Social Innovation for Missouri

FINAL REPORT August 2014

Social Innovation for Missouri: Final Report

SIM Final Report

Table of ConTenTS

Executive Summary ................................................................ i

Introduction ............................................................................. 1

Evaluation Methods .................................................................... 1

SIM Overall .............................................................................. 3

SIM Grantees .......................................................................... ..7

Independence ....................................................................... 7

Knox ................................................................................ 13

Lafayette ........................................................................... 19

Putnam ............................................................................. 25

SCIPP................................................................................ 31

St. Joseph .......................................................................... 37

Springfield ......................................................................... 43

Conclusions ........................................................................... 49

Recommendations ................................................................... 49

Appendices ............................................................................ 51

 A. Logic model ..................................................................... 52

B. Evaluation Questions Matrix ................................................... 53

C. Other Data Sources ............................................................ 53

D. Core Competencies Checklist ................................................. 54

E. Partner Collaboration Scale .................................................... 57

F. Community Capacity Survey ................................................... 58

G. CHI Evaluation Rubric .......................................................... 60

Social Innovation for Missouri: Final Report i

SIM Final Report

The Missouri Foundation for Health (MFH) provided funding for Social Innovation for Missouri (SIM) as a part of the Social 

Innovation Fund, founded under the 2009 Edward M. Kennedy Serve America Act. MFH was one of 11 organizations to receive 

this funding in the United States. MFH funded 7 organizations with community health improvement goals aimed to combat 

tobacco use and obesity by providing nutrition education, increasing physical activity opportunities, improving the built 

environment, passing effective tobacco and wellness policies, and increasing smoking cessation services.

Staff from the Center for Public Health Systems Science (CPHSS) at the George Warren Brown School of Social Work at 

Washington University in St. Louis conducted an evaluation of the SIM initiative. SIM was implemented from March 2011 to 

February 2014. This report utilizes qualitative and quantitative data reported by grantees and data collected throughout the SIM 

grant to report results of SIM-funded work.

Findings

SIM grantees implemented many strategies to accomplish goals outlined in their project plan and for SIM overall. Programs took 

a multi-pronged approach by working on built environment and access issues, policy change, and community engagement. 

Some strategies included community assessments followed by changes to the built environment, policy change at the local 

level, program development and implementation, as well as promotion of physical activity opportunities, smoking cessation, and 

healthy eating. SIM potentially reached approximately 536,737 residents in 7 Missouri communities. 

149 total policies were adopted in the SIM intervention communities.

� 126 new smokefree policies

� 14 new school or worksite wellness policies

� 7 new connectivity or complete streets policies

� 2 new joint use agreements

All 7 SIM communities made changes and improvements to the built environment.

� 816 new or repainted crosswalks

� 35 new or restored sidewalks or trails

� 34 new pieces of recreation or playground equipment installled

� 12 new or improved school or community gardens

The SIM initiative provided community residents with access to healthy food, physical activity, and smoking cessation.

� 766 nutrition, fitness, or health education classes

� 56 smoking cessation classes

Conclusions

Although the Social Innovation Fund has allowed for improvements in SIM grantee communities, more tobacco control and 

obesity prevention work needs to be done across Missouri. Tobacco use and obesity continue to be the two leading causes of 

preventable death in the state and obesity and smoking require both preventative and reduction interventions. SIM grantees 

engaged community partners from diverse sectors and had substantial success in the areas of:

1. Built environment improvements to promote physical activity.

2. Smokefree policy adoption in individual businesses and/or restaurants.

3. Media education campaigns on wellness, smoking cessation, indoor air quality, and/or built environment improvements.

4. Increasing smoking cessation classes.

5. Implementing complete streets policies.

6. Developing partnerships across many sectors in the community.

Social Innovation for Missouri: Final Report 1

SIM Final Report

Introduction 

Social Innovation for Missouri (SIM) is an initiative funded by the Missouri Foundation for Health (MFH) aimed at reducing the 

effects of tobacco use and obesity in the state of Missouri. The SIM funding program was established in July 2010 after MFH 

received funding through the Social Innovation Fund (SIF). Established under the Edward M. Kennedy Serve America Act, the 

SIF is a public-private investment program of the federal Corporation for National and Community Service. As one of the 11 

grantees nationally funded, MFH received federal funds and provided a 1-to-1 match with its own resources. From that total 

pool, MFH provided grants to 7 organizations across Missouri, which were responsible for 1-to-1 cash matching from nonfederal sources. 

Tobacco use and obesity are the most common causes of chronic disease and death in Missouri. Therefore, SIM aimed to improve 

the health of Missourians by addressing obesity and tobacco use via policy, environmental, and community changes. SIM 

approached obesity and tobacco use in tandem, focusing on increasing physical activity opportunities, improving nutrition, 

and increasing smoking cessation. These efforts were focused in the underserved areas in SIM communities where obesity and 

tobacco use take the biggest toll. 

In order to inspire social change, SIM used the Community Health Improvement (CHI) model (Figure 6 on page 13) that 

emphasizes collaboration across multiple sectors and among diverse stakeholders to achieve a strong community-wide initiative. 

Through employing the CHI model and integrating tobacco and obesity prevention strategies, grantees implemented many 

changes in their communities aimed at combating the devastating effects of tobacco use and obesity.

To evaluate the SIM Initiative and the use of the CHI model, the evaluation team used a variety of data sources and methods. 

The mixed methods approach (incorporating qualitative and quantitative data) used qualitative interviews, quantitative data 

monitoring and social network analysis to answer the evaluation questions that were based on the logic model (Appendix A). The 

matrix in Appendix B and Appendix C show a comprehensive list of the SIM evaluation questions and corresponding data sources.

Key Informant Interviews

The evaluation team conducted 3 rounds of qualitative interviews with at least one representative from each of 7 SIM grantees 

across the state. The first round (n= 12) occurred in Spring 2012, the second round (n=11) occurred in Fall 2012 and the final 

round (n=10) occurred in Fall 2013. An interview script was developed to collect data regarding the grantee implementation of 

the CHI model, the integration of tobacco control and obesity prevention strategies, the use of and satisfaction with technical 

assistance (TA), and the overall influence of SIM on grantees’ work. Interviews were conducted via phone and audio recorded 

for transcription purposes. A thematic analysis was conducted by trained analysts and themes were then examined across 

participants. Qualitative data and quotes were chosen to be representative of findings and provide the reader with additional 

detail.

Core Competencies Checklist

The core competencies checklist (Appendix D) was developed by the TA providers based on key competencies needed to 

implement tobacco control and obesity prevention strategies. The checklist was administered to at least one representative from 

each of the 7 SIM grantees to track changes in the grantees’ competencies in the areas of Change Process Planning, Coalition 

Building, Facilitation, Communications/Social Marketing, Policy Advocacy, Policy Implementation, and Coordinating Community 

Events. The first administration was Spring 2011, the second was Spring 2012 and the third was Summer 2013.

Social network analysis Surveys

Social network analysis (SNA) was used to examine the partnerships that existed in SIM communities and to assess their 

levels of communication and collaboration. Partners are connected if they did more than share information (i.e., cooperation, 

coordination, or fully linked). See the Partner Collaboration Scale in Appendix E for a description of the response options. Key 

partners were invited to complete an online survey at three different time points. The first administration was collected in Winter 

2011, the second in Winter 2012, and the third in Fall 2013. 

Community Capacity Survey

The community capacity survey (Appendix F) was created to capture the opinion of the SIM grantees’ community partners 

regarding the organization’s functioning, value, and success. This four part survey was added to the final administration of the 

SNA survey for each of the 7 SIM grantees and their partners in Fall 2013. 
Social Innovation for Missouri: Final Report 2

SIM Final Report

Grantee Interim and Final Reports

SIM grantees were required to submit interim reports on a quarterly basis to share their progress to date on program objectives, 

implementation of the CHI model components, and updates on evaluation activities and findings. Interim reports were used for 

monitoring purposes and were reviewed as they were received. In addition, grantees were required to submit final evaluation 

reports at the end of their funding to describe the implementation of their strategies and the extent to which they achieved 

their objectives.

SIM evaluators could not include community level outcome data because of the lack of county level data available. The County 

Level Study (CLS) administered in 2011 was not administered again in 2013 as planned. The Youth Risk Behavior Survey (YRBS) and 

the Behavioral Risk Factor Surveillance System (BRFSS) do not provide sufficient county level results; therefore there was no way to 

assess changes in county rates for population health outcomes.
Social Innovation for Missouri: Final Report 3

SIM Final Report

Findings: SIM overall

Reach

SIM was implemented in 7 communities throughout 

the state of Missouri, potentially reaching 

approximately 536,737 people. Each grantee 

population had very similar needs in regards to 

tobacco control and obesity reduction strategies. 

However, each grantee took a unique approach to 

these issues in their communities. The map in Figure 1 

shows the counties where SIM was implemented and 

the respective populations potentially affected. 

PUTNAM

KNOX

JACKSON

Figure 1: Population impacted by SIM

The Community 

Wellness

 Initiative 

Population: 

3,981

Putnam County Good Life

Population: 4,862 

SCIPP

Student

Population:

3,200

Building a Healthier 

Independence 

Population:121,212 

Lafayette County

Live Healthy, Live Well

Population: 33,000 

Live Well St. Joe

Population: 89,856 

Healthy Living 

Alliance

Population: 280,626 

SIM Community Characteristics: 

� building a Healthier Independence, located in Independence City in Jackson County, focused on increasing healthy 

food access and built environment safety, as well as increasing tobacco cessation advertising in the community.

