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strong communities, engaged families, successful children

The 24:1 Initiative
Community Plan
Since 2002, Beyond Housing has implemented
and refned its ‘place-based’ model for communi-
ty transformation and progress has been nonstop.
Working in multiple dimensions simultaneously
to address the disinvestment that has taken
place over the last 30 years in frst tier suburban
communities, Beyond Housing’s strategy is to
establish initiatives on every front;
• Improve housing stock and make it afordable;
• Provide leadership development for communi-
ty residents so they are empowered to partici-
pate in their own neighborhood revitalization;
• Provide a holistic array of support services to
families enabling them to access educational,
health and employment opportunities;
• Provide youth development programs that
support educational achievement and character
development while providing a safe haven at
our Pagedale Family Support Center;
• Assisting residents in asset building
through training for homeownership
and an Individual Development Accounts
matched savings program;
• Engage local universities, faith-based
organizations and volunteer groups to
work side-by-side with residents in
reclaiming their village and
• Creating an environment to attract new
business development that will provide
much needed services.
Beyond Housing has facilitated over $26 million
in community reinvestment activity from 2008
through 2010, with over $8 million invested in
the development of Hillsdale Manor alone. Over
$2.5 million have been invested in rehabbing
homes acquired through the Neighborhood
Stabilization Program. In 2009, Beyond Housing
received a federal appropriation of $1.2 million to
continue economic development which is trans-
forming the City of Pagedale. In August 2010,
Beyond Housing completed the building
of a Save-A-Lot grocery store, the frst grocery
store in Pagedale in over 40 years.
There are currently 340 afordable homes in
Beyond Housing’s rental portfolio and we expect
to begin construction of a 42 unit upscale senior
housing and retail complex in summer 2011.
Midwest BankCentre has partnered with us to
bring the frst-ever full-service banking facility
to Pagedale with products designed for low to
moderate-income families.
In 2011, we obtained $500,000 in low interest
home repair loans for work in Pine Lawn and
Hillsdale. We will also build ten new homes
near Barack Obama Elementary School in
Pine Lawn by 2012.
About Beyond Housing
For 35 years, the mission of Beyond Housing has been
to strengthen neighborhoods, one family at a time. Our
vision is to alleviate the consequences of poverty in the
communities and families we serve.
Beyond Housing Program Number Served in 2010
Foreclosure Intervention Program 754 w/ 32% success rate
Homeownership Education 591 w/ 180 receiving down payment assistance
Pagedale Family Support Center 192 Residents
24:1 Overview ..............................................................................................................2
24:1 Planning Process ............................................................................................3
What’s Next ..................................................................................................................4
24:1 Plan Impact Areas ......................................................................................... 6
Strong Communities ............................................................................8
Healthy Residents .................................................................8
Livable Communities ....................................................... 10
Residential Stability ...........................................................12
Employment Readiness & Access ............................ 14
Engaged Families................................................................................. 16
Community Engagement .............................................. 16
Community Capacity Building ...................................18
Financial Capability ..........................................................20
Successful Children ........................................................................... 22
Early Childhood Development .................................. 22
Supporting School Success .......................................... 24
Youth Enrichment Activities ....................................... 26
College & Career Success .............................................. 28
Community Engagement Chart of Activities ......................................31
Acknowledgements .............................................................................................. 32
The 24:1 Initiative Community Plan
The 24:1 Initiative is an innovative, place-based
community development initiative, created to solve
in a comprehensive yet targeted way, the serious
challenges facing residents and communities within
the geographic boundaries of the Normandy School
District. This initiative is inspired by 10 years of
successful work by Beyond Housing and its part-
ners providing support and improvements in the
City of Pagedale. Its vision is Strong Communities,
Engaged Families, Successful Children. The 24:1 Ini-
tiative will work with these contiguous communities
by creating an environment where diverse groups
of people can work together to achieve a collective
impact and sustainable community transformation.
In 2008, Beyond Housing began meeting with several
local elected ofcials in response to the rising foreclo-
sure crisis, which disproportionately impacted near
north county communities. These conversations grew
in scope, and centered on solving the serious chal-
lenges confronting these municipalities. The result is
the 24:1 Initiative, twenty-four municipalities with one
vision: strong communities, engaged families and
successful children.
24:1 is a community driven partnership, convened
and facilitated by Beyond Housing. The work to
date and the information in this plan is refective
of ongoing conversations and dialogue with commu-
nity residents and stakeholders. As a result of
the excitement surrounding this partnership, in 2009
Beyond Housing secured a fve year, $3 million fund-
ing commitment to support the work of 24:1. This
funding commitment allowed Beyond Housing to
fully staf the planning process that has taken place
over the last nine months, and will continue to sup-
port stafng for implementation of the 24:1 plan.
24:1 Overview
To guide the planning process and subsequent
implementation work, the 24:1 Initiative has adopted
an approach of Ask·Align·Act. We will continually
“ask” for input, making certain that community voice
is driving implementation; “align” stakeholders around
issues and solutions to create a unifed community
voice to leverage resources; and “act” on the impact
areas outlined in this plan.
Over the last year, the 24:1 Initiative developed a series
of ways to ask questions about needs and resources in
the community and compiled this feedback, each time
taking it back to those we heard from to ensure we got
it right. One way we obtained information was through
the creation of six committees, each stafed by Beyond
Housing and chaired by a community resident. These
six planning committees — Asset Building, Community
Engagement, Community Health & Wellness, Education,
Housing & Economic Development, and Marketing &
Fundraising — engaged over 100 members, including
residents, business owners, and issue area experts, and
helped develop much of the focus of this plan.
In addition to the committee process, over 52 community
meetings were held, with more than 400 attendees. These
meetings, including two sets of “Listening Sessions,”
focused specifcally on incorporating the residents’ voice
to the planning process. Lastly, the Initiative included
an awareness campaign to help ensure continuous feed-
back throughout the planning process. The campaign
included putting announcements in municipal news-
letters, placing more than 3,000 fyers throughout the
area, making presentations at municipal meetings, and
a community-wide ‘Get Involved’ event where over 125
volunteers announced the 24:1 Listening Sessions by
placing door hangers on nearly every occupied home
in the 24 municipalities.
Throughout this process, we have begun to align
partners and resources to identify shared opportunities
and develop a common approach to community priorities.
We hope to build these connections as, early on, the
community identifed many great organizations and
resources within the footprint, but also noted a lack of
ongoing communication and coordination. One example
of this work is the Youth & Family Service Providers
Breakfast that engaged 67 participants from 35 diferent
organizations in conversation about the successes and
challenges of their work. Another is the Municipal
Government Partnerships Committee that is exploring
ways cities can collaborate to produce cost savings
and positively impact service provision.
Along with continuing to ask and align, we are
now ready to act. After a year of thoughtful dialogue
and intensive planning, we believe this plan is truly
representative of the voice of this community. The
contents represent areas important to community
members, ripe for change, and rich with opportunity.
We are calling on residents and partner agencies to
rally around this plan and continue to participate by
sharing your energy, time and talents.
The 24:1 Planning Process

L t o n

The 24:1 Initiative is excited to begin implementing these ideas and building
upon existing successes in the community. The contents of this plan will serve
as our “roadmap,” around which we will bring together partner organizations
and community members to get the work done. We will use the approach of
ask, align and act to drive implementation by continuing to seek feedback
to ensure our plan evolves to best represent the community’s voice and our
partners’ capabilities. Specifc measures of success will allow us to track
progress and help build continuous quality improvement in programs,
partnerships and policies.
We know this work cannot be done alone, nor accomplished overnight.
But, we believe if all community stakeholders join forces and work together,
we can realize our shared vision of building strong communities, engaged
families, and successful children.
What’s Next
“ Change will not come if we wait
for some other person or some
other time. We are the ones we’ve
been waiting for. We are the change
that we seek.”

