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City of Coatesville Revitalization Plan -

Table of Contents

I. Executive Summary 1

II. Coatesville Community Profile 2

III. AID Team 2

IV. Law Enforcement Crime Task Force 4

V. City of Coatesville Leadership 4

VI. City of Coatesville Police Department 5

VII. Weed and Seed Target Areas 5

VIII. Statistical Profile 7

IV. Assessment and Recent Progress 9

X. Planning Process 10

XI. Vision, Mission Statements, Goals and 12

XII. Action Plan for Weed and Seed Revitalization 15

XIII. Implementations (Logic Models and 22

XIV. City of Coatesville Assessments (2008-2009) 26

XV. Weed and Seed Collaborative Partners 30

XVI. Short-Term and Long-Term Funding 30

Objectives

Plan Goals and Objectives

Project Management)


City of Coatesville Weed and Seed Revitalization Plan

I. Executive Summary

The City of Coatesville's Weed and Seed Revitalization Plan is a strategic plan involving the vision, mission, goals and objectives, action items and impacts strategies for the development of youth focused services and collaborative, sustainable capacity as well as positive communications about the City from 2009 through 2014. The goals are based on a vision of the future by the Weed and Seed Community Engagement Committee comprised of neighborhood residents, businesses, property owners, service providers and government agencies and other assessments by the Coatesville Youth Initiative and Everything Educational Service. The plan includes activities, stakeholders and dates of completion as well as a logic model that covers impacts, measurement instruments and those individuals or groups which will drive the implementation. The on-going assessment required to achieve the goals set herein for the youth, residents and the positive positioning of the City amongst the communities in Chester County is also included.

The models impacts show that the AID Team, subcommittees, the Law Enforcement Crime Task Force (LECTF), collaborative partners and the target area residents together will build a stronger youth serving city creating opportunities in leadership and image improvements within the city as well as positive communications about the city. Assessments, crime statistics and best practices support the AID Team's position that these activities reduce crime. Evidence-based programming (EBP) will be at the center of the enhanced mentoring and Out-of-School-Time (OST) goals from the Revitalization Plan. Studies show that youth are likely to get into trouble in the hours just after school during school days and between the hours after 9:00PM on non-school days. Strategical, timely placed OST programming will decrease youth crime growth in the city. How will the site recruit and retain mentors?

Trained adult volunteers to enhance PAL mentoring programs and the youth serving collaborative organizations in the city will develop a network of mentors that decrease the youth to mentor ratio raising the effectiveness of current programs. National PAL will provide technical assistance and support with “Leadership” and “Dropout Prevention” programs to be delivered in the mentoring program. Consulting for recruiting adult mentors and retaining older youth mentors will be supported by the Office of Juvenile Justice and Delinquency Prevention (OJJDP), respected consultant, Dr. Susan Weinberger through her relationship with National PAL via email and webinar conferences for building, enhancing and sustaining mentoring. This support is not a budgeted request and represents the ability of the AID Team to secure additional, collaborative resources and expertise. The implementation of these enhancements are vital towards creating long term sustainability, the coordination infrastructure, maintaining enhanced service delivery and ensures the commitment of ongoing resources in pursuing other funding opportunities. The LECTF, according to the Revitalization Plan has considerable oversight in the ongoing assessment, monitoring alignments and adjustments required to meet the impact targets presented in the logic models.

Violent crimes committed by youth in Coatesville rose from 15% in 2008 to close to 20% in 2009. The LECTF has already implemented strategies such as wireless broadband for improved, timely access to information while mobile and intra law enforcement activities focused around the new crime

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suppression unit. This Revitalization Plan, opens the door for increased resident involvement and enhanced mentoring for youth and with leadership opportunities, certainly a positive image!

II. Coatesville Community Profile

The City of Coatesville, a community in Chester County, Pennsylvania, is the only city in the county. In the past, Coatesville served as the economic and social center of the county. From its history and original name “Midway” to Luken's Steel, the steel manufacturing company known for making plate steel which was used on war ships in World War II, the City is now comprised of some neighborhoods that are prime for revitalization. Through assessment of the current reality by Weed and Seed and its partners, starting from summer 2008 and is ongoing by Weed and Seed and its partners, which is the result of a massive loss of jobs, increased crime and an unusually high renter to home owner ratio, key stakeholders including residents to senators from the Weed and Seed Community Engagement of March 2009, engaged the City in an action plan that focuses on two primary areas: Dysfunctional adults involved with the criminal justice system, low income and drugs.

Timeline – Although concerned with adult crime, particular concern in 2008, was the increase of youth crime gangs, curfew, graffiti (City council minutes) the community came together with the financial support of Brandywine Health Foundation to embark on a year long assessment study that commenced in July 2008 that is called, Youth Initiative. In March of 2009 the Coatesville Police Department’s Weed and Seed Program issued a request for technical assistance to plan and facilitate a community engagement using the principles of community policing. The purpose of the community engagement is to create a forum that brings stakeholders together to build consensus in identifying problems impacting the community, learn and implement a problem-solving method that supports the work of the stakeholders in resolving the problems and sets the stage for long-term strategic planning to address the full range of issues confronting Coatesville. These assessments along with the community profile statistical data presented, drive the goals and actions of this plan. The community feels that by providing opportunities for the youth and creating the positive press related, the previously mention conditions will experience revitalization. Additionally, the community will assist the City to develop and maintain a sustainable organizational structure for on-going plan implementation, coordination, and communications in the target areas by:

• Establishing a single umbrella organization entity to oversee and coordinate plan implementation for seeding, relying on other partners to assist in carrying out projects and programs.

• Empowering residents and youth to actively participate. • Keeping everyone in the community informed via positive and creative communication process.

III. AID Team

In November of 2009, following six months of planning, the completely restructured AID Team was installed. The Team is on the road to developing solutions to the problems that have plagued the community for decades. The number one priority is to establish a strong bond with the residents through its subcommittees that have been developed based on both the Federal Department of Justice

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and the Pennsylvania Commission on Crime and Delinquency Weed and Seed guidelines. The Team wants to forge a strong bond with the community that will enable the AID Team and its subcommittees to survive tough funding times.