� The Community Wellness Initiative in Knox County focused on increasing access to physical activity by building a 

community fitness center, improving built environment and promoting wellness policies among local businesses.

� live Healthy, live Well in Lafayette County worked to improve physical activity with built environment improvements 

and partnered with local schools to improve nutrition and tobacco prevention curriculum. 

� Putnam County Good life focused on increasing physical activity options smokefree workplaces and outdoor spaces in 

Putnam County.

� The Schools and Communities in Partnership Project (SCIPP) focused on improving the wellness policies in the 

Jennings School District (JSD) located in North St. Louis County.

� live Well St. Joe, located in Buchanan County, focused on increasing access to healthy food and physical activity by 

establishing school gardens, mobile food pantries, and community connectivity plans. 

� The Healthy living alliance (Hla) is located in the City of Springfield in Green County. HLA focused on increasing 

nutrition and tobacco prevention education, school wellness, and providing physical activity programming. 

SIM Focus

SIM activities focused on the integration of tobacco 

control and obesity prevention strategies via 

partnership development, programming, built 

environment and access improvement, and policy 

development. The CHI model was used as a framework 

for the implementation of SIM activities. 

The next section outlines the following:

1. The types of policies implemented during SIM;

2. Partnerships important for policy changes;

3. Improvements to built environment and access;

4. The integration of tobacco control and obesity 

 prevention strategies; and

5. Success of grantees in employing components 

 of the CHI model.
Social Innovation for Missouri: Final Report 4

SIM Final Report

Policies adopted

SIM grantees were encouraged to work on creating lasting changes in the community to improve health such as adopting policies 

or making environmental changes. As a part of SIM, grantees conducted community assessments to determine the types of 

improvements needed in their communities. The policies adopted in SIM grantee areas ranged from comprehensive complete 

streets policies to joint use agreements or school and work wellness policies. Some grantees focused their work in specific settings 

while others focused on policies at the city or county level. Figure 2 summarizes the types of local polices grantees adopted. 

Partnerships Important for Policy Change

As a part of SIM, grantees were encouraged to partner with a diverse range of sectors from local government to local hospitals 

and institutions of higher education. All grantees engaged a diverse range of sectors to help adopt policy and generate change in 

their community. Partnerships with four main sectors were mentioned by grantees as important for policy changes. These sectors 

are described in Figure 3 below.

Local Policy Change:

� Complete Streets Policy: A policy that improves access to active 

transportation by setting guidelines for street construction to 

make them better accessible to pedestrians, bikers, and public 

transit. 

� Connectivity Master Plan: A smaller scale streets plan that 

improves connectivity between neighborhoods and parks or 

schools thereby increasing physical activity opportunities by 

laying sidewalks, crosswalks, or bike lanes. 

� Joint Use agreements: A policy agreement between a school 

and city to allow public access to school playgrounds, all-weather 

track, or fitness facilities. 

� Smokefree Policies: Where comprehensive smokefree policies 

were out of reach, grantees educated community members on 

the importance of clean air and helped worksites, businesses, 

parks, and schools create smokefree policies.

� Worksite/School Wellness Policies: Schools, daycares, and 

workplaces implemented or strengthened policies to improve 

student and employee health via physical activity, healthy eating, 

smoking cessation classes, or creating smokefree policies.

Partners in Policy Change:

� When asked which partnerships were important 

for implementing policy change, grantees most 

frequently mentioned government organizations 

such as park boards, city councils, and local health 

departments. 

� K-12 schools were the second most frequently 

mentioned partnership important for policy 

change. 

Figure 2: Grantees adopted a diverse range of local policies

7

Worksite 

Wellness

 Policies

3

 Complete 

Streets

 Policies

2

Joint Use 

Agreements

7

School 

Wellness 

Policies

4

Connectivity 

Master 

Plans

Types of Policies 

Passed

126

Smokefree 

Policies

149 Total policies adopted

Figure 3: Partnerships with local government were most frequently mentioned as important for policy change

Local Government 70%

K-12 Schools 60%

Higher Education 30%

Local Hospital 10%

* Responses not mutually exclusive
Social Innovation for Missouri: Final Report 5

SIM Final Report

Grantees worked with schools, local parks departments, public works, and many other agencies to improve the local built 

environment. Improvements ranged from installing new recreation equipment such as playgrounds, basketball courts, or allweather tracks to installing or repainting crosswalks and sidewalks throughout the community. Grantees also worked to improve 

access to smoking cessation by increasing the number of tobacco cessation classes and nicotine replacement therapy available. 

Figure 4 below displays the variety of approaches SIM grantees took to improve both the built environment and access to healthy 

food, physical activity, and smoking cessation. 

..it's something that we've done with 

programming because any event 

that we've sponsored or participated 

in we've advocated as smokefree or 

we've tried to, if there was something 

with an obesity emphasis, we've tried 

to pull in a tobacco component. 

Traditionally, tobacco has been a 

very dicult topic to deal with in 

rural areas, as well in any areas, but 

particularly rural areas. So you get 

somebody who is particularly 

opposed to smokefree policies, and 

they're going to tune out to 

everything if they're that turned o. 

..it's something that we've done with 

programming because any event 

that we've sponsored or participated 

in we've advocated as smokefree or 

we've tried to, if there was something 

with an obesity emphasis, we've tried 

to pull in a tobacco component. 

Traditionally, tobacco has been a 

very dicult topic to deal with in 

rural areas, as well in any areas, but 

particularly rural areas. So you get 

somebody who is particularly 

opposed to smokefree policies, and 

they're going to tune out to 

everything if they're that turned o. 

Figure 4: built environment and access Improvements

SIM grantees improved built environment through:

34 New pieces of recreation or playground 

equipment installed

816 New or repainted crosswalks

35 New or restored sidewalks or trails

755 New no smoking signs

SIM grantees improved access to services through:

12 New or improved school/community 

gardens

45 New pieces of fitness equipment

56 Smoking cessation classes

766 Nutrition, fitness, or health education 

classes offered 

Integrating Tobacco and obesity Prevention

Grantees found that integrating tobacco and obesity prevention strategies was not always a natural fit, especially because tobacco 

can be a polarizing issue. Most grantees indicated that they incorporated tobacco and obesity work into activities by making 

events smokefree or offering smoking cessation information during programs. In addition, grantees worked to integrate the 

tobacco and obesity components by emphasizing overall wellness. Integrating strategies was noted as beneficial to improving or 

promoting community health overall. Figure 5 below shows quotes from grantees regarding how tobacco and obesity prevention 

were integrated.

Figure 5: Grantee opinion on tobacco and obesity integration

Traditionally, tobacco has been a 

very dicult topic to deal with in 

rural areas, as well in any areas, but 

particularly rural areas. So you get 

somebody who is particularly 

opposed to smokefree policies, and 

they're going to tune out to 

everything if they're that turned o. 

Well, the overall benet is just the 

health improvement. If we're 

addressing health across the 

board... ...if we're improving... ...our 

health environment, we [have to] 

look at obesity and tobacco. 

They're the two main risk factors for 

the predominant[ing] disease and 

mortality...

..it's something that we've done with 

programming because any event 

that we've sponsored or participated 

in we've advocated as smokefree or 

we've tried to, if there was something 

with an obesity emphasis, we've tried 

to pull in a tobacco component. 
Social Innovation for Missouri: Final Report 6

SIM Final Report

Community Health Improvement Model

MFH developed the CHI model which served 

as a framework using community engagement 

and development principles to build community 

capacity for complementary best practices in obesity 

prevention and tobacco control. The CHI model 

guided grantees during the implementation of their 

SIM projects. Figure 6 shows the CHI model’s three 

components: community assessment, community 

capacity building, and technical assistance. These 

components focus on the readiness of communities 

to implement their proposed strategies, diversity 

of community partnerships, organization of an 

integrated task force, and the provision of assistance 

and professional development for implementing 

evidence based strategies. Technical assistance was 

provided by Trailnet and American Nonsmokers’ 

Rights Foundation. CHI was developed to increase 

collaborative activity within regions with the 

expectation that such efforts on complementary 

health issues among organizations within 

communities, especially with disparate programming 

and skill sets, would result in higher levels of impact.

Figure 6: Community Health Improvement Model

Community 

Assessment

Measure 

community 

readiness

Identify 

partnership 

opportunities

Determine local 

government

commitment

 

Community 

Capacity 

Building

Organize and 

brand a task 

force

Provide 

professional 

development 

opportunities

Educate 

stakeholders

Present best 

practices to 

community 

leadership

Bolster social 

networks in 

communities

Technical 

Assistance

Seek assistance 

on 

implementation 

plan

Receive 

feedback on 

policy drafts 

and strategies

Navigate 

impediments 

to policy 

change

CHI Evaluation:

Each of the 7 grantees were evaluated quarterly on their use of the CHI model. See Appendix G for the CHI model evaluation 

rubric. The scale ranged from 0-2 (not implemented (0), partially implemented (1), or fully implemented (2)). The line chart in 

figure 7 shows that grantees were fully implementing both community assessment and community capacity building while 

requiring less TA from external consultants before SIM funding ended. 