Barack Obama, President, United States of America
All residents have the access, knowledge
and resources to lead a healthy life
All residents have convenient access
to public spaces, transportation, and
retail and personal services that are
safe, desired, necessary and supportive
of healthy living
All residents are well prepared for
careers and have access to a variety
of local employment opportunities
All residents are well prepared for
careers and have access to a variety
of local employment opportunities
Quality of life is strengthened by
opportunities to build relationships
and actively participate in meaningful
discussion and eforts related to family,
neighbors, schools and community
Individuals and organizations have the
skills, resources and commitment neces-
sary to build on communities’ strengths,
address problems and seek opportunities
All residents have the tools they need to
control, manage and increase their fnan-
cial resources for long-term wealth and
asset creation
All children are ready for successful
Kindergarten entry
Key priorities of the Normandy School
District Transformation Plan are realized,
driving school excellence and community
involvement in education
All young people are engaged in enrich-
ment activities that ensure positive social
All students transition from a successful
high school experience to afordable col-
lege and vocational training opportunities
that prepare for fulflling careers
24:1 Plan Impact Areas



m i l


Healthy Residents
All residents have the access, knowledge
and resources to lead a healthy life.
• Percent of residents who smoke cigarettes
• Percent of residents reporting healthy Body
Mass Index (BMI)
• Infant Mortality Rate
• Rate of emergency room visits per 1,000

A strong community is dependent upon the
health of its residents and their ability to make
informed decisions about their health. Within
the 24:1 footprint, residents identifed limited
opportunities to access resources and informa-
tion related to health services, programs and
insurance as a signifcant challenge. Evidence
suggests that in order for good health practices
to develop, a community must have access to
quality health care resources, promote positive
health and encourage its residents to support
each other in living healthfully. When these
components are available and accessible,
residents are more readily able to be active
in the health of themselves, their family and
their community.

• 24% of residents smoke cigarettes compared
to 17% of St. Louis County residents
• 43% of residents are obese compared
to 21% of St. Louis County residents
• The mortality (death) rate for infants
is 16.5 per 1,000 births compared to
8.1 in St. Louis County
• Beverly Hills Pharmacy has been in
operation within the 24:1 footprint for over 50
years. The pharmacy ofers many wonderful
programs and services, such as delivering
free medications to clients throughout the
entire St. Louis region, and is the largest
distributor of HIV/AIDS medication in the
state. In addition, the Beverly Hills Pharmacy
is the ofcial pharmacy to all of the St. Louis
area professional sports teams including the
Rams, Blues, and Cardinals.
• The North Central Community Health
Center is the only health care provider
within the 24:1 footprint that ofers compre-
hensive health services to residents, with or
without health insurance. Residents have the
opportunity to receive quality and afordable
care such as medical, dental, immunizations,
nutrition counseling and much more.
• There are two St. Louis County Library
branches within the 24:1 footprint, where
residents can not only check out a great
book, but can access various types of health
and ftness activities like yoga, healthy eating
workshops and Wii ftness nights.

• If you are in need of health insurance,
call Missouri Health Net at (888) 275-5908,
or visit the Missouri Department of Social
Services website to fll out an application
• Help yourself or someone you know
quit smoking. Call the Missouri Quitline
at 1-800-QUIT-NOW.
StrongCommunities: Impact Areas
Strategy 1: Help residents
navigate the health care
system by facilitating oppor-
tunities to access afordable
health insurance options and
quality health care resources
The entire process of securing access to
health care services, from knowing what
health insurance options are available
to understanding how to use insurance
benefts, can be overwhelming and in-
timidating. Partnering with organizations
that can assist residents with connecting
to health care insurance and services will
provide them with access to the care they
need, when they need it.
• Create partnerships with organizations
and agencies who can assist residents
in enrolling and understanding their
health insurance benefts
• Support marketing eforts that encour-
age resident utilization of community
health centers as sources for quality,
afordable health care
• Facilitate opportunities for interested
health care providers to expand health
services in the 24:1 footprint
Strategy 2: Increase the
availability of educational and
community-based programs
designed to prevent disease,
promote healthy behaviors
and enhance quality of life
Education and community based health
programs are important in assisting resi-
dents to develop good health practices.
Increasing the number of quality, health-
based programs available within the 24:1
footprint will provide opportunities for
residents to improve health knowledge,
attitudes, skills and behaviors.
• Develop a coordinated information
network for community members to
access education and community based
health programs occurring throughout
the footprint
• Initiate partnerships with community-
based organizations to facilitate health
programs that promote prevention and
the development of positive health
• Host events that bring together health
and social services providers for infor-
mation sharing with residents
Strategy 3: Empower
residents to take positive
action in the health and
safety of themselves, their
family, and their community
Overcoming feelings of powerlessness is
important in residents being active part-
ners in their individual and community
health. Assisting residents in advocating
for improved health promotes the devel-
opment of strengths, resources and skills.
Through such a process, residents will
be able to infuence the underlying social
and economic conditions which impact
• Promote health literacy to assist
residents in making important health
• Encourage residents to participate in
outreach activities that inform others
about good health practices and healthy
lifestyle changes
• Develop advocates amongst residents
to support and infuence improved
health by forming a community health
action network
Strategies for Healthy Residents
Livable Communities
All residents have convenient access to public spaces,
transportation, and retail and personal services that are
safe, desired, necessary and supportive of healthy living.
• Percent of residents who engage in
physical activity
• Number of residents who utilize local
recreation facilities, parks and public spaces
• Total retail taxable sales per
1,000 residents
Livable communities are those that have
well planned neighborhoods, convenient
access to retail services, streets designed
for all modes of transportation, and involve
residents in decision making processes.
These types of living conditions greatly
contribute to the wellbeing of residents,
and help to create a shared sense of identity.
Features such as increasing convenient access
to schools, businesses, trail systems, cultural
venues, and parks were identifed by residents
as important areas to address. Research has
indicated that when a community supports
livability, the people who live, work or visit
the area will beneft. Supporting livability
advances quality of life, increases business
activity and health outcomes, and improves
social interactions and the perception of safety.
• 15% of housing units do not have access
to an automobile compared to 6% of
St. Louis County
• There are 24 gas stations and corner stores
selling food products in the 24:1 footprint,
compared to just 2 grocery stores in the
same area
• The crime rate for property crimes
(auto theft, arson, burglaries, larceny) is
40.3 compared to 31.6 for St. Louis County
• The Wayside Community Garden was formed
by a group of active community members
who wanted to see the historic Hardy House
property, located in Normandy, be returned
to productive use. After years of sitting
empty, the group of volunteers facilitated
the development of an 85+ plot community
garden where organic vegetables are har-
vested and workshops and classes are ofered.
• Save-A-Lot’s two grocery stores within
the 24:1 footprint help to address a need,
identifed by residents, for access to fresh
and afordable food. Through their stores,
residents have the opportunity to purchase
fresh fruits, vegetables, meats and dairy
at afordable prices.
• Within the 24:1 footprint there are four
Metrolink stops that provide convenient,
cost-efective and environmentally-friendly
ways to travel to destinations throughout
the Metro St. Louis area.
• Work with Wayside Community Garden
volunteers to establish a community garden
in your neighborhood. Contact Wayside
Community Garden at (314) 236-5124 or email
• Visit St. Vincent’s Park, Community
Center and Greenway for a safe, scenic
walk or bike ride. There are miles of trails
to explore and beautiful trees and fowers to
see. You can also connect with others during
sponsored walks and bike rides hosted by
St. Louis County Parks and Recreation, Great
Rivers Greenway and Trailnet. For more
information visit St. Vincent Park at 7335
St. Charles Rock Road or call (314) 721-5702.
Park at 7335 St. Charles Rock Road or call
(314) 721-5702.
StrongCommunities: Impact Areas
Strategy 1: Support partnerships
to increase use of existing commu-
nity spaces and recreation areas
There are many community spaces and
recreation areas that are underutilized in
the 24:1 footprint. There are many reasons
as to why spaces are not used to their full
potential, including transportation barriers,
cost, lack of awareness and perceptions of
safety. Partnerships with residents, munici-
palities, agencies and community-based
organizations will be important in promot-
ing places for residents to meet, play and
be active with each other.
• Work with residents, municipalities and
community based organizations to iden-
tify diferent ways to encourage usage of
community spaces and recreation areas
• Develop joint-use agreements with
schools, agencies and municipalities
to establish terms and conditions
for shared use of public property
or facilities
• Support the rehabilitation and
installation of equipment to improve
the aesthetic and safety of community
spaces and recreation areas
Strategy 2: Beautify and
transform community-identifed
vacant properties and land into
safe, appropriate places that
foster a sense of community
Transforming vacant properties and
land into vibrant community spaces
provides an opportunity for residents to
be directly involved in improving their
neighborhood. Vacant properties and
land pose barriers for local business, in
enhancing resident perception of safety
and in increasing community engagement.
Working with residents and municipalities
to identify vacant property and land for
redevelopment will facilitate community
ownership around key revitalization eforts.
• Work with area police departments,
neighborhood watch groups and block
units to improve perceptions of safety
at existing vacant properties and land
within the community
• Prioritize vacant properties and land for
redevelopment near schools, commercial
areas, community spaces and public
• Partner with residents and municipali-
ties to redesign and transform vacant
properties and land into productive use
such as community parks, gardens and
performing arts spaces
Strategy 3: Foster collaborations
to support infrastructure improve-
ments to streets, sidewalks,
crosswalks, trails and bus shelters
that facilitate safety, community
connection and convenience for
all modes of transportation
The design of community’s streets, side-
walks, bike lanes and public transportation
routes provide opportunities for residents
to be physically active, socially engaged
and have convenient access to desired des-
tinations. Improvements to the community
infrastructure will require collaboration
across governmental agencies, community
based organizations, municipalities and
residents. Evidence has indicated commu-
nities with designed infrastructure for all
modes of transportation are linked to im-
proved health outcomes, safety, economic
development and social capital.
• Partner with agencies and organiza-
tions who can build capacity amongst
municipality leaders and residents to
support and improve their community’s
built infrastructure
• Assess the condition of community-
identifed roads for sidewalk, crosswalk
and general safety improvements
• Prioritize developments and infrastruc-
ture enhancements to major thorough-
fares near schools, parks, public spaces,
transit and commercial development
Strategy 4: Improve access
to quality, nutritious foods
within the 24:1 footprint
Within the 24:1 footprint, access to quality,
nutritious foods such as fresh produce,
meats and dairy are limited. Research has
shown having few healthy food options
available within a community is linked to
increases in obesity and chronic disease
rates related to diabetes, heart disease
and high bold pressure. Improving access
to healthy nutritious foods will require
partnership and collaboration across
multiple sectors such as schools, child
day care centers, businesses and commu-
nity in order to improve the food environ-
ment for all residents.
• Partner with community organizations
experienced in improving food availabil-
ity, and administering nutrition education,
to assist community members in make
healthier food choices
• Establish a shuttle bus program
to transport residents to and from
Save-A-Lot grocery stores
• Work with the Normandy School
District and child day care centers
to serve balanced, nutritious meals
to children everyday
Strategy 5: Work with residents
to identify desired and necessary
retail and services, and attract
them to locations most benefcial
to the community
An important aspect of a livable com-
munity is convenient access to retail
and to personal services. Research about
where residents shop indicates that many
individuals must leave the footprint in
order to get a signifcant portion of the
goods and services that are needed and
desired. Identifying the specifc catego-
ries of goods and services most needed by
residents, and working in a coordinated
efort to attract them, will greatly improve
the convenience of living.
• Conduct surveys, focus groups or other
interactions with residents to better un-
derstand the retail and service options
most needed and desired
• Work with municipal leadership to
identify potential locations for retail
and service businesses and to attracted
them to the area
• Utilize retail development research
services to identify underserved retail
and service categories in the area
Strategies for Livable Communities
Residential Stability
Residential properties are well maintained, put to productive use
and available to meet the needs of a mixed income community
to meet the needs of a mixed income community
• Percent of owner-occupied housing
• Percent of houses in good condition
• Percent of housing occupied by the
same resident for at least fve years