The current members of the AID Team are 20 individuals representing the City of Coatesville, The Coatesville Area School District, local, state, and federal law enforcement, nonprofit organizations and community residents. The current members of the Steering Committee are as follows:

Name Organization and Community Affiliation

Jim Tice US Attorney's Office Federal Site LiaisonTed Reed City ManagerLt. Rita Shesko Law EnforcementCynthia Vickers-Wilson Chester County District Attorney Office Deputy District AttorneyDr. Angelo Romaniello Jr. Coatesville Area School District Director of Research and Development and Pupil Serv. Rev. Sherry Crompton Faith-Based Community Organization Pastor Episcopal Church of the TrinityTamara Fox Community Organization LaComunidad HispanaFrances Sheehan Community Organization CEO Brandywine Health FoundationRev. Dr. Randall Harris Faith-Based Community Organization Pastor Tabernacle Baptist ChurchCarolyn Johnson, Esquire Community Organization Community Impact Coordinator Legal Aid of Southeastern PennsylvaniaLee Bunting Community Organization Former Executive Director Brandywine YMCAMeg Polvino Community Organization Chester County Drug and AlcoholJulia Harper Senator Rafferty's Office Liasion to the Senator Nelson Ojeda Community Resident Business OwnerPam Depte Community ResidentMark Whitlow Community ResidentChaya Scott Community ResidentBill Shaw Community ResidentJohn Pawlowski Community ResidentMike Burnham Community Resident

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IV. Law Enforcement Crime Task Force

The Law Enforcement Crime Task Force is lead by Lt. Rita Shesko of the Coatesville Police Department. Task Force participants include Cynthia Vickers-Wilson, the Deputy District Attorney of Chester County, the Pennsylvania State Police at Embreeville, Chester County Detectives, the ATF, DEA and other law enforcement personnel. The purpose of the Task Force is to develop strategies to address the City's crime and other community needs. Officer Roger Ollis is the Community Policing Liaison and the point person in the Coatesville Police Department who will assist in carrying out Weed and Seed community policing strategies as outlined in the Revitalization Plan as well as the law enforcement strategies in the Law Enforcement Crime Task Force strategic plan.

V. City of Coatesville Leadership

The City of Coatesville is being ably led by Interim City Manager Ted Reed. Mr. Reed comes to the City with unique prior management experience with the City. He knows and understands the needs of the City's administration and residents. He has an able and experienced team of administrators to assist him in the running of the City's departments.

Assistant City Manager – Kirby HudsonChief of Police – Chief Julius CanaleFire Department Chief – Kevin JohnsonDirector of Public Works – Don WilkersonDirector of Human Resources – Niki OxendineDirector of Finance – Stacy BjorhusDirector of Codes Enforcement – Domalier MolinaDirector of Recreation – Rick HicksPublic Relations – Kristin GeigerWeed and Seed Coordinator – Allen Smith

All leadership can be contacted at:

City of Coatesville1 City Hall PlaceCoatesville, PA 19320Phone: (610) 384-0300Fax: (610) 384-3612

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VI. City of Coatesville Police Department

The City of Coatesville Police Department is charged with the safety and security of its residents. Our goal is to enhance the quality of life for our citizens by decreasing the amount of criminal activity in the City. Overall the department desires to develop viable community partnerships and increase community relations with the help of the Weed and Seed initiative. The police department is comprised of an authorized strength of 34 sworn law enforcement officers and a dozen civilian employees.

Chief Julius Canale is the Chief of Police. Lt. Rita Shesko is the Law Enforcement Coordinator.The Chief of Police directs all sworn and civilian operations through two Police Lieutenants. Police Lieutenants supervise: 1) Four patrol sergeants and four patrol corporals

2) Thirteen patrol officers3) Four bike officers4) Narcotics Enforcement Team (NET) officers5) Crime Suppression Unit

The civilian staffing of the police department includes:

1) A radio communications supervisor2) Radio dispatchers and a records supervisor3) One Administrative Assistant to the Chief of Police

VII. Weed and Seed Target Areas

The target areas are defined as:

• Oak Street at South 1st Avenue, west to Redwood Street, north to the Amtrak tracks and east to 5th Avenue.

• West to 5th Avenue, north to Coates Street, to the Coatesville border, from the border down to Lincoln Highway to 11th Avenue, west to Harmony Street to 10th Avenue, south on 10th Avenue to Stirling Street, west on Stirling Street to 8th Avenue, north on 8th Avenue to Harmony Street and Harmony Street back to 5th Avenue.

• In the west end of the city, the area includes Hope Street to the west, and covers the area east to the Brandywine Creek as shown.

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City of Coatesville Revitalization Plan - 6


VIII. Statistical Profile

At the 2000 census, the City had a population of 10,838. The population is now estimated at 11,614 in 2009. The population density was 5,848.8 people per square mile (2,261.9/km²), with no appreciable density difference from the small area of the city not included in the target areas (3,940 households, and 2,580 families residing in the city). The racial makeup of the city was 41.91% White, 49.15% African American, 0.36% Native American, 0.53% Asian, 0.03% Pacific Islander, 4.60% from other races and 3.42% from two or more races. Hispanic or Latino of any race were 10.75% of the population.

Educational Attainment

70.4% have a High School diploma1.4% have some college experience6.9% have bachelor's degrees2.9% have graduate degrees

December 2008 and 2008 Total Crime Statistics (Target areas are 80% of the city)

Arrest SummaryAdult 2008 Juvenile 2008

Misd./Felony 430 47Part1 Violent Crimes

35 5

Homicide 1 0Rape 0 0Robbery 7 4Aggravated Assault 23 1Drugs 162 22

Non-Traffic Citations 733 77Traffic Citations 1857 21Warrants 335 1Probation/ParoleViolations 175 8Curfew Violations 0 127

Residential Mobility

With 57% rental properties within the city and a transient tendency of residency, the addition of low income enhances the problem. Property tax revenues have been impacted due to the economic downturn of the area and the nation. There is no current direct strategy other than the Neighborhood Stabilization Program. Currently, average municipal tax collection is about 95-98%. Coatesville collects about 87% which equals less revenue than other communities. The City has the highest county tax rate, highest earned income tax of 2% on top of the school district tax of another ½%.

Public housing facilities were removed from the city in the 1990's. Yet the occupants of the housing project were simply moved throughout the city into Section 8 housing. In addition, as other communities revitalized and subsequently experienced increased costs in housing, the poor from those communities migrated to Coatesville, further anchoring the city into the statistic of 57% of all homes being renter-occupied. If a family cannot afford to buy a home in the city that features the lowest costs in the county, then the

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economics of the family will need considerable improvement.

Coatesville PSSA 2008 Scores

The district as a whole including the target area, did not finish ahead of any state average in 2008. Drug dealing, teenage pregnancy, bullying, gangs and other violent behavior has been noted especially in the 9thand 10thgrade center. The Coatesville Area School District had a grades 9-12 dropout rate of 1% in 2005. The national grades 9-12 dropout rate in 2005 was 3.9%. However, graduation without basic core competency attainment is an issue that should be addressed.

The school district has recently received a considerable boost in program funding from the stimulus package and is planning more student focused interventions such as mentoring and after-school support activities.

Unemployment, Income and Poverty

Unemployment in Coatesville is 9.4%. The national average is 9.7%. The target areas comprise 80% of the city. Unemployment does impact crime in the city.