Figure 7: CHI evaluation across all SIM grantees

0

0.5

1

1.5

2

Y1Q1 Y2Q1 Y3Q1

Community 

Assessment

Community 

Capacity Building

Technical 

Assistance
Social Innovation for Missouri: Final Report 7

SIM Final Report: Independence
Social Innovation for Missouri: Final Report 8

SIM Final Report: Independence

Building a Healthier Independence (BHI) was a community based initiative organized by the Independence Health Department 

with goals to improve access to healthy food, increase pedestrian safety, increase nutrition education, decrease tobacco use 

across the community and specifically in parks and on trails. BHI centralized their work in the underserved areas of northwest and 

southwest Independence. In these areas, there is a large low income population with limited access to physical activity or healthy 

food choices. BHI made strong, lasting environmental changes such as increasing Electronic Benefit Transfer (EBT) usage at 

farmer’s markets, enhancing trail safety, improving pedestrian safety, adopting a complete streets policy, and increasing 

pro-tobacco control advertisements. Table 1 on page 15 outlines BHI’s project plan and progress towards SIM objectives. Figure 8 

below highlights BHI’s community successes. 

Complete Streets and Joint Use Agreement:

� BHI made built environment changes within the community by establishing a connectivity plan which implemented 

pedestrian safety enhancements. 

� BHI also implemented a complete streets policy to increase access to active transportation.

� According to their community assessment, trail safety was a barrier to physical activity for Independence citizens, so 

BHI worked to improve trail safety by installing emergency blue phones.

Figure 8: bHI community improvements

3

Childcare 

Facilities with a 

New Wellness 

Policy

18

New or Restored 

Sidewalks

7,633

Dollars of 

Increased EBT 

Sales

816

 New or Repainted 

Crosswalks

13

Emergency Blue 

Phones Installed 

on Trails

72

No Smoking 

Signs Posted

1-800-QUIT-NOW

1

New 

Complete 

Streets Policy

525

Tobacco Control 

Advertisements

Project Plan Evaluation: 

� BHI made great progress by completing their emergency blue phone, sidewalk, and crosswalk installation goals, as 

well as by adopting a connectivity plan so that new or renovated park areas have appropriate pedestrian safety.

� BHI saw a 266% increase in EBT sales in farmer’s markets after actively promoting farmer’s markets. 

� In order to reduce tobacco use and promote awareness of cessation resources in Independence, BHI implemented a 

tobacco control campaign, posting various ads throughout the area via buses, newspapers, newsletters, billboards, 

grocery lane dividers, and at local minor league hockey games.

� In year three, BHI also worked with childcare facilities to implement wellness policies that promote healthy eating and 

physical activity. Three childcare facilities now have wellness policies. 

� BHI established a healthy food policy in parks requiring vendor menus to have 30% healthy choices as defined by: 

entrées under 400 calories, snacks under 250 calories, and juice being under 40 calories per 12 ounce serving with no 

added sugar.
Social Innovation for Missouri: Final Report 9

SIM Final Report: Independence

Table 1: building a Healthier Independence project plan objectives

Objective Outputs Timeframe

1. Improve pedestrian safety: Develop one policy stating 

that 100% of new & renovated construction sites 

will require a pedestrian crossing where applicable. 

Develop a bike/walk master plan.

•

•

1 complete streets policy developed and adopted.

16 Association of Pedestrian and Bicycle Professionals webinars 

held to educate stakeholders on bike and pedestrian issues in 

Independence. 48 people attended.

Year 1-3 

2. By the end of the grant period, IHD will increase healthy 

food choices by increasing farmer’s market locations 

to 3 and will create and pass a city ordinance requiring 

100% of restaurants to post calories on menus.

•

•

Drought prevented the development of new farmer’s market. Efforts 

were redirected to adding 2 new stops to the Healthy Harvest Mobile 

Market.

3 locations posted nutrition information. Efforts were redirected 

in year 3 due to lack of buy-in and difficulty obtaining nutritional 

analysis.

Year 1-2

3. By the end of the grant period, the IHD will increase 

advertisements promoting smoking cessation by 50%. 

Increase the number of smokefree parks with signage, 

increase cessation rates in classes by 5%, and increase 

awareness of the harms of tobacco use to lower citywide smoking rates by 1% (from 19-18%).

•

•

•

•

•

•

•

•

•	

15 smoking cessation audio ads run on city buses.

91 tobacco free promotional videos run at Mavericks minor league 

hockey games.

35 smoking cessation billboards displayed. 39,745 people were 

potentially exposed. 

236 cessation advertisements displayed on dividers at grocery stores.

Daily cessation ads on Government City 7 T.V. potentially reached 

55,000 people.

Monthly cessation ads in City Scene newsletter potentially reached 

48,000 households.

Monthly cessation ads in the Examiner newspaper potentially reached 

11,055 people.

72 no smoking signs posted in 25 parks affected potentially 27,880 

people.

245 facebook “likes” with an estimated facebook reach of 7,781.

Year 1-3

4. Increase opportunities for residents to safely engage 

in physical activity: Install blue phones & trail markers, 

construct pedestrian crosswalks, add at least 2 

sidewalks per year, improve streetscaping by installing 

at least 6 benches, improve a minimum of one 

existing recreational facility by adding 7 new pieces 

of equipment, & increase use of existing recreational 

facilities.

•

•

•

•

•

•

•

13 emergency blue phones installed for trail safety.

38 trail markers were installed.

27 new pieces of fitness equipment installed in local community 

recreational facilities.

62 new crosswalks painted and 754 school crosswalks repainted 

during the grant period.

18 sidewalks newly installed or replaced.

6 park benches purchased and installed.

2,159 new Sermon Fitness Center memberships and 61 memberships 

subsidized by SIM funds.

Year 1-3

5. Increase healthy food choices by increasing use of the 

farmer’s markets & mobile markets: Develop a new 

market policy regarding sampling, develop & enact 

a healthy foods policy for park concession stands, 

& increase the availability of healthy & affordable 

beverage options in public service venues.

•	

•	

•	

•	

•	

266% increased EBT sales at farmers markets from year 1-2. 

1 farmer’s market sampling policy developed and approved.

1 healthy eating in parks policy developed and adopted. 

6 concession stands newly offering healthy options.

6 water bottle filling stations installed.

Year 1-3

6. Improve wellness policies at local childcare facilities. • 3 childcare facilities adopted wellness policies that included physical 

activity and healthy eating components; 112 children affected.

Year 3
Social Innovation for Missouri: Final Report 10

SIM Final Report: Independence

Collaboration and Partnership Diversity

BHI engaged multiple partners in their efforts to improve community health. The majority of partners were from the government 

sector which included a variety of entities such as the health department, parks and recreation, city council, and public works. BHI 

also worked with other sectors such as a nonprofits, elementary schools, farmer’s markets, and medical organizations. Among 

these partners, the most common level of collaboration across all three years of SIM was the strongest level of collaboration, fully 

linked (work together in formal teams; mutually plan and share resources to achieve goals). Figure 9 below shows BHI’s year three 

SIM partnership collaboration network. In Figure 10, the gears represent each sector involved in the network and the sector’s level 

of representation within the network.

Collaboration: Characteristics of Note 

� Active collaboration among partners 

(cooperation, coordination, or fully linked) 

decreased between year 2 and year 3. 

� Each partner actively collaborated with 

an average of 10 other partners related to 

tobacco control and obesity prevention. In 

year 2, each partner actively collaborated with 

an average of 13 partners. 

� In year 3, the most common level of 

collaboration was fully linked; which 

accounted for 53% of connections. In year 2, 

62% of partners reported being fully linked; 

and in year 1, 56% reported being fully linked.

Comm Dev Council Member

Farm Mkt

= Education = Government = Medical = Nonprofit = Farmer/ Farmer’s Market 

Hlth Dept

Hlth Dept

Hlth Dept

Hlth Dept

Hlth Dept

Hlth Dept Hlth Dept

Hlth Dept

 Prks & Rec

 Prks & Rec

 Prks & Rec

Pub Works

Tech Services Tech Services

Tourism

Water Dept

NWCDC

Santa Fe

Truman Med

Figure 9: bHI’s collaboration network in 2013

4.5%

82%

Figure 10: Gears representing the percentage of partners from each sector

Sector Engagement:

� The largest represented sector in the BHI 

network was government. Since BHI is run 

by the Independence Health Department, 

they leveraged relationships within city hall, 

making government organizations highly 

represented in the BHI network across the 3 

years of SIM.

� Although mostly government organizations 

were engaged in collaboration, BHI also 

reached out to organizations from other 

sectors including medical, nonprofit, farmer’s 

markets, and elementary schools in order to 

influence the changes in their community. 
Social Innovation for Missouri: Final Report 11

SIM Final Report: Independence

Overall, BHI partners indicated that they feel the organization was successful at reaching its tobacco control and obesity 

prevention goals. Partners believed that the aspects of the organization that contributed to this success were sharing resources 

and the informal relationships created. In addition, the majority of BHI partners agreed or strongly agreed that the organization 

can influence decisions made in the community and that the organization has made an effort to sustain itself. Figures 11-13 below 

display partner opinions on the program’s success and capacity within the community. 