The maintenance and occupancy, or the
stability, of residential properties contributes
to the appeal of neighborhoods and property
values. A stable housing supply can inspire
residents to stay longer and become more
active in the community. Many residents
indicated the importance of well-maintained
properties and an increase in owner-occupancy
as items of concern. Studies of the impact
of residential stability strongly suggest that
residents who remain in the same neighborhood
for longer periods are more likely to contribute
favorably to their community.

• 17% of houses in the 24:1 footprint are
vacant, compared to 8% of properties
in St. Louis County
• 9% of the entire housing stock is presently
in need of substantial renovation or repair
• 9% average loss in population in the
24:1 footprint was reported by the
US Census from 2000 to 2010
• The Wellston Community Support Associa-
tion has built approximately 120 homes in the
City of Wellston. Close to 100 of the homes
were subsidized with Low Income Housing Tax
Credits and are available for rent to low-income
residents. The remaining homes were built
as for-sale properties at price points designed
to attract low to moderate-income buyers.
• Beyond Housing, in partnership with
local leadership, has built, rehabilitated,
and assisted with repairs to over 100 houses
in the City of Pagedale. In 2010, Beyond
Housing built 37 new homes in Hillsdale,
and is presently developing a multi-family
building in Pagedale, with 42 units of aford-
able housing for seniors, to open in 2012.
• St. Louis County is currently funding a series
of new homes available for homeownership in
the footprint , in partnership with The Rubi-
con Group.

• Organize an effort among your neighbors
to help make improvements and repairs to
homes on your block. Visit the University of
Missouri – St. Louis’s Home Repair Network
to find a listing of non-profit agencies
that provide home repair services at
• Attend or encourage someone you know
to seek out homeownership training and
education. Whether you looking to buy for
the first time, or already own your home,
homeownership education is an available
and important part of this process. Find a
list of local agencies that provide training
through the Department of Housing and
Urban Development at
StrongCommunities: Impact Areas
Strategies for Residential Stability
Strategy 1: Work with
public and private entities
to increase the construc-
tion and sale of houses for
owner occupancy
At present, there is a limited avail-
ability of quality houses that are
afordable to those residing in the
area. The current prices that develop-
ers can obtain for newly constructed,
quality homes in many portions of
the 24:1 footprint are not sufcient
for developers to proftably build
new housing. The use of public and
private subsidies will allow construc-
tion of quality, afordable new houses
to be ofered to buyers interested in
purchasing a home for occupancy at
afordable prices.
• Determine the areas of the greatest
need for new home construction
and work with municipal leader-
ship in those areas to plan housing
• Create a Community Land Trust,
an entity designed to promote the
development of afordable housing,
that will ensure long term aford-
ability for residents and build
community wealth
• Develop programs to attract
private investment in housing con-
struction and renovation programs
Strategy 2: Coordinate the
development of afordable
and subsidized housing,
especially rental housing, in
collaboration with munici-
pal governments
The most widely used tools for subsi-
dizing the development of afordable
housing for low to moderate-income
families are the Federal and State
Low Income Housing Tax Credits
(LIHTC). These credits are limited in
their availability and competition for
LIHTC allocations is substantial. A
coordinated efort among municipal
leaders and political representatives
to obtain LIHTC for projects should
improve the probability that the areas
of most need are frst awarded credits.
• Work with municipal leaders to
identify low to moderate-income
housing needs and their strategic
• Conduct collaborative planning
sessions among municipal leaders
and developers interested in build-
ing afordable housing to prioritize
requests for LIHTC for projects
• Develop collaborative campaigns
involving municipal leaders and
elected ofcials to educate those
responsible for the allocation of
LHITC about their importance in
the 24:1 footprint

Strategy 3: Increase the
number of residents living
in quality housing
Over the past several years, the
economic downturn has not only
caused vacancies to increase, but has
had a negative efect on the overall
condition of properties in the 24:1
footprint. Improving the condition of
private properties improves the ap-
peal of the area to potential residents,
and positively infuences the decision
of current residents to remain in the
• Pursue grants from the Federal
Home Loan Bank to provide
forgivable home repair loans
to homeowners
• Work with Midwest BankCentre
and homeowners to provide access
to low cost home repair loans
• Establish a uniform municipal
code for property conditions and
develop a standard enforcement
program across all municipalities
Employment Readiness & Access
Residents are well prepared for careers and have access to a
variety of local employment opportunities
• Number of business establishments
• Percent of residents that are employed
• Percent of adults who have attended college

The ability of residents to earn living wages,
or better, and to support themselves and their
families is fundamental to the strength of a
community. Throughout the planning process,
community members frequently mentioned
the lack of employment opportunities for both
youth and adults as a vital issue. Additionally,
many employment agencies and local business-
es noted the need to improve educational attain-
ment and job readiness skills, as an important
factor in accessing employment.

• 13% of residents are unemployed,
compared to 6% of residents in
St. Louis County as a whole
• $33,549 is the average household income
in the 24:1 footprint, compared to
$57,502 in St. Louis County
• 13 businesses operate per 1,000 residents
in the 24:1 footprint, compared to 31
business per 1,000 in St. Louis County
• Better Family Life, operating in conjunction
with the Met Center, is conducting employ-
ment assessment programs, providing GED
assistance and providing job skill training.
• Metropolitan Training Alliance, working in
conjunction with the Met Center, provides
job training in the felds of manufacturing
and home improvement.
• The Missouri Career Center, which is feder-
ally funded and operated by St. Louis County
government, ofers a variety of services for
adults seeking skills or education to succeed
in the job market. Services also include train-
ing for adults displaced from jobs by lay-ofs,
downsizing and businesses closing.