PSSA Scores Coatesville SD Average PA Average

Grade3R 73 773M 81 814R 63 704M 73 805R 59 625M 72 735W 51 576R 57 676M 63 727R 64 707M 61 718R 73 788M 60 708W 56 6911R 63 6511M 48 5611W 73 86

R-ReadingW-WritingM-Math

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The average income in the city is $29,900 well below the poverty line and half of the average income in Chester County. The community is aware of the difficult financial position most families are in, yet there is a spirit that desires to work.

Household Income

Less than $10,000 19%$10,000 to $14,999 10%$15,000 to $24,999 15%$25,000 to $34,999 11%$35,000 to $49,999 18%$50,000 to $74,999 16%$75,000 to $99,999 6%$100,000 to $149,999 3%$150,000 to $199,999 0.00%

Housing Availability, Afford Ability and Quality

Coatesville Housing

Owner-occupied homes 43.00%Median cost of a home $77,500Median mortgage payment $715Renter-occupied homes 54.3%Vacant housing 9.6%Median monthly rent $545

IX. Assessment and Recent Progress

Given the community statistical profile, to build sustainable change in the community, the generations starting with the youth must be better served with opportunities that will build a brighter future.In July of 2008, with funding raised by the Brandywine Health Foundation from the William Penn Foundation, the Chester County District Attorney’s Office, ArcelorMittal, and the United Way of Chester County, the community embarked upon a year-long planning process to develop a Youth Initiative for the Coatesville Area School District. Led by experienced consultants from Urban Ventures Inc. and local resident Chaya Scott, the process included an assessment of existing youth serving programs and organizations in the City. The outcomes and a full plan for the Coatesville Youth Initiative were presented to the broader community on October 20, 2009, and included tactical measures such as conducting a series of youth summits, development of a youth advisory board, facilitating and strengthening a network of out-of-school programming for youth, and helping young

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people get to their high school graduation with a plan. Since that October unveiling to the community, an additional task force has developed, which is focused on addressing the high risk and high need group of young people at risk for entering the juvenile justice system and who are already in the system and at risk for recidivism.

Meanwhile, as the Coatesville Youth Initiative’s planning process was underway in 2008-2009, the Weed and Seed Community Engagements determined that a similar focus on youth, as well as improving community communication, was needed. Subsequently, the rejuvenated Weed and Seed AID Team/Steering Committee voted to partner with Youth Initiative to carry out the youth summits and the development of the youth advisory board in the first year of the 5 year action plan presented here. The events are posted on www.CoatesvilleHappenings.org. The Police Athletic League (PAL), a traditional partner in youth programming is developing a youth focused center with resources (building) donated by the City which will house many of the activities as well as their traditional services that meet the goals and objectives of the plan, primarily enhanced mentoring for youth, engaging more adult residents as trained mentors. National PAL and its evidence based resources will support the mentoring expansion. The Office of Juvenile Justice and Delinquency Prevention's goals for enhanced mentoring are the focus in the new strategic goals.

In August of 2009, a new Weed and Seed website, www.CoatesvilleHappenings.org was launched. The site features positive communications not just from Weed and Seed, but from a more broad set of stakeholders who care about the City. In addition to postings for Weed and Seed meetings, the site features information and links regarding the Weed and Seed funding sources from the Federal Community Capacity Development Office (CCDO) from the Department of Justice (DOJ) and the State Weed and Seed from the Pennsylvania Commission on Crime and Delinquency (PCCD). Additionally, the site includes positive features and community events in content such as articles, blogs and video especially those that feature the youth.

This plan is the revitalization road map to building the future of the City's youth and the positive communications that will drive the success in the next 5 years.

X. Planning Process

The AID Team Revitalization Plan subcommittee formed in December of 2009 and was tasked with the development of a new revitalization plan. The plan was completed and accepted by the AID Team in April of 2010. As previously stated, the plan is created on the foundation of 3 resident and community assessments and crime statistics that concluded similar results concerning the direction of the City in:

• Youth Leadership Opportunities• Positive Community Image/Communications

On April 8, 2010, the AID Team conducted a public session for residents to confirm that the strategic goals and objectives were in fact representative of the assessment outcomes developed by their input. Results were favorable with suggestions that were primarily outside of the scope according to the assessment data. Yet, the AID Team does support referrals of the those suggestions to resources already established in Chester County. A link to the video of the session is available at www.coatesvillehappenings.org. The following diagram shows the process and structure used during

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http://www.CoatesvilleHappenings.org/

http://www.coatesvillehappenings.org/

http://www.CoatesvilleHappenings.org/


the planning process to achieve the sustainable impacts from the goals and objectives starting with the vision and mission. Activities developed by the action plans (Column 5) are the same output activities in the logic model (Column 2). These outputs drive the short-term, intermediate-term and long term impacts. Assessment and measurement instruments are listed under each model, including the persons/groups responsible for the on going implementation and support.

City of Coatesville Revitalization Plan - XI. Vision, Mission Statements, Goals and Objectives

Vision Statement

The City of Coatesville's leaders and residents are striving to make our community a better place to live, work, learn and play by looking well into the future to secure and maintain a higher quality of life. We plan to make the City one of the best urban environments in the county by addressing the roots of crime and poverty in the target areas.

Mission Statement

The mission of the Coatesville Weed and Seed program and its partners is to encourage community involvement, facilitate leadership development, and foster a culture of collaboration to achieve a better quality of life for community residents.

The Weed and Seed Four Key Principles

The Department of Justice, Community Capacity Development Office and the Pennsylvania Commission on Crime and Delinquency Weed and Seed initiative which has been successful since 1992, focuses on the four key principles of the Federal Weed and Seed model that integrates law enforcement, community policing, and prevention/intervention/treatment and neighborhood revitalization.

Goals and Objectives

The community need assessments by Weed and Seed Community Engagements and the Brandywine Health Foundation Youth Initiative as well as demo-graphical and crime statistics from the City of Coatesville Community Profile developed by the AID Team in 2009 serve as the basis to develop the goals and objectives. These documents are attached. The following goals and objectives are specific, measurable, attributed, realistic and timely. To achieve the ethical excellence in our mission, on-going, sustained community stakeholder commitment, participation and investment are needed to achieve each goal. In short, everyone needs to be involved!

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City of Coatesville Revitalization Plan - Goal 1. Create leadership opportunities and empower Coatesville residents to actively particip-ate in the revitalization of their community(Community Policing, Neighborhood Restoration Subcommittees & Law Enforcement Community Task Force).

A.) Develop a Youth Council, tentatively named by Coatesville’s teens as the “Game Changers,” to provide meaningful leadership development and decision-making opportunities for young residents ages 12-24.B.) Engage residents in the Coatesville Youth Initiative’s Steering Committee and its working groups.C.) Set up neighborhood committees of residents focused on specific neighborhood revitalization and crime prevention tasks:• Beautification and Codes Department (Community Policing & Neighborhood Restoration)• Neighborhood Watch – Community Police Liaison (CPL) (Community Policing & Neighborhood Restoration)D.) Provide training opportunities for the Weed and Seed Steering Committee.E.) Encourage Police Athletic League’s Board of Directors to include residents and key leaders from the community.