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

41% 53% 6%

47% 47% 6%

65% 29% 6%

35% 53% 12%

35% 41% 6% 18%

53% 35% 12%

47% 35% 18%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

41% 53% 6%

47% 47% 6%

35% 59% 6%

65% 29% 6%

35% 53% 12%

35% 41% 6% 18%

53% 35% 12%

47% 35% 18%

12% 65% 12% 6%6%

29% 65% 6%

29% 65% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

41% 53% 6%

47% 47% 6%

35% 59% 6%

65% 29% 6%

35% 53% 12%

35% 41% 6% 18%

53% 35% 12%

47% 35% 18%

35% 59% 6%

12% 65% 12% 6%6%

29% 65% 6%

Figure 11: Gauge displaying partner opinion on bHI’s success

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

0% 0% 20% 20%

Figure 12: Partner opinion on aspects of bHI contributing to organizational success 

 (Responses are not mutually exclusive)

82%

Informal 

Relationships

65% 

Shared Mission 

and Goals

82%

Sharing 

Resources

71% 

Exchanging 

Info

71% 

Bringing 

Together 

Diverse 

Stakeholders

71% 

Collective 

Decision 

Making

76%

Meeting 

Regularly

 

What aspects of the organization contribute to this success?

Figure 13: Partnership capacity highlights

Partners feel BHI can influence decisions made in the 

community. 

The leadership has a relationship with public officials who 

can help BHI. 

BHI has made efforts to sustain itself over time.

35% 59% 6%

35% 59% 6%

29% 65% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Avg 3.29

82.44 deg

Partnership Capacity: Characteristics of Note 

� 82% of BHI partners were from assorted government organizations. Thus, 94% of partners either agreed or strongly 

agreed that BHI can influence decisions made in the community.

� BHI had several partners in the government sector including a city council member. Similarly, 94% of partners agreed or 

strongly agreed that BHI had a relationship with public officials who can help the organization’s efforts.

� The majority of BHI partners agreed or strongly agreed that the organization has made efforts to sustain itself over time.

Social Innovation for Missouri: Final Report 13

SIM Final Report: Knox
Social Innovation for Missouri: Final Report 14

SIM Final Report: Knox

Knox County Community Wellness Initiative 

The Knox County Community Wellness Initiative serves the very small and rural Knox County. The population served is 

comprised of mostly low income individuals working in agriculture. Knox County has one of the highest rates of obesity 

in Missouri and is affected by smoking related diseases. The Wellness Initiative worked to improve the community’s health 

through the construction of a community center and the development of a connectivity plan for the City of Edina in order to 

provide safe places for physical activity. In addition, the Wellness Initiative worked to increase nutrition knowledge, smoking 

cessation, and physical activity opportunities in the community by offering applicable programs in the community center. 

Table 2 on page 21 outlines the Knox County Community Wellness Initiative’s project plan and progress towards attaining 

their objectives. Figure 14 below demonstrates the successes achieved by the Wellness Initiative within Knox County.

Access Improvements:

� The Wellness Initiative implemented changes that have been proven to have long term impact. The built environment 

was improved to include the newly constructed community center and a newly adopted connectivity plan for the City 

of Edina to improve access to safe physical activity facilities in Knox County.

� Built environment improvements were also made to a City of Edina school, which included all-weather surfacing for 

the school playground and the installation of an all-weather track. To increase access for community members, the 

Wellness Initiative established a joint use agreement with the school and the city, so community members can access 

the improved facilities.

Figure 14: Community Wellness Initiative improvements within the community

582

Physical Activity, 

Nutrition, and 

Wellness Classes 

Oered

900

Community 

Center 

Members

1

Community 

Center 

Constructed

1

Connectivity

 Plan 

Implemented

1

Joint Use 

Agreement for 

All-weather Track 

and Playground

1

 Playground with 

Weather-proof 

Surface

Project Plan Evaluation: 

� Construction of the community center was the primary goal for year 1. Programming goals followed in years 2 and 3.

� After opening the community center, nutrition and physical activity programs were implemented as well as the 

promotion of the community center within the community. 

� To date, the community center has enrolled 900 members and hosted 582 fitness, nutrition, or wellness classes. 

� The Wellness Initiative recruited four worksites to participate in a wellness program. 

� In year 3, the Wellness Initiative developed a street and sidewalk plan for the City of Edina to improve walkability and 

connectivity for Knox County residents. 

� As a part of built environment improvements, the Wellness initiative installed an all-weather track and all-weather 

playground surface at a school in Edina. In addition, the Wellness Initiative established a joint use agreement with the 

school to allow the community to use the playground and track. 
Social Innovation for Missouri: Final Report 15

SIM Final Report: Knox

Table 2: Knox County Community Center project plan objectives

Objective Outputs Timeframe

1. A community center complex (housing a fitness 

center, indoor walking track and education hall) will 

be constructed and ready for business in the Knox 

County Seat of Edina, MO, as evaluated by listing in the 

Chamber of Commerce Business Directory and pictures 

of completion.

• 1 community center constructed with indoor walking track and new 

fitness equipment.

Year 1 

2. 10% of the county population (currently 390 

individuals) will be participating in the comprehensive 

community wellness initiative, as evidenced by program 

rosters, membership rates, surveys, etc. 

•

•

•

•

•

•

1 health educator hired.

4 trainers/fitness class leaders trained.

582 fitness, nutrition, and wellness classes offered.

4,500 people received a flier promoting the new community center.

900 community center memberships sold.

49 newspaper ads and 9 radio ads to promote the community center 

potentially reached 1,025 people.

Year 1-3

3. A minimum of 3 worksites in the county of Knox will 

participate in the KCCCB Worksite Wellness Initiative 

as evidenced by signed agreements between each 

worksite and the KCCCB.

•	

•	

•	

•	

4 worksites committed to participating in the Worksite Wellness 

Initiative.

9 worksites contacted about corporate memberships: 1 business 

established a corporate membership for employees. 

1 worksite nutrition course provided to encourage healthy eating.

1 tobacco cessation course at a participating workplace.

Year 1-3

4. A street & sidewalk plan will be in place for the city of 

Edina with construction of new sidewalks according to 

plan & budget.

•	

•	

1 street and sidewalk plan completed and adopted.

Sidewalk construction completed.

Year 2-3

5. Complete an all-weather track and all-weather 

playground surface area at the Knox County R-1 School 

District campus in rural Edina, MO, along with joint use 

agreement to allow community use of the track and 

playground area.

•	

•	

•	

1 all-weather track completed.

1 all-weather school playground resurfacing completed.

1 joint use agreement for the all-weather track and playground 

established.

Year 2-3
Social Innovation for Missouri: Final Report 16

SIM Final Report: Knox

Collaboration and Partnership Diversity

The Knox County Community Wellness Initiative worked with diverse sectors and engaged multiple people within the community 

from government and nonprofit organizations. Over all 3 years of SIM, the most common level of collaboration reported by 

partners was the strongest level of collaboration, fully linked (work together in formal teams; mutually plan and share resources to 

achieve goals). Figure 15 below displays the Wellness Initiative’s year 3 SIM partnership collaboration network. The gears in Figure 

16 show the diverse group of sectors engaged as well as their level of representation within the network.

Collaboration: Characteristics of Note

� The average number of partners that actively 

collaborated (cooperation, coordination, or 

fully linked) decreased slightly between year 2 

and year 3. 

� In year 3, individual partners actively 

collaborated with an average of 10 other 

partners related to tobacco control and 

obesity prevention, compared to an average 

of 12 in year 2, and 10 in year 1. 

� The most common level of collaboration 

was fully linked; which accounted for 56% of 

connections. For 9% of connections, partners 

indicated that they coordinated with each 

other and 35% indicated that they cooperated.

= Nonprofit = Government = Concerned Citizen 

= Business = Education = Other Sector

City of Edina

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Comm Ctr Brd

Hlth Dept

KCSD

Smke Bustrs

Trmn St

Figure 15: The Community Wellness Initiative’s collaboration network in 2013

Figure 16: Gears representing the percentage of partners from each sector

31%

25%

19%

13%

6% 6%

Sector Engagement:

� Government organizations were highly 

represented in the network, with 25% of 

partners from this sector.

� The Knox County Wellness Initiative engaged 

multiple partners from diverse sectors such 

as those in government, education, and the 

concerned citizen sectors.
Social Innovation for Missouri: Final Report 17

SIM Final Report: Knox

The Knox County Community Wellness Initiative Success and Partnership Capacity

Community Wellness Initiative partners indicated that they thought the program was very successful at reaching its tobacco 

control and obesity prevention goals, noting that bringing together diverse stakeholders and having a shared mission and goals 

contributed to the organization’s success. The majority of partners agreed or strongly agreed that the Community Wellness 

Initiative has made efforts to sustain itself over time. Figures 17-19 below display partner opinions on the program’s success and 

capacity within the community.

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

85% 15%

100%

85% 15%

92% 8%

38% 23% 16% 23%

77% 23%

85% 15%

77% 23%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

85% 15%

100%

77% 15% 8%

85% 15%

92% 8%

38% 23% 16% 23%

77% 23%

85% 15%

77% 23%

85% 15%

84% 8% 8%

gy 

Agree Agree DisagreeKnow

gy 

Disagree

85% 15%

100%

77% 15% 8%

85% 15%

92% 8%

38% 23% 16% 23%

77% 23%

85% 15%

77% 23%

77% 23%

85% 15%

Figure 17: Gauge displaying partner opinion on the Knox County Community Wellness Initiative’s success

Figure 18: Partner opinion on aspects of the Wellness Initiative contributing to organizational success 

(Responses are not mutually exclusive)

77%

Exchanging 

Info

69%

Collective 

Decision 

Making

85% 

Shared Mission 

and Goals

69%

Meeting 

Regularly

69%

Sharing 

Resources

69%

Informal 

Relationships

Created

85%

Bringing 

Together 

Diverse 

Stakeholders

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

20% 40% 30% 10%

Figure 19: Partnership capacity highlights 

Partners feel the Community Wellness Initiative can influence 

decisions made in the community. 