• Buy locally. Support local business owners
and establishments by shopping with
merchants located within your neighborhood
and the 24:1 footprint whenever possible.
Encourage your neighbors to do the same.
• It’s never too early to start thinking about
career opportunities. Consider taking your
child to work with you for a day, or see if a
local business will give your family a tour.
You can explore career options with you child
on or at
and click on “careers.”
• Encourage anyone you know looking for em-
ployment to visit local employment readiness
providers for information and training. Learn
more about Missouri Career Center at https://; or Better
Family Life at
StrongCommunities: Impact Areas
Strategy 1: Foster collaboration
among employment readi-
ness providers to ensure that
necessary training is available
to prepare residents for jobs
available in the region
There are several providers of employment
readiness services already in the area.
By drawing these providers to the same
table, these organizations can work to-
gether to identify service gaps and create
an alignment that will enhance service
delivery. Organizations acknowledge the
value of collaboration in increasing their
efectiveness and see the beneft to those
who utilize their services.
• Organize collaboration sessions among
service providers that allow them to
opportunity to determine service gaps
and/or overlaps in service provision
• Assist providers in the organization of
job fairs, job training and other activities
that promote job readiness programs
• Investigate the value of attracting
additional vocational training providers
and the possibility of attracting them
to the area
Strategy 2: Assist desirable
start-up and existing business-
es with their establishment,
growth and success to create
employment opportunities
The addition and expansion of desirable
businesses will create additional job
opportunities for residents. Participating
in the start-up or expansion of local
activities will allow better connection of
the resulting job opportunities to residents.
• Convene existing local business owners
to discuss growth and success concerns
and opportunities
• Coordinate with the University of
Missouri – St. Louis’ Small Business
Development Center to investigate
opportunities for government contract-
ing and opportunities for exporting
• Identify partners to provide afordable
loans to start-up businesses and for
small business growth
Strategy 3: Work with
municipalities to develop
and implement a program
that will attract medium and
large-scale employers
Combining the eforts of all municipalities
in the 24:1 footprint in an organized and
coordinated manner to attract employers
will garner greater assistance and attention
from County, Regional and State agencies
in a position to help attract businesses.
• Establish priorities for business
• Determine key assets that would
be attractive to new employers,
such as available land and existing
tax credit programs
• Obtain support and cooperation from
St. Louis County Economic Develop-
ment Council for business attraction ion
Strategies for Employment Readiness & Access
Community Engagement
Quality of life is strengthened by opportunities to build relation-
ships and actively participate in meaningful discussion and
eforts related to family, neighbors, schools and community
• Percent of residents attending
municipal meetings
• Percent of residents involved
in neighborhood organizations

Community engagement builds a sense of
fairness, inclusion and cohesion, which in turn
improves the well-being of individuals and the
community. Many residents described their
community using terms such as “disconnected”,
“lacking participation” and “lacking a sense of
ownership.” Experience has shown that a sense
of ownership is weakened by higher authorities’
attempt to create mechanisms for change while
those directly experiencing the problems are often
excluded from the solution process. Many com-
munity building practitioners suggest that true
community engagement takes into consideration
residents’ most intimate knowledge of community
problems, how they deal with them day to day, and
their ability to make meaningful contributions to
fostering and sustaining a positive change.

• 45% of residents voted in the November 2010
municipal election
• Listening session participants expressed con-
cerns about the lack of resident participation
and the desire to ensure more resources and
programs where shared and available
• The attendance at municipal meetings is often
low yet sporadic across municipalities based
upon “hot topic” agenda items

• Over 500 residents and stakeholders partici-
pated in various engagement methods to share
their ideas, visions and hopes which informed
and shaped this document.
• Every year the Pagedale Community Asso-
ciation hosts a Thanksgiving dinner feeding
and entertaining over 150 residents from the
community. The annual event builds upon the
holiday spirit while promoting the opportunity
for residents to develop relationships and feel
connected to neighbors.
• Vinita Park recently established a Citizen’s
Advisory Group consisting of about 20 resident
volunteers that work closely with city elected
ofcials. The Group hosts special events, such
as monthly senior luncheons, where speakers
present helpful information related to various
topics like health and fnance.

• Become a 24:1 Ambassador for your
municipality and help increase community
awareness by visiting our website at or contacting
Sabrina Baldwin at (314) 324-4181 or
• Attend your local municipal meetings
by contacting your local city hall or
visit for
scheduled dates, times and locations.
EngagedFamilies: Impact Areas
Strategies for Community Engagement
Strategy 1: Build community
awareness by increasing
residents’ access to informa-
tion about local issues,
services and resources
A common misconception about com-
munity engagement is that residents
are disengaged due to apathy or lack of
motivation. In reality, residents are often
misinformed, unaware or excluded as an
audience for information. Every efort
should be made to ensure residents under-
stand and digest information in order to
actively participate in community eforts.
• Continue expansion of the 24:1
Ambassadors to ensure that each
municipality is represented
• Build upon existing centralized
and accessible locations to establish
resource hubs throughout the footprint
that will provide information regarding
resources, services and programs
• Implement more efective communica-
tion tools by assisting local agencies
to identify new and various technology
sources for better communication, such
as use of the internet and cell phones
Strategy 2: Increase the
number of organizations
implementing engagement
techniques which allow
stakeholders to partake in
decision-making processes
Residents want to live in strong, desirable
and healthy communities and participate
in initiatives that are responsive to their
opinions and feedback. Having a sense
of infuence and the feeling of opportunity
to make an impact will be the catalyst
to continuous resident involvement.
Residents are the investors, users and
owners of the programs, services and
infrastructures within the community
and their input should be valued as such.
• Identify training opportunities for local
leadership and organizations to address
and increase resident participation
• Work with local leaders and residents
to assess, revise and/or adopt local
community engagement policies and
• Assist local leaders with holding partici-
patory processes for engagement such
as public meetings, forums, workshops
and study circles when planning major
community projects
Strategy 3: Support eforts
which allow residents and
stakeholders the opportunity
to connect and gather
There is an inevitable human need for
fun, afection, connection and recognition.
Events like festivals, parades and commu-
nity dinners are appealing and create the
opportunity for residents to get to know
one another and build relationships.
The promotion of social cohesion is
therefore vitally important as an element
of community engagement resulting in
the ability to take collective action.
• Identify and coordinate existing
programs that promote engagement
and ofer opportunities for expansion
in order to increase utilization
• Encourage local leadership and other
groups to host events such as block
parties, festivals, parades, open houses
and neighborhood clean ups to increase
residents’ sense of social cohesion
• Ensure awareness of volunteer opportu-
nities within the 24:1 footprint allowing
residents to respond to community
needs while promoting community
• Number of programs and services
provided by stakeholders
• Number of residents with formal
leadership training
• Number of impactful municipal and other
stakeholder collaborations implemented

Community capacity building provides the
tools and skills for individuals and groups
to improve the wellbeing and development
of the community while also confronting the
threats to its health and vitality. Many residents
stated their desire to strengthen the key pillars
of the community including local government,
schools and churches. It has been proven
that this capacity building activity increases
the likelihood of successful and sustainable
outcomes to community change.

• 24 local municipalities have the
potential to collaborate for cost
savings and service sharing
• 18 resident led organizations show
potential to expand membership
and resource acquiring capabilities
• Many resident leaders already exist
within the 24:1 footprint, but have
limited formal leadership development
training experience
• Since 2002, the University of Missouri –
St. Louis has trained small diverse groups
of existing and potential neighborhood
leaders through the Neighborhood Leadership
Academy. Participants learn community
building principles, organizational leadership
and management practices, and personal
leadership skills. Several community
members have graduated from the academy
and implemented impactful local projects,
such as community gardens, while others
have pursued careers as elected ofcials.
• The Explorers is a youth engagement
group consisting of high school students
that volunteer within their community. While
working with the Beverly Hills Police Depart-
ment, the students learn valuable leadership
skills like confict resolution, team building,
time management and career exploration.
Opportunities such as college road trips and
working with law enforcement helps prepare
these students for a successful future.

