. PLEASANT COMMUNITY ZONE COMPREHENSIVE COMMUNITY
REVITALIZATION PLAN (THE PLAN)
MT. PLEASANT COMMUNITY ZONE –
2007 Program Accomplishment Report to the Cleveland Department of
Community Development
MT. PLEASANT COMMUNITY ZONE
Street & Block Club Training Manual – June 2007
MT. PLEASANT COMMUNITY ZONE
Wealth Building- Series 2 – Course Descriptions-Facilitators-Enrollment
MT. PLEASANT NOW DEVELOPMENT CORPORATION
(CDBG – Year 33 – Scope of Services)
MT. PLEASANT NOW DEVELOPMENT CORPORATION
(Agency brochure of program services)
MT. PLEASANT “THE TOWN CRIER – 2007 “A Year of Triumph in Retrospect”
Mt. Pleasant Business Association & Mt. Pleasant Weed & Seed Initiative
MURTIS H. TAYLOR – HUMAN SERVICES SYSTEM
Strategic Plan – 2007- 2010
NORTHEAST OHIO – COMMUNITY AND NEIGHBORHOOD DATA FOR
ORGANIZING – (NEO CANDO)
Center on Urban Poverty and Community Development
MSASS, Case Western Reserve University-http://neocando.case.edu
PHILLIBER RESEARCH ASSOCIATES –
16 Main Street., Accord New York 12404 – www.philliberresearch.com
PRA 2007 Surveys of Mt. Pleasant Educators, Workers, Businesses &
Residents
PROGRESS IN MT. PLEASANT – POWERPOINT PRESENTATION –
December 2007 – Saint Luke’s Foundation
THEA BOWMAN CENTER – Agency brochure & information services flyer
WARD 3 INFORMER – COUNCILMAN ZACK REED – Office of WARD 3

APPENDIX A
CONSOLIDATED PLANNING PROCESS
KEY PARTICIPANT ROSTER

MOUNT PLEASANT CONSOLIDATED PLANNING PROCESS
Key Participant Roster
May 1, 2008 -Final
NAME TITLE AGENCY ADDRESS PHONE–EMAIL
ADDISON
Ruth
BUTLER
Edmund
CHAPPELLE,
Sandy
CHATMON
Ruth
COATES,
Diane
CURLEE,
Lewis Debra
ELLINGTON,
Shirley
HARRIS,
Little Sylvia
HICKS,
Valerie
LANIER,
Elliet
MCCLAIN,
Terrance
President &
CEO
Treasurer
Senior
Program
Officer
President
Site
Coordinator
Executive
Director
Executive
Director
Executive
Director
Unit Director
President
Murtis H.
Taylor - HSS
Mt. Pleasant
Community
Council, Inc.
Saint Luke’s
Foundation
Mt. Pleasant
Community
Council, Inc.
Mt. Pleasant
Weed & Seed
Mt. Pleasant
Community
Zone
Discovery
Center
Thea Bowman
Center
KIDZ Health
2020
Mt. Pleasant
Club
Mt. Pleasant
Business Assn
13422 Kinsman
Rd., Cleve, OH
44120
13202 Melzer
Rd., Cleve, OH
44120
4208 Prospect
Avenue., Cleve,
OH 44113
3469 East 126th
Street ,Cleve,
OH 44120
13422 Kinsman
Rd –MHT
Cleve, OH
3438 East 137th
Street
Cleve, OH
44120
13931 Kinsman
Rd., Cleve, OH
44120
11901 Oakfield
Avenue
Cleve, OH
44120
13512 Kinsman
Rd
Cleve, OH
44120
3689 East 131st
Street., Cleve,
OH 44120
3669 East 131st
Street., Cleve,
OH 44120
(216) 283-4400 x ext 2255
raddison@murtistaylor.org
(216) 921-5627/316-0900
(216) 431-8010
schappelle@saintlukesfoundation.org
(216) 921-4684
ruthchatmon@yahoo.com
(216) 283-4400 ext.2265
Misslady524@sbcglobal.net
(216) 752-3492
dlcurlee@mpcz.org/bburks@mpcz.org
(216) 283-5960
Shirleyjell1@yahoo.com
Discoverycenter1@yahoo.com
(216) 491-0699
Sylvia11824@netzero.com
(216) 752-5505
vhicks@kidzhealth2020.org
(216) 752-2450
elanier@clevekids.org
(216) 295-9447
terrancemcclain@sbcglobal.net