The leadership has a relationship with public officials who can 

help the Community Wellness Initiative. 

The Community Wellness Initiative has made efforts to sustain 

itself over time.

77% 15% 8%

77% 23%

84% 8% 8%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

Partnership Capacity: Characteristics of Note

� 92% of partners agreed or strongly agreed that the Knox County Community Wellness Initiative influenced decisions 

made in the community. 

� Multiple Community Wellness Initiative partners were affiliated with government organizations. Thus, 100% of 

Community Wellness Initiative partners agreed or strongly agreed that the organization had a relationship with public 

officials who can help the Wellness Initiative.

� The Knox County Community Center is a fee for service facility and the community center fees make the program 

sustainable. 92% of Community Wellness Initiative partners agreed or strongly agreed that the program has made efforts 

to sustain itself over time.

Social Innovation for Missouri: Final Report 19

SIM Final Report: Lafayette
Social Innovation for Missouri: Final Report 20

SIM Final Report: Lafayette

Lafayette County Live Healthy, Live Well (LHLW) served the residents of the rural cities and towns east of the Kansas City 

metropolitan area in Lafayette County. SIM efforts in Lafayette County worked to combat the county’s high rates of obesity and 

heart disease by increasing access to fresh fruits and vegetables, physical activity opportunities, and smoking cessation. LHLW 

partnered with schools to determine built environment needs through walkability surveys and worked to improve access to 

healthy foods by providing food service equipment and nutrition education. In addition, LHLW provided new tobacco prevention 

curriculum in schools and placed new tobacco free signs throughout the community. Table 3 on page 27 outlines LHLW’s 

project plan and progress towards achieving their SIM objectives. Figure 20 below highlights the success LHLW achieved in the 

community. 

Project Plan Evaluation: 

� LHLW worked to increase access to healthy food by providing the necessary equipment to store and process fresh 

food. Six schools were given a Hobart Slicer, 3 coolers were installed in park concession stands to provide healthy 

food choices, and coolers were purchased for 3 food pantries serving 600 people. Thirty-two school chefs were also 

trained to use fresh produce in recipes. Additionally, 2 farmer’s markets began accepting EBT. 

� LHLW also worked in schools to increase nutrition education and implemented Show-Me Nutrition Curriculum in 6 

local schools.

� In order to improve the physical activity built environment, LHLW worked with 3 schools to complete walkability 

audits and used that information to establish need for a connectivity master plan for Lexington and Higginsville.

� Live Healthy, Live Well oversaw the renovation or installation of 1,646 feet of sidewalk and 3,020 feet of walking trail.

� Five high schools or middle schools in the area are now implementing tobacco prevention curriculum in health 

education and 3 private and 6 public 5th grade classes are participating in Tar Wars. 

� Since Live Healthy, Live Well started working in the community, there are 24 new businesses posting no smoking 

signs and 500 healthy lungs at play signs were purchased to be posted in public parks.

Access and Environment Improvements:

� LHLW made many improvements to the built environment in order to increase sustainable physical activity 

opportunities. The built environment changes included 1,646 feet of sidewalk renovation/installation, 3,020 feet of 

new trail built, as well as development and implementation of a connectivity master plan for the cities of Lexington 

and Higginsville. 

� Access to healthy food was also improved by providing fresh food preparation and storage equipment for schools, 

food pantries, and concession stands. 

Figure 20: lHlW community improvements

1

NEOS Interactive 

Playground 

Installed

4,666

Feet of 

Sidewalks or 

Trails 

Renovated/ 

Installed

6

Schools 

Implementing 

Show-Me 

Nutrition 

Curriculum

2

Farmer’s 

Markets 

Newly 

Accepting EBT

24

Businesses 

with New No 

Smoking Signs

2

Cities with a 

New 

Connectivity 

Master Plan

11

Fresh Food 

Storage or Prep 

Equipment 

Purchased
Social Innovation for Missouri: Final Report 21

SIM Final Report: Lafayette

Table 3: lafayette County live Healthy, live Well project plan objectives

Objective Outputs Timeframe

1. Increase access to healthy food. •

•

•

•

•

•

•

•

•

•

6 schools equipped with a Hobart Slicer for fresh fruit and vegetable preparation.

3 food pantries, serving approximately 600 people, equipped with new coolers for 

fresh produce storage.

32 school chefs trained to use fresh produce.

6 schools implemented Show-Me Nutrition curriculum.

2 farmer’s markets started accepting EBT.

3 coolers installed in city park concession stands for healthy snacks.

3 agreements signed to provide only healthy snacks in the new coolers.

30 local restaurant chefs trained at fresh produce preparation workshops.

6 local restaurants made new healthy menu options available.

11 training sessions provided for school gardens

Year 1-3 

2. Provide an environment that 

encourages safe physical activity, 

accessibility, and community use of the 

built environment. 

•

•

•

•

•

•

•

•

•

•

3 schools completed walkability surveys.

2 community presentations of walkability survey results completed. 

2 connectivity master plans developed. 1 each for Lexington and Higginsville.

4 meetings held with city councils regarding adoption of a complete streets policy. 

1,646 feet of new or renovated sidewalks.

3 park/trail locations improved with 3,020 feet of new trail constructed.

6 school districts signed MOU’s for the Active & Healthy School (AHS) Program.

2 AHS schools provided with physical activity equipment; 885 students affected.

1 interactive NEOS playground installed for school and community use at Odessa 

Upper Elementary.

1,694 people participated in the Start! walking program.

Year 1-3

3. Expand smoking prevention/cessation 

in schools, worksites, and public use 

areas.

•

•

•

•

•

•

•

5 high schools or middle schools included tobacco prevention in health curriculum. 

6 public school and 3 private school 5th grade classes implemented Tar Wars 

tobacco education curriculum.

7 worksite or community smoking cessation classes provided.

24 businesses and public places posted no smoking signs.

500 healthy lungs at play signs purchased for posting in parks.

8 school smokefree policies reviewed.

8 presentations/meetings held regarding the dangers of second-hand smoke and 

the importance of smokefree public areas.

Year 1-3

4. Develop a recognizable brand that 

supports program awareness and 

promotes program activities.

•

•

•

•

4 partnership meetings held.

100 facebook followers.

18 community health events hosted; 876 people attended.

22 Live Healthy, Live Well press releases or publications potentially reached 64,500 

people.

Year 1-2
Social Innovation for Missouri: Final Report 22

SIM Final Report: Lafayette

Collaboration and Partnership Diversity

LHLW engaged diverse sectors in their work to reduce obesity and tobacco use, with education being the highest represented 

sector. Partners that reported active collaboration decreased between year 2 and year 3, with partners reporting cooperation as 

the most common level of collaboration. Figure 21 below displays LHLW’s year 3 SIM partnership collaboration network. The gears 

in Figure 22 show the types of sectors engaged in Lafayette County’s SIM work as well as their level of representation within the 

network.

Collaboration: Characteristics of Note 

� Between year 2 and year 3 active 

collaboration among partners (cooperation, 

coordination, or fully linked) decreased. In 

year 2, partners reported active collaboration 

with an average of 13 other people. In year 3, 

partners actively collaborated with an average 

of 9 other partners related to tobacco control 

and obesity prevention. 

� In year 3, the most common level of 

collaboration was cooperation; which 

accounted for 44% of connections. 

� Partners reporting fully linked, the strongest 

type of relationship, decreased from year 1 

to year 3. Thirty percent of partners reported 

being fully linked in year 3, compared to 43% 

of partners in year 2 and 41% in year 1.

Comm Asset Builders

Hggnsvlle

Hggnsvlle

Lexington

Grce Adv HCCRM

HCCRM

Lfytte C1 Schls

Hlth Dept

Lslie Bell Elem

Lex Minster Ally

Lex Schl Dstrt

Odess Schl Dstrt

Mo on Mve

Mo on Mve

Odessa Schls

Ptti Banks

SWAG

SWAG

UM-Ext

UM-Ext

UM-Ext

Evalytics

Wllngton-Npln

 = Business = Education = Government = Medical 

 = Nonprofit = Other Sector = Faith Based = Media

Figure 21: live Healthy, live Well’s collaboration network in 2013

Figure 22: Gears representing the percentage of partners from each sector

Sector Engagement:

� LHLW worked with schools to implement 

nutrition and smoking prevention curriculum, 

install food service equipment, as well as 

complete walkability surveys. Therefore, 

education was the largest sector in the LHLW 

network, represented by 46% of partners.

� In addition to engaging schools, LHLW 

engaged a number of government, medical, 

and nonprofit sectors in their work to improve 

health. 

46%

17%

8%

8%

8%

4%

4%

4%
Social Innovation for Missouri: Final Report 23

SIM Final Report: Lafayette

LHLW partners reported that they felt the organization was successful at reaching its tobacco control and obesity prevention goals 

and aspects such as sharing resources and exchanging information contributed to this success. Most partners agreed or strongly 

agreed that the organization influenced decisions made in the community. Figures 23-25 below display partner opinions on the 

program’s success and capacity within the community.