Goal 2. Improve communication within and about Coatesville (Neighborhood Restoration Sub-committee).

A.) Upgrade and integrate City of Coatesville’s website with CoatesvilleHappenings.com and the Coatesville Youth Initiative.B.) Publish quarterly community newsletter with listings of events, programs, services, and news about the Coatesville Youth Initiative, Police Athletic League, crime prevention, neighborhood re-vitalization efforts, and leadership development tips. • Include a “youth column” as well as student photos and articles as a training opportunity for young people in Coatesville.C.) Make regular contact with local reporters and news editors about events and positive news with a targeted public relations campaign.D.) Conduct public Weed and Seed meetings on a 2 times a year.E.) Use Channel 66 to market events, services, programs and to publicize positive news about Coates-ville.F.) Ensure a regular Coatesville presence on the WCHE radio channel.

Goal 3. Develop a strong network of out-of-school-time (OST) programs for young people in Coatesville throughout the year (Prevention, Intervention and Treatment Subcommittee).

A.) Coatesville Police Athletic League and National Police Athletic League programs.B.) Recreation Department, including pools, basketball league, Little League, Midget Football, Mid-get Cheerleading, fishing lessons, etc.C.) Summer Employment program including camp counseling, lifeguarding, interning at local busi-nesses, etc.D.) Provide youth development training program to staff and volunteers in these OST programs.E.) Conduct monthly meetings of representatives of all OST programs serving students in the Coates ville Area School District, with special emphasis on those serving youth in the City.

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City of Coatesville Revitalization Plan - Goal 4. Implement enhanced, effective delinquency prevention techniques via suggested Office of Juvenile Justice and Delinquency Prevention (OJJP) best practices in mentoring programs with a special focus on youth and their parents who are involved or at risk of becoming involved in the criminal justice system (Prevention, Intervention and Treatment Subcommittee).

A.) Involve parents of mentoring participants in programs and activities by providing and coordinat-ing services for them as well as retain older youth mentors.B.) Enhance and improve structured activities for the adult mentor, the parents and the mentoring par-ticipant.C.) Implement network to enhance the ongoing training to mentors.D.) Adopt best practices from PAL in Goal 4 initiatives.E.) Coordinate activities by the Law Enforcement Crime Task Force with local magistrate, the Coatesville Area School District, the Chester County Office of Juvenile Justice, the Coatesville Ju-venile Justice Collaborative.

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City of Coatesville Revitalization Plan - XII. Action Plan for Weed and Seed Revitalization Plan Goals and Objectives

Goal 1: Leadership Opportunities and Resident Empowerment (Community Policing, Neighborhood Restoration Subcommittees & Law Enforcement Community Task Force) Create leadership opportunities and empower Coatesville residents to actively participate in the revitalization of their community.

Action Item: Measurements of Success/Outcomes

Timeline:Start up-End

Responsible Organization/Persons

Key Activities – Target(Logic Model Outputs)

A) Develop Youth Council

B) Resident Participation in YI's & PAL Steering Committee

A) Functioning Youth Council – Steering Committee, Policies and Procedures, Resident Participation, Meetings and Activity.

B) Increased resident attendance to Weed and Seed meetings. Increased resident participation in programs. Residents organize at least 1 community project.

A) 9/1/09 – 1/1/11

B) 7/1/09 – 6/30/10

A) Weed and Seed AID Team/Steering Committee and Coatesville Youth Initiative

B) Coatesville YouthInitiative Steering Committee & PAL Board of Directors

A) - Hold 9 Youth Advisory Board meetings

− Hold 9 Youth Council meetings

− Coordinate 1 Youth Summit

− Provide training opportunities on youth engagement

− Provide 35 hours of youth leadership training

− Recruit 15 youth to participate on the Youth Council-Adults and Youth

B) - Engage communityresidents in trainingopportunities to organize and participate in community projects.

− Hold 2 community meetings to share information about civic engagement opportunities - Residents

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C) Neighborhood Watch

D) Technical Assistance for Weed and Seed Steering Committee

C) - Calls to police and codes increased by 50% first year and sustained. - Resident empowered presence resulting in drop in crime by 20%.

D) Schedule and Completed TA from PCCD and CCDO (At least 2 per year.)

C) 7/1/09 – 6/30/14

D) 2/24/10 - Sustained

C) City of Coatesville Police/Weed and Seed/Residents

D) Weed and Seed Site Coordinator

C) - Recruitment of block captains, training and meetings – Residents of city neighborhoods.

D) - 2 TA training events per year – Target area residents - Develop and distribute a survey to assess the knowledge gained, thoughts ideas, and concerns of community residents.

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City of Coatesville Revitalization Plan - Goal 2: Communication Improvement (Neighborhood Restoration Subcommittee)Improve communication within and about Coatesville.





A) Update City of Coatesville Website and Integrate with Weed and Seed website Coatesvillehappenings.org

B) Quarterly Community Newsletter/Newspaper

C) Utilize Local News Resources/Contacts Including Channel 66, WCHE & Philadelphia Outlets Including Online.

A) - Increased commitment to civic engagement and community advocacy among residents. - Enhanced view of one's value to the community - Increased resident involvement in community meetings and events.

B) - Increased commitment to civic engagement and community advocacy among residents. - Enhanced view of one's value to the community - Increased resident involvement in community meetings and events.

C) Sustained pattern of at least 6 positive stories about the city each year.

A) 9/1/09 – 8/31/12

B) 7/1/10 – Sustained

C) 3/1/10 – Sustained

A) Weed and Seed AID Team/ Steering Committee, City of Coatesville Leadership and Partners

B) City Communications/Public Relations/W&S Site Coordinator.

C) City Communications/Public Relations/W&S Site Coordinator. Residents and Partners.

A) - Create event calendars to share information- Residents - Continually update coatesvillehappenings.org- Residents - Work with City of Coatesville to provide website updates about Coatesville Weed & Seed

B) Create a community, quarterly newspaper to share community news and information - Residents

C) Establish archives of positive reports. Empower residents to report positive activities through City communications office – Residents and network partners including channel 66 WCHE, Brandywine Radio and Philadelphia media outlets.

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D) Quarterly Public Weed and Seed Meetings

D) - Increased commitment to civic engagement and community advocacy among residents. - Enhanced view of one's value to the community - Increased resident involvement in community meetings and events.

D) 4/1/10 – Sustained. D) AID Team/Steering Committee and Site Coordinator.

D) Hold 2 community meetings to share information about Weed and Seed and community updates. Develop and distribute a survey to assess the knowledge gained, thoughts, ideas and concerns of community residents.

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City of Coatesville Revitalization Plan - Goal 3: Out of School Time Network of Programs (Prevention, Intervention and Treatment Subcommittee)Develop a strong network of out-of-school time (OST) programs for young people in Coatesville, throughout the year.