MCDONALD,
Sharon
MOORE,
Teresa
MOORE,
Vera
REED,
Councilman Zack
RICH,
Commander Roy
RIDGEWAY,
Janice
SAMAD,
Khalid
SOEDER,
Ron
STONE,
Tom
TATUM,
Larry D
TOBBE,
Sheila Sr.
WALKER,
Harry E. , M.D.
WILLIAMS,
Claude
Deputy Chief
Manager
Community
Rep
WARD 3-
Councilman
Commander
Administrator
Director
President
Executive
Director
Pastor
Executive
Director
Director-
Center for
Community
Health
President
Cleve Metro
School District
NFSC-Mt.
Pleasant
Mt. Pleasant
Resident
WARD 3 –
City of
Cleveland
4th
District
Police Station
Cleveland
Public Library
Peace in the
Hood
Boys & Girls
Clubs of
Cleveland
Mt. Pleasant
NOW
Development
Corp
Mt. Pleasant
Ministerial
Alliance/
Thea Bowman
Center
Metro Health
Mt. Pleasant
Ministerial
Alliance
1380 East 6th
St.,
Cleve, OH
44114
13815 Kinsman
Rd., Cleve, OH
44120
3545 East 139th
Street., Cleve,
OH 44120
601 Lakeside
Avenue, NE.,
Cleve, OH 44113
9333 Kinsman
Rd., Cleve, OH
44105
14000 Kinsman
Road., Cleve,
OH 44120
13422 Kinsman
Rd – MHT.,
Cleve, OH
44120
6114 Broadway
Avenue., Cleve,
Oh 44127
13815 Kinsman
Rd., Cleve, OH
44120
3474 East 147th
Street., Cleve,
OH 44120
11901 Oakfield
Avenue., Cleve,
OH 44105
6835 Broadway
Ave., Cleve,OH
44105
3342 East 119th
St, Cleve, OH
44120
(216) 858-1244
Sharon.mcdonald@cmsdnet.net
(216) 561-5488
Mooret06@odjfs.state.oh.us
(216) 751-9574
(216) 664-4945
Ward03@clevelandcitycouncil.org
(216) 623-5400
rrich@city.cleveland.oh.us
(216) 623-2825
Janice.Ridgeway@cpl.org
(216) 538-4043,
peaceinthehood@yahoo.com
(216) 883-2163
rsoeder@clevekids.org
(216) 751-0023
karmbruster@mtpleasantnow.org
tstone@mtpleasantnow.org
(216) 921-9198
Holyspirit001@msn.com
(216) 491-0699
Sheilamarie10@juno.com
(216) 957-1701
hwalker@metrohealth.org
(216) 561-5990
Covenant-community@att.net

APPENDIX B
CODE OF REGULATIONS
ADOPTED
MARCH 20, 2008

CODE OF REGULATIONS
HISTORICAL BACKGROUND:
Through the vision of Councilman Zachary Reed, the Mt. Pleasant Executive
Roundtable was established as a forum to:
 Create a venue for on-going meeting sessions as a way to bring together
community leaders, stakeholders, and organizations serving the Mt. Pleasant
neighborhood.
 Promote information-sharing about upcoming major events impacting the
Mt. Pleasant neighborhood.
 Promote networking activities among the agencies serving the Mt. Pleasant
neighborhood.
COMPOSITION:
Membership into the Mt. Pleasant Executive Roundtable shall consist of key
decision-makers (e.g., executive director status) of large, medium & small
organizations that provide services to the residents of the Mount Pleasant
neighborhood.
RATIONALE:
As a catalyst for change, on this 20th day of March in the year 2008, the community
partners of the Mt. Pleasant Executive Roundtable hereby desires to strengthen and
formalize our structure. Subsequently, from this time forward, the major goals of
the Roundtable activities shall concentrate on the following:
I. To strengthen every facet of the Mount Pleasant Community
infrastructure.
II. To develop a more coordinated, on-going proactive approach in creating
a more stabilized Mt. Pleasant Community.
THEREFORE, the community partners agree to the following objectives:
 Support the identification & prioritization of community service needs &
gaps
 Seek, develop & submit “joint project initiatives” to various local, state,
federal and foundation funding bodies in response to rapidly changing
community issues impacting the Mt. Pleasant neighborhood.
 Develop strategic work opportunities that seek to improve the quality of life
for residents who live, attend school, work, play, eat, and shop in the Mount
Pleasant Community.