• Sign up for the next series of classes
through the University of Missouri –
St. Louis’ Neighborhood Leadership
Academy by calling (314) 516 – 5960 or
visit the website at
• Encourage young people between the
ages of 14 and 19 to become an Explorer.
Contact Sgt. John Buchanan at Beverly Hills
Police Department at (314) 382-2992 ext. 16.
• Join your local neighborhood organization
to become involved in community activities
and projects. Visit your city hall or city
website, if available, to access neighborhood
organization information.
Community Capacity Building
Individuals and organizations have the skills, resources and
commitment necessary to build on communities’ strengths,
address problems and seek opportunities
EngagedFamilies: Impact Areas
Strategies for Community Capacity Building
Strategy 1: Promote training
opportunities that help create
strong leaders, organizations
and local government in
order to improve community
Long term community change must
start from within. Training opportunities
for residents supports the development
of skills and confdence necessary for this
type of change to occur. Training allows
for growth in knowledge of issues and
for residents to be active participants
in local decision making.
• Assess current capacity of residents
and organizations to determine readiness
for addressing community challenges
• Build local knowledge around local
governance issues and practical problem
solving by developing workshops and/or
educational materials
• Create a usable data collection system
that informs programs addressing
community issues
Strategy 2: Facilitate
collaborations that enhance
the ability of local residents,
leaders and community
organizations to address
similar challenges
Research suggests that a strategic
community agenda is the result of organi-
zations working and planning together,
while exploring changes that might come
in the future. Collaborations represent
a more efcient tool of improving commu-
nities, as many community challenges
are interconnected and can only be
addressed successfully if a broad cross-
section of organizations is involved.
• Conduct a district-wide asset map of
all existing organizations, stakeholders
and resources to develop shared
direction and infuence
• Assist organizations with building pro-
ductive relationships by hosting confer-
ences and forums creating opportunities
for networking and resource sharing
• Provide technical assistance to
coalitions by coordinating additional
support and resources as needed
Strategy 3: Increase the
role of community residents
in creating, providing and
sustaining programs and
Longevity and success is realized when
residents have a more signifcant role
in creating and sustaining programs.
Residents are those most likely afected
by community challenges and accessing
the programs and infrastructures within
the community. Allowing residents to
communicate their needs and interest
through the assistance of program
development increases the likeness of
positive outcomes and sustainability.
• Assist with the expansion of additional
neighborhood organizations or councils
that would serve as a conduit for com-
munity programs
• Link residents to individuals, organiza-
tions and resources in the community
in order to support growth and perma-
nency of programming
• Identify opportunities to employ local
residents in key roles of community
programs to ensure sustainability
• Average household credit score
• Percent of residents with formal
bank accounts
• Value of homes above what is owed
in mortgage debt (housing equity)

Knowledge of and access to personal fnance,
credit building and banking services is the
foundation of long term fnancial stability.
Residents have a strong desire to improve
their standard of living, become homeowners
and ensure that their children have access
to education, jobs and meaningful careers.
According to research, basic fnancial education
helps individuals build confdence and encourages
them to reduce the use of alternative, and often
expensive, fnancial outlets such as payday
lenders, check-cashing outlets and pawnshops.
In addition, asset accumulation—such things as
building savings, acquiring and maintaining a
home, and reducing fnancial debt—is linked to
other positive economic, social and health benefts.

• There are 36 alternative fnancial outlets in
the footprint, as compared to 4 formal banks
• 69% of residents in the St. Louis metropolitan
area either do not have formal bank accounts
or have formal bank accounts but continue
to use alternative fnancial outlets
• From 2000 to 2010, the footprint had a foreclo-
sure rate (per 1,000 residential properties) of
148 compared to 44 for St. Louis County
• Midwest BankCentre will establish a brand
new full-service branch in Pagedale, in order to
provide easy access to fnancial services, and to
help address the high number of residents who
currently do not have access to formal banking
• A number of local agencies provide homeowner-
ship counseling to assist frst-time homebuyers
in building and maintaining equity in their
• Beyond Housing partners with the United Way
to ofer Individual Development Accounts,
which are matched savings accounts, to encour-
age families to save for housing, business and
educational goals.

• Work with a fnancial counseling organization
to get tips on managing your money, develop-
ing a family budget and saving for the future.
Contact the United Way’s 2-1-1 helpline or call
1-800-427-4626 to fnd your local agency.
• Check your credit report for free and identify
issues that you can solve to improve your
credit score at
Financial Capability
Residents have the tools they need to control, manage and increase
their fnancial resources for long-term wealth and asset creation.
EngagedFamilies: Impact Areas
Strategies for Financial Capability
Strategy 1: Assist adults and
youth in developing practical
skills in banking, budgeting
and credit building.
Small adjustments in fnancial behavior
often have a big impact on fnancial
health. A working knowledge of fnance
helps to create a budget, avoid and
manage debt, and build savings.
These skills and resources help endure
economic hardship, build wealth, and
become better prepared for the future.
• Organize drop in credit check
sites at local agencies
• Work with local providers to expand
the number of residents who receive
fnancial education
• Work with local banks and other
stakeholders to design and implement
community marketing programs
Strategy 2: Promote programs
that help adults acquire, sus-
tain and maintain their homes
Homeownership is an important compo-
nent to building long term wealth. Local
homebuyer programs show that partici-
pants are more likely to purchase homes
with lower-interest rates and sustain
homeownership. Additionally, home re-
pair programs provide homeowners with
access to low-cost fnancing to maintain
their homes, and ensure that their invest-
ment builds long-term wealth.
• Work with local providers to
expand the number of buyers
who receive homeownership
• Expand home repair programs,
including those targeted to
low income homeowners
• Connect residents with quality
home loans
Strategy 3: Reduce the use of
alternative, and often expen-
sive, fnancial outlets such as
payday lenders, check-cashing
outlets and pawnshops
The use and availability of alternative
fnancial outlets in the 24:1 footprint is
high. These services often come with
excessive fees and interest rates, and
misleading terms, leading to a cycle
of debt. The usage of formal banking
can help secure fnancial well being
for residents.
• Work with local banks to remove
obstacles that residents face in
accessing formal banking
• Promote community education
on the long-term costs of alternative
fnancial outlets
• Partner with regional eforts to
promote access to formal banks
Strategy 4: Link entrepreneurs
and small business owners
to resources that assist them
in starting, expanding, and
succeeding in business
There are many small businesses
and small business owners in the 24:1
footprint, that lack access to the credit
or training that can help their business
grow. Connecting small businesses to
these support systems and services will
help them to be more successful.
• Identify the needs of small business
owners and local entrepreneurs
• Work with local providers to expand
the number of residents accessing
small business and entrepreneurial
• Promote campaigns to support local
Early Childhood Development
All children are ready for successful kindergarten entry
• Percent of students entering kindergarten
developmentally prepared

Quality developmental and educational
experiences early in life are crucial to ensure
that a child is ready to successfully start
kindergarten. The Normandy School District
has reported that many students are now
arriving to kindergarten unprepared both
academically and socially, which puts those
students and their schools of track for success.
Community members have stated that more
focus on serving our youngest children will
lay a strong foundation for the future. Research
shows that quality early learning experiences
not only puts children on track for school
success, but that for every $1 invested in a
young child’s development can have a return
of over $10 due to increased lifetime earnings
potential and reduced health problems.

• 45% of students entering kindergarten
at Normandy School District have been
assessed to be within or above normal
developmental range, suggesting over half
of students are not developmentally prepared.
• 2800 children under the age of 5 are estimated
to live in the 24:1 footprint, yet there are 1800
slots in local licensed child care programs,
suggesting that many students are entering
kindergarten without any prior access to a
formal early learning environment.
• Missouri consistently ranks among the
lowest states for child care subsidy eligibility
and reimbursement, meaning that many
working families do not qualify for any child
care assistance, and that child care programs
serving lower-income communities often do
not receive adequate state funding to support
full-quality services.
• The 24:1 footprint is home to two YWCA Head
Start centers, which are nationally accredited
early learning environments that help get hun-
dreds of local youth ready for kindergarten.
• The University of Missouri – St. Louis’ College
of Education and Child Development Center are
great local assets for early childhood education.
Many students volunteer in child care programs
through partners such as Ready Readers.
• The Child Day Care Association’s “Programs
Achieving Quality” initiative is currently work-
ing with 11 local child care programs to increase
quality instruction and invest in facilities
improvements, which will help to ensure more
students enter kindergarten ready to learn.