A) Implement weeding activities through PAL and in partnership with local youth serving organizations, to develop a network of Out-of-School Time programs and activities.

B) Strengthen to capacity of Out-of-School Time program staff and volunteers to improve service delivery.

C) Work in partnership with the Coatesville Youth Initiative to convene monthly meetings with youth-serving organizations in the community.

A) - Youth serving organizations work together to publish a quarterly guide highlighting the programs and activities existing in the community. - Youth serving organizations utilize resources more efficiently as a result of collaboration (e.g. money savings, volunteer time, etc.)

B) Increase the capacity of Out-of-School Time program staff to improve service delivery, youth serving organizations. - Involve you voice in decision-making.

C) 50% of the identified youth serving organizations participate in the monthly Out-of-School Time meetings.• Youth serving organizations

agree to collective advertise and promote their programs and activities.

• Increased communication between program providers.

A) 9/1/09 – 8/31/14

B) 7/1/10 – Sustained

C) 3/1/10 – Sustained

A) Weed and Seed Steering Committee, City of Coatesville Leadership and Partners. W&S Site Coordinator, PAL.

B) City Police PAL/W&S Com Eng. Partners.

C) W&S Site Coordinator, Steering Committee and Partners.

A) - Develop 3 or more partnerships with youth serving organizations, to prevent CASD youth from participating in risky behaviors – Adults and Youth - Hold 10 monthly Out-of-School Time Task Force meetings – Adults, Youth serving organizations attend CYI Steering Committee meetings - Adults

B) - Provide 2 training opportunities for youth serving organizations staff to improve service delivery. - Provide 2 training opportunities for youth serving organizations staff on engaging youth in a meaningful way.

C) - Create a quarterly guide of youth programs and activities available in the greater Coatesville community. - Develop a plan for soliciting information, compiling, distributing and creating awareness about the existence of the guide.

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City of Coatesville Revitalization Plan - Goal 4: Enhanced Strategic Mentoring(Prevention, Intervention and Treatment Subcommittee)Implement enhanced, effective delinquency prevention techniques via suggested best practices for mentoring programs.





A) Law Enforcement Crime Task Force Meetings

B) Verify PAL Mentor Training and Development.

A) Reduction in crime involving delinquency and youth.

B) Mentor Training Sustained because of LECTF support. Measured by continuous available mentors.

A) 9/1/09 – 8/31/14

B) 7/1/10 – Sustained.

A) Law Enforcement Crime Task Force, Community and Police Liaison and W&S Coordinator and PAL.

B) Law Enforcement Crime Task Force, Community and Police Liaison and W&S Coordinator and PAL.

A) - Coordinate meetings with key law enforcement stakeholders from DA, PSP and local police partnerships.- Conduct focus groups on youth

prevention, intervention and treatment as well as neighborhood safety programs.

- Targets youth in the target areas and the programs supported by the LECTF.

− At least on LECTF representative and mentor participate on the CYI Steering Committee and Juvenile Justice Collaborative.

−

B) - LECTF conducts continuous recruitment of mentors from various stakeholders including CASD – Targets youth in the target areas and the programs supported by the LECTF. - At least on LECTF representative and mentor participate in both of the CYI youth engagement trainings.

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C) PAL Parent focused outreach/participation.

C) Increased number of youth served

C) 3/1/10 – Sustained. C) Law Enforcement Crime Task Force and PAL.

C) - Coordinate parenting programs of at-risk youth and youth who are already engaged in the system. - Create opportunities from collaborative communication in the LECTF to community service. (Such as Juvenile Court) – Targets parents and youth in the target areas and the programs supported by the LECTF. - Coordinate with students from the CASD.

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City of Coatesville Revitalization Plan - XIII. Implementations (Logic Models and Project Management)

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Create leadership opportunities and empower Coatesville residents to actively participate in the revitalization of their community. (What we Invest) (What we do, who we reach) (Short term/Intermediate results, Ultimate impact (Sustainable?))

Inputs Outputs ImpactActivities – Participants Intermediate Outcomes Long Term Outcomes

A) Coatesville Youth Initiative Staff time Hold 9 Youth Advisory Board meetings-- Target Area Youth Youth increase awareness of self as a leader Reduction in the number of Youth Summit Committee volunteers' time Hold 9 Youth Council meetings--Youth Youth set and accomplish personal goals youth participating in at risk behaviors.Chester Youth Collaborative Staff time Coordinate 1 Youth Summit-- CASD students and adults Increased commitment to civic engagement Increased perception and value of pro-socialCoatesville Area School District-space/youth Provide training opportunities on youth engagement-Adults Youth participate in CYI and Weed and Seed behaviors and positive adult youth relationshipsBridge Academy and Community Center- space Provide 35 hours of youth leadership training-Youth decision-making Enhanced view of self and one's valueCYWA- space Recruit 15 youth to participate on the to the community. United Way of SEPA-Youth Development Center-TA Youth Council-Adults and Youth

Analysis & Measurement Instruments: Subcommittee collects data from each summit via post summit reports and surveys. Provides feedback concerning direction and goal attainment.

B) Weed & Seed Coordinator-time Engage community residents in training opportunities to Increased awareness of Weed & Seed strategies Increased resident attendance at Weed & Seed AID Team/Steering Committee-time organize and participate in community projects-Residents Residents develop leadership abilities to help Weed & Seed meetingsCoatesville Senior Center-space Hold 2 community meetings to share information about revitalize the community Increased resident participation in City of Coatesville-space civic engagement opportunities-Residents Residents get involved in Weed & Seed partner Weed & Seed programs and activities

agencies' programs and activities Residents organize at least 1 community project designed to revitalize the community

Analysis & Measurement Instruments: Engage local college or university to design survey/assessment and analysis of data. Make recommendations to address bottlenecks.

C) Community Policing Recruitment of block captains, training Develop network to empower Calls to police and codes increasedLiaison, PSP, And meetings – Residents of city neighborhoods Residents to report suspicious by 50% first year and sustained.District Attorney, Behavior and address neighborhood Resident empowered presence resultingMagistrates Appearance In drop in crime by 20%.

Analysis & Measurement Instruments: Law Enforcement Crime Task Force monitors monthly crime statistics in neighborhood watch sites and monitors network for ample resident participation.

D) Weed & Seed Coordinator-time 2 TA training events per year – Target area residents Consistent participation in Steering CommitteeWeed & Seed AID Team/Steering Committee-time & Develop and distribute a survey to assess the Opportunities to participate And subcommittees by residents volunteers knowledge gained, thoughts CCDO & PCCD Technical Assistance ideas, and concerns of community residents

Analysis & Measurement Instrument: Engage liaisons to become aware of opportunities for TA. Monthly report to AID Team/Steering Committee by Site Coordinator concerning TA opportunities and resident recruitment.