Partnership Capacity: Characteristics of Note 

� The majority (57%) of LHLW partners strongly agreed that their program influenced decisions in the community.

� LHLW has 3 people from city government in their partnership network. Accordingly, 91% of LHLW partners agreed or 

strongly agreed that the leadership has a relationship with public officials who can help the program.

� Although SIM funding is ending, LHLW has secured new grant funding to sustain its efforts. Thus, 86% of LHLW partners 

strongly agreed or agreed that the program has made efforts to sustain itself over time.

Figure 24: Partner opinion on aspects of live Healthy, live Well contributing to organizational success 

(Responses are not mutually exclusive)

90%

Exchanging 

Info

67%

Collective 

Decision 

Making 67% 

Shared Mission 

and Goals

90%

Sharing 

Resources

62%

Informal 

Relationships

Created

62%

Meeting 

Regularly

67%

Bringing 

Together 

Diverse 

Stakeholders

Figure 23: Gauge displaying partner opinion on live Healthy, live Well’s success

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

Figure 25: Partnership capacity highlights 

Partners feel Live Healthy, Live Well can influence decisions 

made in the community. 

The leadership has a relationship with public officials who 

can help Live Healthy, Live Well 

Live Healthy, Live Well has made efforts to sustain itself over 

time.

48% 38% 5% 9%

62% 29% 9%

57% 33% 10%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

gy 

Agree Agree DisagreeKnow

gy 

Disagree

57% 33% 10%

52% 38% 10%

57% 33% 10%

47% 43% 10%

43% 43% 14%

29% 57% 9%5%

43% 48% 9%

52% 43% 5%

62% 29% 9%

24% 52% 14% 10%

48% 28% 19%5%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

57% 33% 10%

52% 38% 10%

57% 33% 10%

47% 43% 10%

43% 43% 14%

29% 57% 9%5%

43% 48% 9%

52% 43% 5%

24% 52% 14% 10%

48% 28% 19%5%

48% 38% 5% 9%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

57% 33% 10%

52% 38% 10%

47% 43% 10%

43% 43% 14%

29% 57% 9%5%

43% 48% 9%

52% 43% 5%

62% 29% 9%

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

Social Innovation for Missouri: Final Report 25

SIM Final Report: Putnam
Social Innovation for Missouri: Final Report 26

SIM Final Report: Putnam

Putnam County Good life 

Putnam County is a small, rural community located in north central Missouri. The target population of Putnam County Good Life 

was the entire county, which is a low income community where access to healthy foods, physical activity, and healthcare are 

limited. Putnam County Good Life worked to increase physical activity opportunities in their county, improve nutrition, as well 

as decrease tobacco use by increasing smokefree places. Milestones achieved by Putnam include park and trail improvements; 

increased access to new physical activity equipment; increased policy development resulting in smokefree businesses; and a 

new complete streets policy created and adopted for Unionville, the largest city in Putnam County. Table 4 on page 33 displays 

Putnam County’s project plan and progress towards SIM goals. Figure 26 below highlights the successes Putnam County Good Life 

achieved in the community. 

Project Plan Evaluation: 

� Putnam conducted outreach to businesses to promote smokefree workplaces, exceeding their project plan objective by 

helping 40 businesses to go smokefree.

� During the 3 years of SIM, Putnam improved the physical activity infrastructure of the community by making over 18 

improvements. Infrastructure improvements ranged from planting trees and placing benches in the park to creating new 

trails and installing new recreation or playground equipment. 

� Putnam County Good Life improved the physical activity environment by establishing a joint use agreement between the 

school and city for the newly constructed all-weather track, improved playground, and fitness center. 

� Putnam developed and implemented an education campaign on the importance of walkability and created enough 

momentum to successfully pass a complete streets policy for the City of Unionville.

� In year 3, Putnam County Good Life increased programming at the PC Café and Resource Center to promote use of the 

new built environment by offering a couch to 5K class, Relay for Life, walking school bus, and walking groups.

� Putnam developed a wellness policy for one childcare center to increase physical activity. 

� A worksite wellness policy supporting resources in the community was established at the Putnam County Memorial 

Hospital. The toolkit for establishing worksite wellness policies was also disseminated via the hospital’s website.

The Complete Streets Policy and Joint Use Agreement:

� As a result of SIM, Putnam County made sustainable community changes such as the implementation of a complete 

streets policy to improve the built environment and connectivity of the city of Unionville. These policies will allow for 

more biking and walking in the city. 

� Good Life also helped the school build an all-weather track and established a joint use agreement with the city so 

residents have access to exercise facilities year round.

Figure 26: Putnam County Good life community improvements

1

New 

Complete 

Streets Policy

1

New Joint Use 

Agreement for 

All-weather Track, 

Playground, & 

Fitnesss Center

40

New Smoke 

Free Businesses

12

Playground 

Improvements or 

New Equipment 

Installed

6

New Park 

Sidewalks

and Trails

23

New Pieces 

of Recreation 

and Fitness 

Equipment
Social Innovation for Missouri: Final Report 27

SIM Final Report: Putnam

Table 4: Putnam County Good life project plan objectives 

Objective Outputs Timeframe

1. Increase the number of places in Unionville 

that have tobacco free policies from 20 to 42.

•

•

•

•

•

Baseline community assessment completed & smokefree ordinance strategic 

plan developed. 

40 local businesses adopted smokefree policies. 

5 new smokefree amenities added in parks.

2 tobacco free signs posted in recreation areas.

21 smokefree bingo nights held.

Year 1-3 

2. Increase the number of infrastructure 

enhancements or improvements to 

walkability, bikability, and access to 

recreational facilities from 8 to 18.

•

•

•

•

•

•

•

•

•

•

•

Baseline System of Observing Play And Recreation in Communities (SOPARC) 

data collected.

1 master park plan developed and approved.

4 trailheads installed; 10 trail signs posted.

3 new pieces of playground equipment installed in McCalment Park.

18 pieces of recreation equipment installed in parks and schools.

5 new fitness machines purchased for the school district.

6 new sidewalks and/or trails installed in Unionville.

2 pedestrian safety lights installed in the park.

22 trees planted in the park.

4 bleachers, 1 rest room, and 10 benches installed in the park.

42 new parking spaces and 2 bike racks installed at the park.

Year 1-3

3. Pass a complete streets policy in the city of 

Unionville.

•

•

•

•

•

1 walkability audit completed.

2 livable streets videos made to promote complete streets.

Education campaign exposed community members to messaging through 

newspaper articles/press releases, flyers, postcards, media spots, billboards, 

social media, community events, and promotional items.

1 complete streets policy created & adopted.

1 streets improvement project including new curbing, guttering, culvert, and 

ADA accessible ramps completed.

Year 1-3

4. Increase the number of joint use agreements 

in place for the all-weather track from 0 to 1. 

Make an addendum to the original joint use 

agreement to include the fitness center and 

playground.

•

•

•

•

10 meetings with school officials.

1 joint use agreement drafted & adopted.

2 new pieces of playground equipment, a concrete perimeter, and tire chips 

installed in the PCR-1 school playground.

1 addendum to the joint use agreement made in 2013 to include the school 

playground and fitness center. 

Year 2-3

5. Collaborate with the PC Café Resource Center 

to increase the number of programming 

options, which support use of the built 

environment, from 0 to 4.

•	

•	

•	

•	

•	

•	

•	

1 MOU established between Putnam County Good Life and the PC Café and 

Resource Center for a staff member to assist with SIM program activities.

6 walking groups established.

8 couch to 5K classes held.

1 Relay for Life event held at the new park facilities.

47 people participated in the walking school bus.

65 media spots promoted PC Café and Resource Center programming options. 

71 built environment improvement advertisements.

Year 2-3

6. Increase the number of childcare centers 

that require physical activity through their 

wellness policy from 0 to 1. 

•	

•	

1 childcare center wellness policy with a physical activity component 

developed. 

5 pieces of playground equipment installed at childcare center.

Year 3

7. Increase the number of sites that are 

emphasizing nutritious options from 0 to 4.

•	

•	

•	

MOU established with Putnam County Memorial Hospital to promote healthy 

menu options and healthy food samples at grocery stores.

8 new healthy food displays or samples at grocery stores.

20 new healthy choices offered at 2 local restaurants. 

Year 3

8. Increase the number of model worksite 

wellness policies and supporting resources in 

the community from 0 to 6.

•	

•	

1 worksite wellness policy implemented at Putnam County Memorial Hospital.

5 wellness classes offered; 102 attended classes.

Year 3
Social Innovation for Missouri: Final Report 28

SIM Final Report: Putnam

Collaboration and Partnership Diversity

Putnam County engaged stakeholders from multiple sectors such as education, government, and nonprofit organizations to 

accomplish several milestones related to increasing physical activity and decreasing tobacco use. The most represented sector in 

Putnam’s network was government organizations. The majority of Putnam County Good Life partners reported being fully linked, 

meaning they collaborated as a formal team, mutually planned and shared resources to accomplish goals. Figure 27 below shows 

the Putnam County Good Life partnership collaboration network in year 3. The gears in Figure 28 display each sector engaged by 

Putnam County Good Life and their level of representation within the organization.

Collaboration: Characteristics of Note 

� The percentage of partners reporting fully linked, 

the strongest type of relationship, increased 

over the 3 years of SIM. In 2013, 58% of partners 

reported being fully linked, compared to 31% of 

partners in 2012, and 49% in 2011. 