ROUNDTABLE STRUCTURE & GUIDELINES:
Since, there is no statutory authority or governance structure that mandates
participation in the Roundtable meetings. The community partners wishes to be in
accordance with Robert’s Rules of Order and thereby, defines the Roundtable
structure and activities within the “Mass Meeting” category under a Deliberative
Assembly classification.
As community partners of a deliberative assembly, each partner maintains the duty
and responsibility to the following criterion:
 Attend meetings
 Offer motions
 Speak in debate
 Vote
 Obey the rules
 Bring forward and/or promote the actions of the Roundtable goals
 Nominate other members
 Hold office
 Fulfill assigned duties until properly excused
TYPES OF MEETINGS:
Shall consist of the following:
 Regular
 Special /Ad hoc
Presently, community partners are desirous that the WARD 3 Council
representative shall continue to fulfill the role as facilitator for all future
Roundtable meetings.
Furthermore, community partners seek to abide by the following guidelines:
 Enhance staffing capacity to develop a formal agenda setting protocol for the
Roundtable structure, i.e., collecting information, setting the agenda, sending
out agenda materials one week in advance, reporting data and issuing
progress/status reports concerning the consolidated planning document.
 Each community partner maintains an “Equal Partner” standing w/ one vote.
 Each community partner in attendance shall be the key-decision maker
(executive director status) for the purposes of voting on important issues
impacting the Roundtable activities.
 Scheduled meeting shall continue to be held on the 3rd Thursday of every
month or an agreed upon alternative meeting date.
 Community partners shall maintain confidentiality and not disclose or
disseminate information not ready for public release.
 For the purpose of addressing emerging issues or aiding in the further
development of a strategic area, each community partner will obtain a
consensus from the Roundtable membership for the creation of any ad hoc
committee.

MUTUAL BENEFIT – FOR EACH COMMUNITY PARTNER
 Acknowledge the asset/value of each community partner’s participation.
 Strengthen partnership planning activities.
 Jointly leverage additional resources.
 Identify and maximize “points of intersection” among existing community
partner agencies as a strategy to enhance capacity-building for the
neighborhood.
 Formalize information dissemination and thereby strengthen communication
activities among community partners.
 Maintain positive, cooperative relationships.
OPERATING PRINICIPLES:
Therefore, as community partners of the Mt. Pleasant Executive Directors
Roundtable, we agree to abide by the following operating principles:
1. Community partners will maintain his/her responsibilities to represent the
interests/mission of his/her respective organization as well as the mutual
interests of Mt. Pleasant residents.
2. Community partners are to treat each other with mutual respect and do
nothing to violate the trust and spirit of cooperation of the Roundtable work
activities.
As a community partner(s) of the Mt. Pleasant Executive Roundtable, we have
reviewed the above “Code of Regulations” and by signing this document, we hereby
solidify our commitment to this process and to our community.
________________________________ ____________________
Councilman Zachary Reed- WARD 3 Date
________________________________ ____________________
Mt. Pleasant Community Zone Date
________________________________ ____________________
Mt. Pleasant NOW Development Corp Date
________________________________ _____________________
Kidz Health 2020 Date

___________________________________ _____________________
Murtis H. Taylor Human Services System Date
___________________________________ _____________________
Thea Bowman Center Date
__________________________________ _____________________
Saint Luke’s Foundation Date
___________________________________ _____________________
Boys & Girls Clubs of Cleveland Date
___________________________________ _____________________
Mt. Pleasant Business Association Date
___________________________________ _____________________
Mt. Pleasant Weed & Seed Date
__________________________________ _____________________
Mt. Pleasant Ministerial Alliance Date
___________________________________ _____________________
Discovery Center Date