• Take the opportunity to read with young
children in your life. Early exposure to literacy,
even for just a few minutes a day, can have
lasting benefts for a child’s development.
Visit websites like to
fnd more info about early childhood literacy.
• Volunteer as a reader in a local child
care program. Contact Ready Readers at
(314) 564-8070 or
SuccessfulChildren: Impact Areas
Strategies for Early Childhood Development
Strategy 1: Build community
awareness and provider col-
laboration to improve access
to afordable, quality early edu-
cation services and to elevate
early childhood education as a
crucial community issue
In order for children to be ready for
kindergarten, they need to be exposed
to a variety of developmental experiences,
such as educational childcare and health
services. There are many great early
learning resources in the community,
but often times they go underutilized
because families do not know how to best
access them. By building collaboration
between early childhood development
providers, we can work together to better
understand all the local resources, better
connect families to these resources, and
get more kids on track for kindergarten.
• Organize a community marketing
campaign that will raise awareness
about early childhood development
resources and the importance of
engaging young children in quality
developmental activities
• Form a council of local early childhood
development providers that will meet
consistently to explore collaboration
opportunities, including increasing
community utilization, sharing of
resources, and reducing duplication
and competition
• Help organize neighborhood clusters
of nearby childcare providers to partner
on event planning, sharing of best
practices and cross-referring when
wait lists are full
Strategy 2: Partner with
local child care programs
in quality improvement and
capacity building eforts to
better ensure more children
are consistently making
developmental progress
Focusing investments and improvements
on local child care providers in the
community will help improve kindergar-
ten readiness for a larger number of local
children. The quality of services in these
care settings is crucial because so many
youth will gain their critical kindergarten
readiness skills in these environments.
Quality child care environments have
been linked to stronger cognitive, motor,
social, and emotional development –
and overall kindergarten readiness.
• Ofer local child care programs
professional development opportuni-
ties in curriculum improvement, child
development, behavior management,
and program operations.
• Invest in facilities improvement at
local child care programs, such as
age-appropriate classroom equipment
and play materials to ensure licensing,
health, and safety standards are met
and to enhance child development.
• Advocate for child care programs to
get the resources necessary to provide
quality services, and to ensure families
have access to afordable services.
Strategy 3: Provide more
parents with knowledge
and skills in early childhood
Education begins at home. Empowered
and informed parents can be a child’s
greatest teacher, and can connect a
child to crucial resources and opportuni-
ties. When parents are trained in child
development knowledge and techniques,
many cognitive, motor, and social skills
important to kindergarten readiness can
be taught at home. Also, many obstacles
that hold back kindergarten readiness can
be overcome when parents are equipped
to detect potential problems early in their
child’s life.
• Ensure utilization of current home
visiting resources such as Parents
as Teachers and the Maternal, Child
and Family Health Coalition’s Healthy
Start program, which help provide
parents with child development
knowledge and skills.
• Work with local child care programs
to organize parent resources and work-
shops at their facilities. Many child care
programs have trusting relationships
with and consistent access to parents
• Work with local child care programs
to organize “parent ambassadors”
who will share parenting and child
development resources with other
parents in the community
Strategy 4: Develop access
to and use of health, develop-
mental and wellness services
in early education settings
To ensure school readiness, a child’s
healthy development is just as important
as his or her educational experience.
Many developmental delays and health
risks can be minimized when caught
early in life, but if left unaddressed they
can dramatically reduce school readi-
ness. Factors such as quality nutrition,
healthy home environments, and access
to immunizations all can greatly enhance
kindergarten readiness.
• Increase the presence of healthy
food and exercise activities in
local child care settings
• Ofer more health and development
screenings, whether through home-
visiting programs or through services
ofered on-site at local child care
• Equip staf in local child care programs
with the information and skills to
link families to health and wellness
• Number of Missouri’s school
accreditation standards met by
the Normandy School District
• Total student enrollment for the
Normandy School District

It is commonly believed that strong schools
are the foundation for a strong community,
and that education is a critical ingredient for
lifelong success and happiness. Local residents
consistently referred to the performance of
the Normandy School District as a major priority
for the community. In relation, the district
has prepared a Transformation Plan to guide
improvement from 2011 to 2016. Supporting this
plan will not only help student achievement, but
will also improve the community for all residents,
as important factors such as property values, tax
rates, and prospects for economic development
are all tied to school success.

• Total enrollment in the Normandy School
District, including students from the Wellston
School District, has declined 11% since 2005,
while school districts across St. Louis County
had an overall decline of 5% in the same period
(5100 students currently attend the Normandy
School District)
• 22% of Normandy 3rd graders were assessed as
profcient or advanced on the MAP Communica-
tions Arts test, compared to 46% of 3rd graders
across St. Louis County
• 36% of Normandy students take the ACT college
assessment and score an average of 16.6, com-
pared to 76% of students across Missouri who
score an average of 21.6
• The Normandy School District currently
meets 5 out of 14 of the Missouri School
Improvement Program accreditation
standards, designating the district as
“provisionally accredited”

• Two Normandy School District campuses,
Pine Lawn and Washington elementary schools,
met Adequate Yearly Progress on state testing
in mathematics and communication arts.
• The Professional Development School
partnership between the University of
Missouri – St. Louis’ College of Education
and Normandy School District is connecting
the Lucas Crossing Elementary Complex
with college students and professors ofering
classroom assistance and instructional
• In Summer 2011, the Normandy School District
will open the new Barack Obama Elementary
School. This world class facility will be a great
learning environment for students and a great
resource to the community.

• Attend school-related events in your
neighborhood, such as student performances,
sport events, School Board meetings, and
Parent Community Advisory Council meetings.
You can fnd out about many opportunities
at the Normandy School District calendar at
• Read the Normandy School District Transforma-
tion Plan to get familiar with the roadmap for
school improvement and fnd ways you can get
involved. The Transformation Plan is available
to view at
Supporting School Success
Key priorities of the Normandy School District Transformation Plan
are realized, driving school excellence and community involvement
in education
SuccessfulChildren: Impact Areas
Strategies for Supporting School Success
Strategy 1: Connect the
Normandy School District
to community resources
that enhance school climate,
academics, and attendance
Student achievement is the cornerstone
to school success. A key way to support
school achievement is through ensuring
quality learning experiences both in and
out of the classroom, such as through
great teachers or supportive tutors.
|Further, consistent school attendance is
a key gateway to academic achievement.
Eforts to enhance attendance, like foster-
ing a nurturing school climate, will help
support school success.
• Increase the presence of consistent,
trained volunteers in school settings
who can tutor, assist in the classroom,
and help foster a supportive school
• Help link high-quality, outcomes-
driven academic support programs
to local schools
• Support teacher excellence
through professional development
Strategy 2: Build connections
between schools and parents
that allow them to be
active partners in student
A student’s success is not solely the
school’s responsibility. Parental or
caretaker involvement in a child’s
education has been strongly linked
to student achievement. At the same
time, many factors often make it dif-
fcult for parents to fully engage with
their child’s school. Schools that create
welcoming environments and innovative
opportunities to engage parents often
see increased student success.
• Increase schools’ capacity for respon-
sive communication with parents --
to recruit for events, share student con-
cerns, and celebrate student successes
• Innovate new opportunities for parents
to get involved that go beyond atten-
dance at meetings and events, but also
help foster parents’ participation and
• Build on school’s capacity to link par-
ents to a variety of services, resources,
and skills that assist parents in meeting
the needs of their children
Strategy 3: Promote
the “bright spots” of the
Normandy School District
to help build a strong
bond between residents
and their local schools
Community support is important to
school success. Public confdence in
local schools helps to ensure steady
student enrollment, consistent commu-
nity involvement in school events,
and more reliable investment of local
resources in schools.
• Build communication partnerships
to promote awareness throughout
the entire community about
Normandy School District
events and accomplishments
• Help foster constructive and
transparent dialogues around
challenges facing local schools,
and help mobilize residents in
solutions to those challenges
• Assess residents’ perceptions of
local schools through a consistent
feedback process of surveys, focus
groups, and community meetings
Youth Enrichment Activities
All young people are engaged in enrichment activities
that ensure positive social development
SuccessfulChildren: Impact Areas
• Dropout rate among students
at Normandy High School
• Rate of disciplinary referrals within
the Normandy School District
• Percent of local births born to
teenage mothers

Involvement in quality youth enrichment activities,
such as after-school and extracurricular programs
like sports, student council and volunteer clubs,
have great benefts on a student’s academic and
social development. Many community members
share the concern that when school is out, too
many youth do not have access to fun, safe, and
productive activities. Local students report that
if there were more convenient and safe youth
activities, they would participate. Further, evidence
shows that students more involved in enrichment
activities tend to earn higher grades at school
and are less likely to be involved in risky behav-
iors such as discipline problems, dropping out of
school, and teenage pregnancy.

• 43% of Normandy High School students
have reported having no involvement in
non-athletic extracurricular activities
• The discipline incident rate for Normandy
students is 8.7 per 100 students, compared
to an average of 3.3 for St. Louis County
• The dropout rate for Normandy High
School Students is 11.2%, compared to
3.2% for St. Louis County
• 21.8% of all local births are born to teenage
mothers, compared to 7.8% for St. Louis County
• In February 2011, the 24:1 Initiative and the
Normandy School District hosted a Youth &
Family Service Provider Breakfast that brought
together nearly 40 local service agencies. Many
great youth and family resources already oper-
ate in our community, and the opportunities for
further collaboration are inspiring.
• Since the spring of 2010, the Normandy School
District has been operating one of the state’s
largest 21st Century Community Learning Center
after-school programs. Ten agencies are partner-
ing to bring youth programs to 400 students
across nine Normandy campuses.
• Girls Inc. has been headquartered in the 24:1 foot-
print since 2004, and engages hundreds of girls in
after-school and summer activities in topics such
as academic skills, fnancial literacy, and art.