� In year 3, the most common level of collaboration 

was fully linked (58%). For 15% of connections, 

partners indicated that they coordinated 

with each other, and 26% indicated that they 

cooperated.

� Individual partners actively collaborated with 

an average of 9 other partners. This was slightly 

lower than previous years when partners 

reported collaboration with an average of 10 and 

11 partners in year 1 and 2, respectively. 

 = Business = Education = Government = Medical = Nonprofit 

Smkbstrs

PC Cafe Putnam Schools

 

Unionville

Unionville

Frmrs Bnk

Park Brd

PC Cafe

Pref Fam Hlth Care

Health Dept

Mem Hosp

UM Ext

Health Dept

Health Dept

Figure 27: Putnam County Good life’s collaboration network in 2013

Sector Engagement:

� The largest sector in the Putnam County Good 

Life network was government. Forty-three 

percent of partners represented this sector. 

Government was consistently highly represented 

across all 3 years.

� Putnam County Good Life engaged a diverse 

group of partners and worked collaboratively to 

make community changes. Several other sectors 

were engaged in Putnam County Good Life such 

as education and non-profits. 

Figure 28: Gears representing the percentage of partners from each sector

43%

21%

21%

7%

7%
Social Innovation for Missouri: Final Report 29

SIM Final Report: Putnam

Putnam County Good life Success and Partnership Capacity

Partners indicated that they thought Putnam County Good Life was very successful at reaching its tobacco control and obesity 

prevention goals and that many different aspects contributed to this success such as bringing together diverse stakeholders 

and meeting regularly. Partners also indicated that Good Life can influence decisions made within the community. Figures 29-31 

below display partner opinions on the program’s success and capacity within the community.

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

Figure 29: Gauge displaying partner opinion on Putnam County Good life’s success

Figure 30: Partner opinion on aspects of Putnam County Good life contributing to organizational success 

 (Responses are not mutually exclusive)

86%

86%

14%

14%

79%

79%

21%

21%

29% 57% 7% 7%

7%

7%

7%

64% 36%

93%

57% 36%

36% 57%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

86%

86%

14%

14%

79%

79%

79%

21%

21%

21%

71% 29%

29% 57% 7% 7%

7%

7%

7%

64% 36%

93%

57% 36%

36% 57%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

86%

86%

14%

14%

79%

79%

79%

79%

21%

21%

21%

21%

29% 57% 7% 7%

7%

7%

7%

64% 36%

93%

57% 36%

36% 57%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

What aspects of the organization contribute to this success?

2

93%

Meeting 

Regularly

93% 

Bringing Together 

Diverse Stakeholders

79%

Informal 

Relationships

86%

Having a Shared 

Mission & Goals 

71% 0%Collective 

Decision 

Making

79%

Sharing 

Resources

79%

Exchanging 

Info

Avg 4

54 deg

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

Figure 31: Partnership capacity highlights

Partners feel Putnam County Good Life can influence decisions 

made in the community. 

The leadership has a relationship with public officials who can help 

Putnam County Good Life. 

Putnam County Good Life has made efforts to sustain itself over 

time.

79% 21%

79% 21%

71% 29%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Partnership Capacity: Characteristics of Note 

� Putnam County adopted a complete streets policy developed by Putnam County Good Life. All partners either agreed or 

strongly agreed that Putnam County Good Life can influence decisions made in the community.

� Putnam County Good Life has 3 partners from the city council, thus all partners agreed or strongly agreed that Putnam 

County Good Life has a relationship with public officials who can help their program.

� Although SIM is ending, all partners agreed or strongly agreed that Putnam County Good Life has made efforts to 

sustain itself. 

Social Innovation for Missouri: Final Report 31

SIM Final Report: SCIPP
Social Innovation for Missouri: Final Report 32

SIM Final Report: SCIPP

Schools and Communities in Partnership Project

The Schools and Communities in Partnership Project (SCIPP) was a school based SIM initiative in the Jennings School District 

(JSD) located in North St. Louis County. The Jennings School District is in an under-served community disproportionately 

affected by obesity and poverty. St. Louis University and the Jennings School District partnered to implement a school based 

program to improve the health and wellness of children in the district by increasing fruit and vegetable intake, increasing 

physical activity, and preventing tobacco use. Table 5 on page 39 outlines SCIPP’s project plan and progress towards those 

objectives. Figure 32 below highlights SCIPP’s success and improvements made in the Jennings School District.

Figure 32: SCIPP improvements in the Jennings School District 

The school wellness policy:

� Removed sweetened beverages from vending machines and required additional fruit and vegetable servings and 

less fat in school meals.

� Increased physical activity opportunities for students.

� Implemented new, culturally sensitive tobacco education and prevention curriculum.

Project Plan Evaluation:

� SCIPP formed a health and wellness committee as well as 4 community task forces to create and oversee the 

improved health and wellness policy. SCIPP then developed and passed a School Wellness Policy based on the JSD’s 

community needs. 

� All 8 of JSD’s schools discontinued sweetened beverages such as soda and sports drinks in vending machines.

� Of the 6 schools implementing the SPARK physical education program, 66% reported increased physical activity 

levels among students.

� All 8 of JSD’s schools implemented new, culturally sensitive tobacco education and prevention curriculum.

� All 8 of JSD’s schools started cafeteria garden bars with colorful plates for easy access to fruit & vegetable choices for 

students.

� Students selected or were served significantly fewer calories (54.51kcal) on average after implementation of the 

wellness policy. Caloric intake also decreased by 118.1calories among JSD students in year 2 compared to year 1. 

� The percentage of calories from fat in food selected or served to students significantly decreased from 34.2% in year 1 

to 31.7% in year 2. Also, caloric intake from fat decreased from 36.4% in year 1 to 34.5% in year 2.

� Students being physically active in PE class increased from 41.3% in year 1 to 56.1% in year 2.

1

New School Wellness 

Policy: Includes Tobacco, 

Obesity, & Physical 

Activity Components 

9

New Pieces of

 Fitness Equipment

150

New Tobacco 

Free Signs

2600

Students Aected 

in JSD

1

New School

 Garden
Social Innovation for Missouri: Final Report 33

SIM Final Report: SCIPP

Table 5: SCIPP project plan objectives 

Objective Outputs Timeframe

1. Form a strong JSD Health and Wellness Policy Committee with 

appropriate district and community representation. 

•	

•	

•	

Health & Wellness Policy Committee formed.

3 Committee meetings held.

Wellness Coordinator hired.

Year 1

2. Create 4 School-Community Wellness Task Forces to oversee 

health and wellness activities and implementation of Wellness 

policy.

•	 4 task forces formed. Year 1

3. Create and distribute the SCIPP Charter to assist Task Forces in 

aligning their activities with the goals of SCIPP.

•	 Efforts redirected to SCIPP Charter presentation at JSD Health & 

Wellness Summit.

Year 1

4. Assess JSD student fruit & vegetable intake, physical activity 

levels, & tobacco use/exposure to establish baseline and 

inform policy development.

•	

•	

•	

Nutrition, physical activity, and tobacco policies reviewed.

Student tobacco survey completed.

3 days of fruit/vegetable consumption observations completed. 

Year 1

5. Assess the local environment around 4 schools with respect to 

resources for & barriers to obtaining fresh fruits & vegetables, 

participating in physical activity, & eliminating exposure to 

tobacco among students.

•	

•	

School & community environment assessment completed.

School/community report cards completed.

Year 1

6. Provide professional development to JSD staff in the areas 

of physical activity, dietary guidelines & best practices, 

evaluation, & data collection. 

•	

•	

Staff trained for Presidential physical fitness assessments.

2 PE teachers trained on for PE participation & noncompetitive 

physical activity.

Year 1

7. Draft a new, comprehensive, evidence-based JSD Health & 

Wellness Policy, present to the JSD Board of Education, & 

disseminate the policy.

•	

•	

New physical activity, nutrition, and tobacco policies drafted 

and presented to Board of Education.

New wellness policies approved by Board of Education.

Year 1

8. Host School-Community Wellness Task Force Planning Summit 

& create action plans for implementation of Task Force 

activities.

•	

•	

1 School-Community Wellness Task Force Planning Summit 

held. 

3 Action plans developed & implemented.

Year 1

9. Determine the increases in physical activity levels, fruit & 

vegetable intake, reductions in tobacco exposure among JSD 

students, & changes in tobacco beliefs/attitudes

•	

•	

Students being active in PE class increased from 41.3% to 

56.1%.

118.4 fewer calories consumed by students in year 2 than in 

year 1.

Year 2

10. Sustain the increases in physical activity levels, fruit & 

vegetable intake, & reductions in tobacco exposure among 

JSD students through a process of quality improvement, 

cost analysis, & seeking of durable long term funding. The 

position of Health & Wellness Coordinator will transition from a 

contracted position to a permanent JSD staff member.

Due to financial struggles in the school district, the Health & 

Wellness Coordinator position could not be continued past the 2 

years of SIM funding.

Year 1

11. Provide at least one serving each of fresh fruits & fresh 

vegetables to JSD students during each school breakfast, 

during each school lunch, & during after school programs.

•	

•	

•	

•	

•	

1 nutrition environmental audit completed.

17 meal assessments at 3 schools completed.

1 school garden established at Fairview School

8 schools provided with easy to access salad bars & colorful 

plates for children.