APPENDIX C
CHILDREN & ADULT MATRICES

APPENDIX D
POINTS OF INTERSECTION & LEGEND

**See attached “Points of Intersection” document – print off on Legal Size paper**

POINTS OF INTERSECTION – LEGEND
ECONOMIC DEVELOPMENT:
(Creating and providing commercial & job development, training and job
placement opportunities for neighborhood residents). Providing job skills
development (soft & hard (technical) skills training for youths & adults. Provide re-
tooling workshop skills development for displaced workers. All workforce
development activities- job readiness training, etc.
COMMUNITY DEVELOPMENT:
(Provide resources & activities that support improvements for housing &
commercial properties within the neighborhood. Promote housing and/or
commercial rehabilitation projects for the neighborhood). Develop rehab & new
housing stock to Mt. Pleasant residents. Reducing the number of abandoned
properties and/or converting vacant units to commercial and/or new housing
construction.
FAMILY EMPOWERMENT:
(Provide workshops in wealth-building, financial literacy, financial
planning/consumer credit counseling services for neighborhood residents. Offer
money management seminars and home-buyer assistance programs. Provide
linkages to legal assistance/advocacy and income-tax assistance.
FAMILY SUPPORT:
Family support groups, women support groups, eviction prevention, foreclosure
prevention services and/ or referrals. Support services for seniors and families (hot
meals/ food distribution). Offer outcome-based curricula parenting classes to
strengthen child-rearing & nurturing skills. Provide parent support groups to
alleviate social isolation to single and distressed parents in an effort to improve
coping & decision-making skills. Provide transitional housing support.
Therapeutic housing support
 Mt. Pleasant Neighborhood Family Service Center (NFSC):
(Provides women, infant and children benefits, child support enforcement,
emergency aid –welfare benefits for families meeting the income guidelines).
LEADERSHIP SKILLS BUILDING:
(Youth leadership coursework and/or seminars that concentrate on enhancing
character-building skills for positive decision-making needed for successful
transitioning for healthy/productive adulthood. Offer rites of passage programming,
mentoring, peer to peer support). Offer after-school and summer enrichment
programs for children & youths.
RECREATION:
Forms of activities that promotes relaxation, fitness, organized sports and/or
hobbies: Form of play, physical activities involving games and/or sports

POINTS OF INTERSECTION – LEGEND
PHYSICAL ENVIRONMENT:
(Providing services and promoting activities that improve the physical appearance
of the Mt. Pleasant community. Identifying environmental hazards and eliminating
these hazards from the neighborhood.
SAFETY:
(Law enforcement activities, camera surveillance equipment in strategic locations in
the neighborhood. Promote neighborhood empowerment via the development of
Block-Watch clubs. Promoting anti-gang activities, additional police monitoring.
CHILD SAFETY:
SAFE HAVEN(S):
(1) Facility that provides extracurricular/enrichment/leadership activities for
school-age children and youths in a safe environment (without the threat of
emotional & physical harm).
Days & Hours of Operation: Mon-Friday / 6:00 to 9:00pm
(2) Facility that provides juvenile diversion enrichment/leadership/tutorial activities
in a safe and secure environment for youths (11-16 years of age) who are charged
with curfew & truancy violations. Offer youth violence prevention activities – anti-
gang activities.
Days & Hours of Operation: Mon-Friday / 12:00 – 3:00 pm (3:00 -11:00 pm)
BEHAVIORAL HEALTH:
Provides mental health services -prevention, assessment, treatment and/or
continuing care in an outpatient or residential setting
Provides alcohol & drug services - prevention, assessment, treatment and/or
continuing care in an outpatient or residential setting
**Services are in accordance with the Ohio Department of Mental Health and/or the
Ohio Department of Alcohol & Drug Addiction Services) .
CHILDREN EDUCATION:
(All forms of educational programs for children (0-18). Include reading readiness,
tutorial programs in accordance with the State of Ohio Department of Education /
Cleveland Metropolitan School District.
Also, early childhood/licensed child day care and/or preschool programming
*However, you believe that your agency provides educational services for children
& youth- please indicate this category or (primary responsibility) within the form.
ADULT EDUCATION: Provide various forms of adult educational programs for
ages (18 and above), GED classes and adult literacy classes. Also, provide
educational support services for individuals age 16 and older in passing the Ohio
Graduation Test (OGT).

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