Goal 1: Leadership Opportunities and Resident Empowerment Logic Model Subcommittee: Community Policing, Neighborhood Rest. & Law Enforce. Crime Task Force Subcommittees

Increased awareness of Weed and Seed


Improve communication within and about Coatesville. (What we Invest) (What we do, who we reach) (Short term immediate results, Ultimate impact (Sustainable?))

Inputs Outputs ImpactActivities – Participants Short Term/Mid Term– Long Term

A) Communication Funding Increased awareness of community events Increased commitment to civic engagement City Communications Staff Continually update coatesvillehappenings.org-Residents Increased awareness of Weed & Seed programs, and community advocacy among residentsW&S AID/Team Steering Committee Work with City of Coatesville to provide website updates activities, and partner agencies Enhanced view of one's value to the community CYI Staff about Coatesville Weed & Seed Increased resident involvement in communityLincoln University students meetings and events

CASD Students

Analysis: Subcommittee collects data from website analyzes and reports to Steering Committee and City Officials for improvements.

B) City Communications/Public Create a community, quarterly newspaper to share community Increased awareness of community events Increased commitment to civic engagement Relations/W&S Site Coordinator news and information-Residents Increased awareness of Weed & Seed programs, and community advocacy among residentsCYI Staff activities, and partner agencies Enhanced view of one's value to the community Lincoln University students Increased resident involvement in communityCASD Students meetings and events

Analysis: Subcommittee collects pre-resident participation data in Weed and Seed activities. Conducts post survey after newsletter is distributed.

C) City Communications/Public Establish archives of positive reports. Empower residents Established system and Sustained pattern of at leastRelations/W&S Site Coordinator to report positive activities through City communications Report positive communications 6 positive stories about the city each year.

Office – Residents and network partners including channel 66 For the cityWCHE, Brandywine Radio and Philadelphia media outlets.

Analysis: Subcommittee conducts survey to determine if residents are aware of positive media and reports.

D) Weed & Seed Presenters-TA Hold 2 community meetings to share information about Increased awareness of community events Increased commitment to civic engagement Weed & Seed Director-time Weed & Seed and community updates Increased awareness of Weed & Seed programs, and community advocacy among residentsCity of Coatesville-space Develop and distribute a survey to assess the knowledge activities, and partner agencies Enhanced view of one's value to the community Coatesville Senior Center-space gained, thoughts ideas, and concerns of community residents Open the lines of communication between Increased resident involvement in community Materials for a survey residents and the Weed & Seed meetings and events

Steering Committee/AID Team

Analysis: AID Team/Steering Committee can observe that subcommittees are actively involved in the impacts of the Weed and Seed strategies.

Goal 2: Communication ImprovementSubcommittee: Neighborhood Restoration

Create event calendars to share information-Residents

City of Coatesville Revitalization Plan - Subcommittee: Prevention, Intervention and Treatment

Develop a strong network of out-of-school time (OST) programs for young people in Coatesville, throughout the year. (What we Invest) (What we do, who we reach) (Short term immediate results, Ultimate impact (Sustainable?))

Inputs Outputs ImpactActivities – Participants Short Term/Mid Term – Long Term

A) CYI Staff-time Develop 3 or more partnerships with youth serving organizations, Increase the availability of youth programs and Youth serving organizations work together Out-of-School Time Working Group-time to prevent CASD youth from participating in risky behaviors- activities offered to CASD students to publish a quarterly guide highlighting the 10 Youth Serving Organizations staff-time Adults and Youth Increase youth serving organizations' program programs and activities existing in the and space Hold 10, monthly, Out-of-School Time Task Force meetings-Adults staff knowledge of programs and activities community

Youth serving organizations attend CYI Steering Committee offered in the greater Coatesville community Youth serving organizations utilize resources meetings-Adults Decrease duplication in the types of programs and more efficiently as a result of collaboration

activities offered as a result of collaboration (i.e. money savings, volunteer time, etc.)

Analysis: Local college/university measures effectiveness of 80% goal youth involvement in programs as well as analysis of network, collaborations and sustainability. (Via survey and focus groups.)

B) CYI Staff-time Provide 2 training opportunities for youth serving organizations Increase youth serving orgs staff knowledge Strengthen the capacity of out-of-schoolUnited Way of SEPA- staff to improve service delivery of OST program best practices and evaluating time program staff to improve service delivery Youth Development Center-TA Provide 2 training opportunities for youth serving organizations staff effectiveness Youth serving organizations involve youth Chester Youth Collaborative-TA on engaging youth in a meaningful way Increase youth serving orgs staff knowledge voice in decision-making

of youth engagement

Analysis: Because such a network does not currently exist, an increase of 1 would be a 100% increase. Therefore, the measurement will be a continuous improvement model led by a project management charter with time-lines and milestones which will provide a source of data for related funding applications as well as show growth.

C) Weed & Seed Director Create a quarterly guide of youth programs and activities available in the Increase the availability of youth programs and Youth serving organizations work together City Marketing Resources greater Coatesville community activities offered to CASD students to publish a quarterly guide highlighting the programsCity PR Staff-time Develop a plan for soliciting information, compiling, distributing and Increase youth serving organizations' program and activities existing in the communityOST Working Group-time creating awareness about the existence of the guide staff knowledge of programs and activities offered Youth serving organizations utilize resources CYI Staff-time in the greater Coatesville community more efficiently as a result of collaboration

Decrease duplication in the types of programs (i.e. money savings, volunteer time, etc.) and activities offered as a result of collaboration

Analysis: Youth Advisory Board works together with partners to collect data and promote the results of the Marketing Plan. (Youth Out Front) Develops organization analysis abilities in youth leaders and determines whether the indicator of 50% of identified youth are in fact involved in the programs. (Focus groups and surveys)

Goal 3: Out of School Time Network of Programs

City of Coatesville Revitalization Plan - 25Subcommittee: Prevention, Intervention and Treatment

Implement enhanced, effective delinquency prevention techniques via suggested best practicies for mentoring programs. (What we Invest) (What we do, who we reach) (Short term immediate results, Ultimate impact (Sustainable?))

Inputs Outputs ImpactActivities – Participants Short Term/Mid Term – Long Term

A) Law Enforcement Crime Task Force Coordinate meetings with key law enforcement stakeholders LECTF presence in all Reduction in crime involving delinquency from DA, PSP and local police partnerships. Youth serving programs. and youth year over year.Conduct focus groups on youth prevention, intervention and treatment as well as neighborhood safety programs.- Targets youth in the target areas and the programs supportedby the LECTF.At least one LECTF representative and mentor participate on the CYI Steering Committee and Juvenile Justice Collaborative

Analysis: Year over year drop in crime involving youth by reported crime statistics. (ie. observable/sustainable) Managed by LECTF.