• Volunteer to be a mentor in your community. 
Big Brothers Big Sisters strives to team you up
with a young person with similar interests so you
can build a trusting and enduring friendship. As
a Big Brother or Big Sister, you get to be a kid
again for a few hours a month AND give a child
the invaluable gift of friendship. Contact 361-
5900 or visit
• Spread the word about all the great services
ofered by the St. Louis County Children’s Service
Fund, such as teen counseling and emergency
shelter services ofered by Youth in Need. To
connect youth directly to these services, use the
St. Louis County Youth Connection Helpline. Call
1-877-928-2929 -- 24 hours a day, seven days a week.
For more info, visit
• Youth in Need. To connect youth directly to t
hese services, use the St. Louis County Youth
Connection Helpline. Call 1 -877-928-2929 —
24 hours a day, seven days a week. For more
info, visit
Strategy 1: Build community
awareness and provider col-
laboration to improve access
to youth resources, and work
to align providers’ promotional
and service delivery strategies
In order to build increased access to
quality youth activities, families need
more information. There are many great
youth resources in the community, but
often times they go underutilized because
families do not know how to best access
them. By building collaboration between
youth providers, agencies can work
together to better understand all local
resources, better connect families to
these resources, and get more kids
exposed to quality enrichment activities.
• Compile accurate information on
enrichment opportunities available
to local families
• Assist local youth providers in
promoting their services throughout
the community
• Form a council of local youth enrich-
ment providers that will meet consistent-
ly to explore collaboration opportunities,
including increasing community utiliza-
tion, sharing of resources, and reducing
duplication and competition
Strategy 2: Motivate youth
to express their perspectives,
be leaders in making positive
change, and build a sense of
community among their peers
Decisions are often made for and about
young people without youth input, which
leads to youth feeling disconnected. In-
stead, young people should have an active
role in addressing community challenges.
Evidence shows that youth engaged in
leadership activities have increased school
success and reduced risky behaviors.
• Continue and expand the Normandy
Youth Summit, which brings together
middle and high school students to
explore community challenges, propose
solutions, and take action
• Create a Youth Advisory Council
of local young leaders that would
help provide an ongoing connection
to youth perspectives and help promote
resources and events to their peers
across the community
• Increase the presence of consistent
adult mentors and role models in the
lives of young people
Strategy 3: Increase the avail-
ability and impact of quality
out-of-school youth activities
Though there are many youth activities
already available in the community, it is
also clear that many young people do not
have convenient access to such services. It
is also important that these programs use
evidence-based curricula and track out-
comes to ensure positive impact on youth
development. As more young people are
engaged in quality out-of-school activities,
the overall rates of school success will go
up and risky behaviors will go down.
• Support and sustain youth programs
already in place, specifcally the Nor-
mandy School District’s 21st Century
Community Learning Center after-
school program
• Explore new locations and opportuni-
ties for additional youth and community
activities, such as in local schools with
expanded hours
• Assess more young people’s interest
in youth programs, their feedback in
program participation, and the impact
of programs on their developmental
Strategy 4: Create a safe and
secure environment that will
help more young people access
and participate in youth activities
Young people have reported feeling unsafe
in getting around their neighborhoods to
and from youth activities. Reducing bar-
riers such as safety concerns will increase
participation, improving the likelihood that
more youth will gain exposure to quality
developmental opportunities.
• Establish safe zones and safe routes
that young people can utilize with
peace of mind
• Support programs and interventions
that give youth skills in confict
mediation and gang resistance
• Build police and municipal collaboration
in addressing youth safety and youth
crime, such as aligned enforcement of
Parental Neglect Ordinances
Strategy 5: Encourage active
parent support for and involve-
ment in local youth activities
Young people that do not use enrichment
activities may lack encouragement from
a parent to get involved. Increasing par-
ent confdence and engagement in local
enrichment programs will help ensure
that more youth are able to consistently
get involved, and create more exposure to
quality developmental experiences.
• Work with youth providers to develop
strategies to engage parents and increase
opportunities for parents to get directly
involved in their child’s activities
• Ofer services and resources helpful
to adults alongside youth activities to
serve as an added incentive for parental
• Better communicate to parents the
many developmental benefts of
their child’s involvement in youth
enrichment activities
Strategies for Youth Enrichment Activities
College & Career Success
All students transition from a successful high school experi-
ence to afordable college and vocational training opportunities
that prepare for fulflling careers
• Percent of graduating Normandy High
School students that enroll in college
or vocational training
• Percent of students completing their
college or vocational training

Earning a post-secondary degree, certifcate,
or credential can transform a young person’s
life, greatly increasing their lifetime income.
Community members have expressed the
importance of seeing more young people
succeed in college, so that the next generation
can secure more quality jobs. Evidence shows
that communities with higher rates of degree
completion have higher overall income rates
for all residents, lower rates of health problems,
and greater numbers of citizens involved in
their community.

• 67% of freshmen at Normandy High School
graduate high school on time within four
years, while the Missouri average is 86%
• 77% of Normandy graduates report going on
to college or vocational training opportunities:
29% to a four-year college, 32% to a two-year
college, and 16% to a non-college institution
• 79% of Normandy graduates attending a
Missouri public college enrolled in remedial
coursework, suggesting serious challenges
in post-secondary preparation
• 23% of Normandy graduates attending a
Missouri public college complete their degree
• Normandy High School has a strong Career and
Technical Education program that exceeds state
accreditation standards and ofers vocational
training opportunities in careers such as early
childhood development and culinary arts.
• The GEAR UP initiative has awarded several
Normandy High School students in the Class
of 2011 with full-ride scholarships to UMSL.
• Beyond Housing’s Viking Advantage program
is helping 70 students at Normandy High
School save up to $4500 for higher education.
Every dollar a student saves is matched with
two dollars by Viking Advantage.
• Encourage young people you know to start
thinking about college today. Too many stu-
dents get messages that college isn’t for them.
But there is an appropriate college or vocational
training option for nearly every student, and
resources to help them get there. To help plant
the seeds for college early in life, take your child
on a tour of a local college, such as the University
of Missouri – St. Louis, which is located in the
24:1 footprint. To fnd out more about visiting,
visit or call 1-800-GO-2-UMSL.
• Explore your options and develop a plan early
on how to aford college or vocational training.
The Scholarship Foundation ofers free work-
shops that help families understand the fnan-
cial aid process, as well as interest-free loans
to help families pay for college. Find out more
by calling 314-725-7990, e-mailing,
or visiting
SuccessfulChildren: Impact Areas
Strategy 1: Build community
awareness and provider
collaboration to increase
connections to college access
and vocational readiness
resources, and work to align
providers’ promotional and
service delivery strategies
Though there are many college
access and vocational training resources
already available in the community,
many are underutilized. Because no
single college access provider is able to
provide support in all the areas important
to college readiness, collaboration will
allow more cross-referral and joint-mar-
keting. The more youth engaged in a
full spectrum of college access services,
the more who will go on to post-seconda
ry education ready to succeed.
• Form a council of local college access
and vocational training providers
that will meet consistently to explore
collaboration opportunities, includ-
ing increasing utilization, sharing of
resources, and reducing duplication
and competition
• Assist local college access and
vocational training organizations in
promoting their services throughout
the community, and build community
awareness on the importance of
pursuing these options
• Compile a resource guide of local
college access and vocational training
resources that help families easily
access such services
Strategy 2: Create school
and community climates that
help students understand the
connection between educa-
tion and lifelong opportunity,
and plant the seed early in
life that college or vocational
training is a realistic goal
Students attending schools with a
strong “college going climate” are more
likely to pursue college or vocational
training. Such schools encourage
students to believe that these options
are for everyone. When students have
positive associations with school through-
out their elementary and secondary
education, they are more likely to
pursue college or vocational training.
• Increase students’ exposure to
successful adults and Normandy
alumni to help promote the
connection between education
and life success
• Increase the presence of messages
that encourage post-secondary
education both in school and in
the community, such as college
banners in school hallways
• Host student trips to local
post-secondary institutions
and local businesses
Strategy 3: Increase
students’ exposure to
academic, vocational, and
social support opportunities
that will increase high school
graduation rates and build
readiness for life, career, and
college or vocational training
Graduating from high school is
not enough to ensure quality career
opportunities. Nor is getting into college
the same as being prepared for college.
Students must be exposed to a variety
of support services in order to graduate
from high school ready to succeed.
• Connect more students to
dual-credit and dual-enrollment
programs that allow students to earn
college credit while in high school,
and often encourage college atten-
dance and reduce expenses  
• Connect more students with
organizations that ofer additional
college prep academic support in
after-school, weekend, and summer
program settings
• Build partnerships with local
businesses to host young people in
internship learning environments
Strategies for College & Career Success
Strategy 4: Help students
and families get through
the complicated process of
getting into and afording
college or vocational
Many students do not pursue college
or vocational training because they
believe the process to be too difcult, or
because they assume they could never
aford it. By helping more students with
admissions and application for fnan-
cial aid and scholarships, barriers will
be removed that may have kept many
students from considering college
or vocational training. Building this
access will help more students achieve
greater life opportunities.
• Track and support FAFSA comple-
tion for all high school students,
potentially allowing access to Pell
grants and other college afordabil-
ity opportunities
• Increase access to fnancial literacy
and college savings opportunities
for students and their parents, ide-
ally well in advance of high school
• Help expand school capacity to
assist students in the process of
completing college applications and
admissions essays
Strategy 5: Link high school
graduates to resources that
help them make it through
college degree completion
or vocational training and
start a career
Far too many students start their col-
lege or vocational training but never
fnish it. Learning environments after
high school can be very demanding for
many students, and extra support and
encouragement is often needed to en-
sure success. Helping students obtain
a college degree or vocational training
will greatly increase their ability to
realize economic security throughout
their lives.
• Link more high school graduates to
“best ft” college or vocational train-
ing institutions that are committed
to ofering support services that
will help students academically and
• Develop mentorship support ser-
vices that will track students from
high-school graduation through
their college or vocational training
experience, following-up with stu-
dents to ensure academic success
and fnancial stability
• Connect recent high school gradu-
ates not enrolled in college to job
placement and vocational training
Strategies for College & Career Success (continued)
EngagementMethod Frequency Numbers Audience Purpose
Executive Bi-monthly 6 Chairpersons Committee Community
Committee Meeting Chairpersons oversight
Planning Monthly 6 Committees Residents To generate
Committees 97 Members & stakeholders 24:1 plan

