|Appalachian Tourism Study: Extending Our Welcome|
|Collective Impact worked with University of Tennessee Knoxville to conduct a comprehensive research project to better understand Appalachian tourism and identify opportunities to grow tourism activities and encourage business development throughout the region. The project was funded through a competitive grant from the Appalachian Regional Commission (ARC) – a federal economic development agency.|
The project was the largest and most comprehensive study of tourism ever conducted by the commission, which covers 205,000 square miles across 420 counties in 13 states. Results of the study will help us better understand the state of tourism of the region, new growth areas for tourism in Appalachian communities, and best practices and successful strategies to help the communities succeed. The project used research, surveys, site visits, and focus groups as part of the research method. The project identified 12 communities to serve as case studies to illustrate local tourism success stories and best practices for tourism business development. To see the final report, click here!
|Community Connections, Inc. (CCI)|
|Collective Impact was retained by Community Connections, Inc. to facilitate a comprehensive community needs assessment in eleven southern and southeastern WV counties – Fayette, Greenbrier, McDowell, Mercer, Monroe, Nicholas, Pocahontas, Raleigh, Summers, Webster, and Wyoming. The needs assessment focused on the four broad domains of health/mental health, education, financial stability/basic needs, and minority populations. The project included a community stakeholder survey, stakeholder focus groups, and secondary data research and analysis. Our work culminated with the development of a comprehensive report highlighting key findings around the current needs in each of the participating communities.|
|The Greater Kanawha Valley Foundation|
|Collective Impact provided planning and facilitation services for The Greater Kanawha Valley Foundation’s Building Bridges Leadership Institute (BBLI). This was round two of the BBLI which advances leadership knowledge and skills for nearly 50 senior staff of local nonprofit organizations. Over a six-month period, participants engaged in monthly learning and peer-to-peer sharing activities with national and local experts and nonprofit colleagues. The Greater Kanawha Valley Foundation is committed to fostering, cultivating, and preserving a culture of diversity, equity, and inclusion. These values are central to TGKVF’s mission and impact.|
|WV Bureau for Public Health – Division of Health Promotion and Chronic Disease|
|Collective Impact provided strategic planning services for WV Bureau for Public Health – Division of Health Promotion and Chronic Disease. Specifically, we worked with the Division’s Comprehensive Cancer Program to build upon previous efforts and emerging opportunities identified through the strategic planning process. The results of the project will help guide the Division’s future direction as it prepared for writing its competitive grant application in 2022. Ultimately, the information gathered through this process will provide a “road map” or guide for the Division to intentionally move forward into the future in its endeavors to impact its goals of decreasing the prevalence of obesity and improving key chronic disease indicators.|
|Collective Impact worked with Prestera Center, on behalf of Region 5 of the West Virginia Prevention First Network, to conduct a Substance Use Disorder (SUD) Assessment for its ten-county service area in West Virginia which includes the counties of Mason, Putnam, Kanawha, Clay, Cabell, Wayne, Mingo, Logan, Lincoln, and Boone.|
Information gathered throughout the assessment process was compiled into a report that provides stakeholders with greater insight into the SUD dynamics, needs, resources, and opportunities throughout the region and at the local level. Decisions for planning, policy development and implementation, and resource leveraging and allocation can be enhanced with access to the extensive data that was gathered, analyzed, and summarized as part of this effort.
|American Planning Association – West Virginia Chapter|
|Collective Impact provided strategic planning services for the West Virginia Chapter of the American Planning Association. The chapter had been fairly inactive over the past decade. However, some members came together to “reboot” the Chapter. As part of this “reboot,” the Chapter developed and adopted a mission, vision, core values, and lines of business statements. The Chapter also identified priority goals, strategies, and tactics for the next five (5) years, with a focus on the nest next year. The Chapter recognized the importance of having these discussions via a deliberative, strategic, and facilitated process.|
|West Virginia DHHR Division of Early Care and Education|
|Collective Impact conducted a statewide child care assessment for WV DHHR Division of Early Care and Education. As part of the project. we learned what works well, what could be improved, and ways to best spend the state’s allocation (over 260 million) of American Rescue Plan funding. We are conduced public forums and administered surveys with parents, providers, and stakeholders. The project resulted in the development of an assessment report highlighting key findings.|
|Ohio County Community Needs Assessment|
|Collective Impact worked with the Ohio County Community Needs Assessment Partnership (CNAP) to conduct a comprehensive community needs assessment in order to identify priorities for the community. The CNAP is comprised of the following organizations: Ohio County Family Resource Network (FRN), Community Foundation for the Ohio Valley (CFOV), West Virginia University (WVU) Extension – Ohio County, and United Way of the Upper Ohio Valley.|
The needs assessment identified specific issues that local residents and service providers feel are important to address. Findings from the assessment assist a large number of community partners across the county in planning for future services, educating the community, and leveraging and distributing resources over the next several years.