B) Law Enforcement Crime Task Force LECTF conducts continuous recruitment Mentoring and leadership Supply of Mentors availableMentor Training Support of mentors from various stakeholders, including CASD. Gaps identified and filled and trained

- Targets youth in the target areas and the programs supported With training programmingby the LECTF.At least one LECTF representative and mentor participate in both of the CYI youth engagement trainings

Analysis: The indicator monitored by the LECTF that youth serving organizations possess trained mentors supported by the LETF.

C) Law Enforcement Crime Task Force Coordinate parenting programs of at risk youth Parent focused outreach/participation Increased number of youth served (50%)and youth who are already engaged in the system. Due to implementationCreate opportunities from collaborative communication Of activities.in the LECTF to community service. (Such as Juvenile Court.)- Targets parents and youth in the target areas and the programs supportedby the LECTF.- Coordinate with students from the CASD.

Analysis: This indicator is monitored (Focus Groups and Surveys) by the Youth Advisory Board and serves a backup to this critical implement via the involved parenting outreach/enhancement.

Goal 4: Enhanced Strategic Mentoring

City of Coatesville Revitalization Plan - XIV. City of Coatesville Assessments Summaries (2008-2009)

Weed and Seed Community Engagements Committee

During a 2 day community engagement in March 2009 involving 52 residents, leadership, politicians, faith-based, non-profit and other key stakeholders in the city, the SARA model, a model used for decisioning enabled the group to develop an overview of issues:

Identified Key Issues

1. Lack of recreation, employment and educational resources for youth, leading to crime and disorder and other problems associated with lack of opportunities for youth (Addressed in Goals 1, 3 & 4).

2. Negative perception of Coatesville through media outlets leading to poor business and economic development, loss of income opportunities and poor infrastructure in Coatesville (Addressed in Goal 2).

Selected Action Items (These are the selected responses to be addressed by the Community Engagements sub-committee)

1. Hold a youth forum that brings together age-appropriate youth and use the SARA method to get their input and begin to identify their concerns and add this information to the short and long term plans of the community (Produced Goal 1).

2. Marketing Coatesville as a community and highlight its positive aspects (Addressed in Goal 2).

Concluding Comment from Community Engagements

Coatesville, as represented by the participants in this community engagement, has both the vision and talent to move the community forward. During the course of the problem solving it became clear that personal and political agendas could be put aside in favor of the common good. Moving the plans into action will sustain the momentum ignited during the engagement.

Coatesville Youth Initiative Assessment

In July of 2008, with funding raised by the Brandywine Health Foundation from the William Penn Foundation, the Chester County District Attorney’s Office, Arcelor Mittal, and the United Way of Chester County, the community embarked upon a year-long planning process to develop a Youth Initiative for the Coatesville Area School District. Led by experienced consultants from Urban Ventures Inc. and local resident Chaya Scott, the process included an assessment of existing youth serving programs and organizations in the City. The following summaries resulted from surveys and focus groups during the assessment from July 2008 through June of 2009.

Local Adult Stakeholders Assessment on Youth

Coatesville youth are resilient, open minded and adaptable. There was unanimous agreement that the majority of youth in Coatesville have a tremendous amount of talent and creativity and desire opportunities to demonstrate their positive attributes. While students desire to do the right thing, the stakeholders indicated that the youth were more likely to adapt to the current situation and circumstances dictated by their environment. Other stakeholders interviewed said that youth were open to taking advantage of new opportunities and have a willingness to broaden their minds and explore the

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City of Coatesville Revitalization Plan - world outside of Coatesville (Addressed in Goal 1).

According to stakeholders, one of Coatesville’s greatest assets is its residents despite the negative press the community receives. The interviewees thought the community was filled with families that cared about their community and noted the people were the community’s most positive asset. Stakeholders were disheartened over the negative press the community has received over the years, which has created an impression that Coatesville, particularly the City of Coatesville, is unsafe (Addressed in Goal 2).

The Coatesville community is unable to share and disseminate information about local events, activities, opportunities and issues and concerns without a viable communication infrastructure or outlet. Stakeholders we talked to expressed frustration over the inability to communicate local news, events, activities and opportunities to residents, parents, businesses owners and service providers. According to stakeholders we interviewed, the lack of communication outlet has also prevented local stakeholders from collaborating with key institutions such as city government and the Coatesville Area School District around the coordination of information about service delivery and programs (Addressed in Goal 2).

Many rural students transitioning into the middle and high schools must adjust to an urban environment. A few stakeholders indicated that cultural differences exist between students in the surrounding communities (in areas such as West Caln, Sadsbury and East Fallowship) and the City of Coatesville. For some middle and high school students coming from more rural settings it is an adjustment and at times a challenge trying to figuring out how to negotiate new and unfamiliar situations moving from elementary to middle and high school (Addressed in Goal 4).

Negative influences seem to have a greater pull on the lives of youth in Coatesville, particularly if they aren’t using their time constructively. With limited parental supervision, we heard that there are a number of negative influences enticing youth namely gangs, crime and drugs. There is a growing concern among stakeholders we interviewed that gangs are recruiting youth to sell drugs in the community and these gangs are behind the increase in violence. According to the stakeholders we talked to, the use of drugs is also a negative factor that’s on the rise (Addressed in Goals 1, 3 &4).

In many instances, youth are assuming the role of the parent, taking care of their siblings when the parent is unable to. The interviews and focus groups with stakeholders revealed a concern that many youth are being given adult responsibilities for rearing or taking care of their younger siblings. In some cases, parents have been thrusting this responsibility onto the oldest sibling if they were not well emotionally, physically and psychological or in the parent’s absences if they were working. Under these circumstances youth are unable to work or participate in extracurricular programs or activities (Addressed in Goal 4).

Many attribute the lack of employment opportunities and social outlets as the reason why youth are gravitating towards negative influences. According to stakeholders, job opportunities continue to be scarce in Coatesville and there are no real opportunities for youth to work. Young adults interviewed expressed the frustration that there were not positive outlets for youth and young adults in Coatesville, stating there was nothing to do in Coatesville. They cited a short list of venues and/or businesses that didn’t exist such as a skating rink, movie theater or bowling alley (Addressed in Goal 1).

Coatesville lacks a safe place for youth to congregate for recreational activities. A few interviewees commented that the community doesn’t have an adequate facility. Without a central place

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City of Coatesville Revitalization Plan - or location to house programs and activities youth typically don’t have anywhere safe to go particularly during the early evening hours between 6 to 9 PM (Addressed in Goals 1, 3 & 4).

Some shared the view that Coatesville has a lot of youth programs, but they’re not well attended and the programs aren’t reaching the “at-risk” population. A few stakeholders seemed to think that the programs are not doing enough to reach out to youth, in advertising their programs. Without a local community newspaper or newsletter or a venue to advertise their programs many learn about what’s available through word of mouth (Addressed in Goal 2).