Partners Meeting Quarterly 8 Agencies Heads of Collaboration &
service agencies communication
Municipal 15 Municipalities Mayors and Service
Gov. Partnerships Monthly City Administrators collaboration
Committee 20 Participants & cost savings
Community Quarterly 6 Meetings Residents Community
Meetings 219 Participants & stakeholders oversight
Municipal Monthly 60+ attended Elected ofcials Communication
Meetings & residents & community
Listening Two Rounds 7 Sessions Community Plan input
Sessions 110 Participants residents & feedback
Providers First meeting held 35 Agencies Front line providers Collaboration &
Breakfast 67 Participants communication
Youth Twice Yearly 45 Participants Youth Capture youth voice
Summit 25 Volunteers
Focus Groups Two Rounds 4 Sessions Senior residents Learn about
with Seniors 40 Participants service needs
Business Services N/A 12 Interviews Owners & Gain business
Interviews Agencies perspective
Tabling at N/A N/A Students & Parents Outreach
School District
Various Meetings N/A Many, many!! Service Providers Outreach &
with Agencies Service Alignment
Engagement Chart
24:1 Planning Committee
The 24:1 Initiative would like to thank all of the residents, elected ofcials,
agencies and stakeholders who took part in the planning process.
Planning Process Participants
Jasmin Aber
Creative Exchange Labs
Wilma Abernathy
Bel-Ridge Trustee
Malik Ahmed
Better Family Life
Julia Anderson
Bel-Ridge Trustee
Lauren Arriola
Normandy School District
Chandra Bailey-Todd
Normandy School District
Angela Barrett
Normandy School District
Ana Baumann
Washington University
Robin Boyce
The Hastings Group
Jim Braun
Youth in Need
Dennis Breite
St. Louis County Economic
Captain John Buchannan
Beverly Hills Police Department
Kevin Buchek
Bel-Nor Board of Trustees
Alan Byrd
University of Missouri–St. Louis
Sylvester Caldwell
Mayor of Pine Lawn
Michelle Carter-Green
China Cathey
Better Family Life
Roberta Ceasar
Beverly Hills Alderperson
Shanell Ceasar
Catrina Chambers
Asthma Consortium
Sheron Chaney
Mysha Clincy
Herbert “Pepper” Clifton
Normandy School District
Board of Education
Chief Ricky Collins
Pine Lawn Police Department
Jim Collins
Normandy School District
Sharon Collins
Kendra Copanas
Maternal, Child and Family
Health Coalition
Hosea Covington
Normandy School District
Teresa Davis
Douglas Dickson
Normandy School District
Jewelette Donald
Cheryle Dyle-Palmer
Parents as Teachers
National Center
Michelle Elliott
Girls, Inc.
Charles Ellis
Former Mayor of Greendale
Hazel Erby
St. Louis County Council
April Ford
Dominic Garland
Linda Garner
Wellston Councilmember
Kay Gasen
University of Missouri St. Louis
Chris Geronsin
Beverly Hills Pharmacy
Bill Gilbert
Beyond Housing
Board of Directors
Emily Glynn
Healthy Kids Express
Patrick Green
Mayor of Normandy
Lisa Greening
Ready Readers
Charlene Goston
Normandy School District
Gena Gunn
Washington University
Nancy Hartman
Normandy School District
Board of Education
Melinda Hathaway
Alex Herman
Christine Hoehner
Washington University
Monica Huddleston
Mayor of Greendale
Pearl Hughes
Wellston Community
Support Association
Tom Hunter
Beverly Hills Pharmacy
William Humphrey
Normandy School District
Board of Education
Laura Iannazzo
YWCA Head Start
Geta Jackoway
Clayton School District
Helen Jackson
City of Wellston
Becky James
Big Brothers,
Big Sisters of Eastern Missouri
Darryl Jones
Tri-Tec Catering
Rhonda Jones
Myra Jordan
Normandy School District
Phyllis Jourdan
Miriam Keller
Washington University
Kalimba Kindell
Beyond Housing Board
Brian Krueger
City of Pine Lawn
Karen Leonard
University of Missouri - St. Louis
The 24:1 Initiative would like to thank all of the residents, elected ofcials,
agencies and stakeholders who served on our planning committees.
Dan Linck
Wayside Community Garden
Pat Lindsey
Tobacco Free–St. Louis
Erika Malone
St. Louis Community College
Erin Maloney
Missouri First Steps
Darlene Martin
American Family Insurance
Mike Maskus
Beyond Housing Board Member
Joy Maxwell
Washington University
Celeste McGee
Vinita Park Alderperson
Joyce McRath
Normandy School District
Board of Education President
Dr. Randy Mikolas
Incarnate Word Academy
Tyree Miller
Normandy School District
Pam Mitchell
Child Day Care Assocation
Emily Mortlan
Tobacco Free–St. Louis
Ann Murray
Lynn Navin
University of Missouri St. Louis
Victoria Nelson
Girls, Inc.
Andrea Nichols
Bel-Ridge Trustee
Joe Palm
Missouri Ofce of Minority Health
Sheila Pearson
St. Louis County
Dionne Peeples
Adrienne Pennington
Alexus Palace
Child Development Center
Myra Perkins
Pine Lawn Alderperson
Jasmine Porter
Normandy School District Student
Maria Rebecchi
Scholarship Foundation of St. Louis
Damon Reed
Jane Reise
Wayside Community Garden
Joe Riebold
Truman Bank
Ashlee Roberts
University Missouri St. Louis
Ron Roberts
McCormack Baron Salazar
Minnie Rhymes
Pagedale Alderperson
Fred Rudolph
Paula Sams
Normandy School District
Faith Sandler
Scholarship Foundation of St. Louis
Sue Schlichter
Express Scripts Foundation
Kelcy Siddall
University Missouri St. Louis
Marla Smith
Pagedale Alderperson
Myrtle Spann
Mayor of Beverly Hills
Jody Squires
University of Missouri Extension
Todd Swanstrom
University Missouri St. Louis
Beverly Tate
St. Louis County Children’s Division
Jill Thompson
Maternal, Child and
Family Health Coalition
Inice Walker
Michael Williams
Beyond Housing Board Member
Sheila Williams
Normandy School District
Board of Education
Cari Wohlrabe
Reliance Bank
Linda Whitfeld
Mayor of Wellston
Published May 2011