Despite the options available to students to participate in programs and activities at school many complain there is still nothing for them to do. One stakeholder indicated that from bridge to bridge there are places where youth hang out because they aren’t connected or involved in school or non-school based programs or activities. According to stakeholders, the apathy that exists is not limited to youth residing in the city; it also applies to students living in the surrounding communities in the Greater Coatesville Area. Several stakeholders indicated that the public schools offer a myriad of after-school programs and activities for students, which operate on school grounds or in-house, and summer school (Addressed in Goals 1, 3 & 4).

The faith-based community is making an effort toward building an alliance to respond to the needs of youth. There is recognition on the part of stakeholders that a number of local churches are coming together to identify ways to help youth. Many churches are stepping up, playing a more visible role by offering programs and activities for youth that promote and instill important character building principles. Despite these efforts, several interviewees also acknowledged more work was needed to build collaborative relationships among local churches and faith-based groups (Addressed in Goal 1).

Despite its willingness to work collaboratively, the faith-based community continues to experience some resistance to work together. Territorial issues and limited communication between churches has been an impediment for many in the faith-based community to work together to address the needs of residents. However, the ministerial alliance is working towards bridging that divide by

disseminating information about available resources, services and programs to community stakeholders via a weekly e-news (Addressed in Goal 2).

There are few youth programs offering skill building and job training to prepare youth to help transition from high school to the workplace. The majority of stakeholders we talked to indicated that Coatesville needed to offer training opportunities for youth – teaching computers, job preparation and life skills. Interviewees said youth were completing high school ill-prepared to balance a checkbook or write a resume.

Middle and High School Youth Stakeholders

Middle and high school students enjoy spending their spare time participating in a multitude of activities ranging from playing organized and recreational sports to socializing with friends. The interests of the youth participating in the focus groups varied depending on their level of connectedness and engagement with their school or community. It seemed that connected youth spent their time developing their talents or interests. Youth shared their talents, which ranged from sports, writing, and singing, dancing and drawing. A good number of the middle and high school youth said they spent

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City of Coatesville Revitalization Plan - their free time interacting with their peers in an organized program or activity and recreationally. There were also a few youth that stayed indoors after-school or spent their free time sleeping (Addressed in Goal 3).

A broad representation of youth in the focus groups had mixed opinions about their community at home and school. The middle and high school youth thought there were many good people doing positive work in the community, but they also noted there were a lot of gangs, drugs, and crime. The high visibility of police was viewed negatively by the youth, who thought they or their friends were targeted by the police without just cause. The youth spoke disparagingly about the lack of businesses, social outlets (bowling alley, skating rink or a movie theater) and transportation (Addressed in Goal 2).

Youth unanimously expressed the opinion that adults stereotyped them and believed they were trouble-makers up to no good. There were very few youth who thought adults had a high or positive opinion about them. Those youth were able to offer examples of relationships they established with an adult who cared about them such as a teacher or counselor, and a few youth mentioned their parents. A few youth retold unpleasant experiences with teachers or other adults that viewed them less favorably (Addressed in Goal 4).

Youth talked about feeling unsafe traveling home from school and in their neighborhood during non-school hours. The presence of drugs, cliques or gangs and crime had caused many middle and high school to fear being alone or without their peer group. The increased presence of the police didn’t seem to make the youth in the focus group feel safer or protected (The focus of all goals).

The youth expressed the desire to relocate outside of Coatesville after graduating from high school. The youth stated that Coatesville didn’t offer them any opportunities beyond high school and they could find no reason to stay in Coatesville. The majority of the youth desired to attend college and wanted guidance getting there (Addressed in Goal 1).

Everything Educational Resident Survey (May 2008)

The survey was mailed to homes in the Weed and Seed target zones. Close to 200 residents returned surveys documenting their concerns and opinions. The residents provided recommendations for improvements in the city. As synopsis:

1) There are residents who have expressed interest in assisting the city by leading initiatives to help the city impact key issues (Addressed in Goals 1, 3 & 4).

2) Areas of concern in the city include: youth gangs, lack of resources for youth,violence, drugs, housing, law enforcement relations, lack of businesses/jobs, safety and other crimes (Addressed in Goals 1, 3 & 4).

3) Residents reported a lack of confidence in city management (Addressed by Goal 2).

In summary, youth opportunities in leadership and the city image were recurrent themes through the 3 assessments presented. The goals presented previously, reflect the common and consistent actionable strategies presented in the action plan and carried forth to impact and change through the logic models. The logic models contain the measurement instruments and the expected levels of impact.

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City of Coatesville Revitalization Plan - X V. Coatesville Weed and Seed Collaborative Partners

Police Athletic League (PAL) & National Police Athletic League

Coatesville Youth Initiative (CYI) Brandywine Health Foundation (The CYI assessment lists additional city youth serving organizations working in a collaborating manner.)

Domestic Violence Center of Chester County

La Comunidad Hispana

Episcopal Church of the Trinity

Coatesville Area Senior Center

Coatesville Area School District

Chester County District Attorney's Office

US Attorney's Office of Southeastern Pennsylvania

Tabernacle Baptist Church

Brandywine YMCA

Chester County Drug & Alcohol

Youth With A Mission (YWAM)

CYWA

Second Baptist Church

DEA

Pennsylvania State Police

Senator Rafferty's Office

Representative Hennessey's Office

XVI. Short-Term and Long Term Funding (Sustainability)

Currently, sufficient community resources from PAL, CCDO Weed and Seed and the Coatesville Youth Initiative, serve as the assessment and strategic planning sources. Considerable resource collaboration involving the listed partners for Weed and Seed as well as collaborating partners with PAL and CYI have already been committed and will continue to be the basis of the network described in the goals and objectives. The site is currently applying for funding via National PAL for a PAL coordinator to work in conjunction with CYI and PAL programs, youth leadership recruitment and adult mentor training.

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City of Coatesville Revitalization Plan - Long term funding will be sought via:

• Competitive Byrne Justice Grants.• VA Administration (Coatesville is the 4th largest treatment facility in the country. Considerable

plans are under way to increase support to returing veterans and their families. The site coordinator is currently developing strategies to collaborate via satelite dormitory and program strategies for the VA within the target areas.)

• County level community Department of Community Development funds. (Recently, Chester County Commissioners have reiterated support for Coatesville.)

• Possibly creating and 501c3 with the site enabling traditional fund raising activities with corporations and the community.

• Regional collaborative efforts with other communities specifically with OJJDP program funding.

However, the site has proven that the greatest long term funding is human capital from the residents in the target areas. The assessments show a desire from residents to get involved. The action plan items call for door to door recruitment in the preliminary, and have proven successful in getting residents out. With initial funding to train resident adult mentors, the rewards in continuing the mission simply multiply mentors by training other adults and retaining youth mentors. The site has shown a strong resilience in continuing the Weed and Seed mission as the assessments have defined it in Coatesville.

This plan was developed by the AID Team with direct input from the residents of the City of Coatesville

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