2 schools reported increased vegetable consumption; 3 schools 

reported increased fruit consumption.

Year 1

Year 2-3

12. Reduce access to less healthy, obesogenic foods and 

beverages among JSD students

•	

•	

•	

All 8 JSD schools removed access to sweetened beverages such 

as soda and sports drinks.

All 8 JSD schools reduced proportions of fat and simple sugars 

in breakfast & lunch meals.

6 JSD schools reported lower fat consumption by students.

Year 1-3

13. Increase physical activity opportunities for JSD students during 

the school day.

•	

•	

•	

•	

6 schools implemented the SPARK fitness program.

9 pieces of fitness equipment purchased for JSD schools. 

335 students participated in community programs available for 

physical activity opportunities.

4 schools reported increased student activity levels.

 Year 1-3

14. Implement strong tobacco policies, provide tobacco 

prevention best practices, & create linkages to tobacco 

cessation resources to JSD students, staff, & parents.

•	

•	

•	

1 tobacco exposure environmental audit completed.

8 JSD schools taught new tobacco curriculum.

150 new tobacco free signs posted in district.

Year 1

Year 2-3
Social Innovation for Missouri: Final Report 34

SIM Final Report: SCIPP

Collaboration and Partnership Diversity

SCIPP engaged stakeholders from multiple sectors such as education, government, and nonprofit organizations to 

accomplish several milestones in increasing physical activity and decreasing tobacco use in the Jennings School District. The 

majority of partners reported cooperation with each other, as defined by working together to achieve common goals. Figure 

33 below shows SCIPP’s partnership collaboration network in year 3. The gears in Figure 34 show the diverse sectors engaged 

by SCIPP and their representation within the organizations partnerships. 

Collaboration: Characteristics of Note 

� As SIM funding ended, the average number 

of partners each partner collaborated with 

decreased. Although collaboration decreased 

in year 3, the peak in partners collaborating 

occurred in year 2, when the school wellness 

policy was implemented. 

� The most common level of collaboration was 

cooperation (39%). For 20% of connections, 

partners indicated that they coordinated with 

each other and 39% of connections were 

partners who noted they were fully linked. 

� Partners that reported the strongest type of 

relationship (fully linked) decreased during 

the 3 years of SIM. In year 3, 39% of partners 

reported being fully linked compared to 52% 

in year 2 and 55% in year 1.

ALA

ALA

HopeBUILD

Jnngs City Coun

Jnngs City Coun Jnngs Schls

Jnngs Schls

Jnngs Schls

Jnngs Schls

Jnngs Schls

Jnngs Schls

Oasis

Oasis

SLU

Transtria

Figure 33: SCIPP’s collaboration network in 2013

 = Business = Medical = Nonprofit = Education = Government 

Sector Engagement: 

� Since SCIPP worked with the Jennings School 

District to improve community health, the 

largest sector in the network is education with 

40% of partners representing this sector. 

� Although SCIPP engaged mostly education 

stakeholders, the program managed to 

incorporate a diverse range of sectors such 

as nonprofit and government organizations, 

which are also represented among partners.

Figure 34: Gears representing the percentage of partners from each sector

40%

33%

7%

13%

7%
Social Innovation for Missouri: Final Report 35

SIM Final Report: SCIPP

Partners feel SCIPP can influence decisions made in the 

community. 

The leadership has a relationship with public officials who can 

help SCIPP. 

SCIPP has made efforts to sustain itself over time. 20% 60% 20%

30% 50% 10% 10%

50% 40% 10%

Figure 37: Partnership capacity highlights Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Partnership Capacity: Characteristics of Note 

� 90% of partners either agreed or strongly agreed that SCIPP can influence decisions made in the community.

� SCIPP has 2 city council members in their collaboration network. Thus, 80% of SCIPP partners agreed or strongly agreed 

that SCIPP had a relationship with public officials who can help SCIPP.

� Although SIM funding ceased, 80% of SCIPP partners agreed or strongly agreed that SCIPP has made efforts to sustain 

itself over time. This possibly represents the sustained affects of the health and wellness policy SCIPP developed and 

implemented in JSD.

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

20% 40% 30% 10%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

10% 50% 20% 20%

20% 40% 30% 10%

20% 60% 20%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

70% 20% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

SCIPP’s Success and Partnership Capacity

SCIPP partners indicated that they thought the organization was successful at achieving its tobacco control and obesity 

prevention goals and that aspects such as collective decision making and having a shared mission and goals contributed to this 

success. Most partners either agreed or strongly agreed that SCIPP can influence decisions made in the community. Figures 35-37 

below display partner opinions on the programs success and capacity within the community.

Figure 36: Partner opinion on aspects contributing to SCIPP’s organizational success 

 (Responses are not mutually exclusive)

75%

Exchanging 

Info

88%

Collective 

Decision 

Making 88% 

Shared Mission 

and Goals

75%

Meeting 

Regularly

63%

Sharing 

Resources

63%

Informal 

Relationships

Created

75%

Bringing 

Together 

Diverse 

Stakeholders

Figure 35: Gauge displaying partner opinion on SCIPP’s success

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

Social Innovation for Missouri: Final Report 37

SIM Final Report: St. Joseph

S t . J o e

e a t h e a l t h y | g e t m o v i n g | b r e a t h e c l e a n a i r
Social Innovation for Missouri: Final Report 38

SIM Final Report: St. Joseph

St. Joseph is a small urban community located in northwest Missouri. Live Well St. Joe (LWSJ) worked to improve health in the 

community though improving access to healthy foods, changing community attitudes regarding policy changes, and working to 

shape policies that promote health. LWSJ partnered with the community to increase nutrition education and access to healthy 

foods by creating school community gardens. In addition, LWSJ implemented events to promote physical activity and also passed 

a measure to install bike lanes through a main section of town. LWSJ had success with multiple smoking cessation classes for 

community members and with increasing the quit rate. Table 6 on page 45 outlines LWSJ’s project plan and progress towards SIM 

objectives. Figure 38 below highlights LWSJ’s achievements within the St. Joseph community. 

School Gardens and Built Environment Improvements: 

� LWSJ worked to improve community health by establishing 6 new school gardens and improving nutrition curriculum to 

educate youth on healthy eating. 

� Over the 3 years of SIM, 8 miles of new trail were constructed and a bike lane policy was adopted to improve the physical 

activity environment in St. Joseph. 

Project Plan Evaluation: 

� Live Well St. Joe met their specific goal to increase the number of school gardens by establishing 6 new school gardens. 

� Two schools adopted policies to support healthy eating and active living. Also two schools adopted the Active and 

Healthy School model.

� LWSJ worked to increase and promote physical activity opportunities by offering various running, walking, and cycling 

events and implementing built environment improvements. 

� Three trails were improved during SIM with a total of 8 miles of new trail constructed for community use. 

� LWSJ provided 40 smoking cessation classes during SIM with a 53% quit rate among cessation class participants.

� LWSJ made efforts to educate the public about the dangers of secondhand smoke via a pro-tobacco control and clean air 

media campaign which included billboards, television, and radio advertisements. The City of St. Joseph passed a citywide 

indoor smokefree policy in April 2014.

� A bike lane plan was developed and 1.5 miles of bike lane was striped in St. Joseph to increase connectivity and physical 

activity opportunities for the community. 

Figure 38: lWSJ community improvements

40

Tobacco 

Cessation 

Classes

49

Community 

Walk/ Bike 

Events

8

Miles of New 

Trail 

Constructed

1

Kickball Field 

Improved

6

New School

 Gardens

1

New Bike Lane 

Policy

 Family Nutrition 

& Wellness 

Classes 

40

1

Citywide Indoor 

Smokefree Policy 

Implemented
Social Innovation for Missouri: Final Report 39

SIM Final Report: St. Joseph

Table 6: live Well St. Joe project plan objectives 

Objective Outputs Timeframe

1. Increase (from 0 to 6) the number of school-based gardens 

providing access to fresh produce for students & their families. 

Increase consumption of fresh fruits and vegetables.

•	 6 school gardens built. Year 1-3

2. Increase (from 1 to 3) the number of schools with organized 

healthy eating, active living programming for children & 

families.

•	

•	

40 family education nights held at 4 schools; 889 attended.

2 All Star fitness rallies held; 63 teachers attended.

Year 1-3

3. Increase the number of school buildings with policies and/or 

activities that support physical activity & healthy food choices 

from 1 to 4.

•	

•	

3 physical activity policy meetings held. 

2 schools adopted the Active and Healthy School model.

Year 1-3

4. Complete 2 school site infrastructure improvements that 

improve access to the built environment & improve recreation 

options.

•	

•	

•	

1 kickball field improved.

Treadmills purchased and installed at Benton High School.

Project Fitness America physical activity equipment & walking 

track made available for public use. 

Year 1-3

5. Increase the number of built environment education and 

promotion initiatives from 0 to 6.

•	

•	

•	

49 community run/walk/bike events held.

1,064 “likes” on facebook posts.

5 St. Joseph Press newspaper media exposures for built 

environment improvements; 26,015 newspaper circulation.

Year 1-3

6. Implement a policy regarding smokefree parks and trails. •	

•	

•	

1 smokefree workshop held.

1 trail made smokefree.

Efforts redirected in year 2.

Year 1

7. Complete 3 infrastructure improvements that improve access 

to the built environment at public parks and the hike/bike trail.

•	

•	

3 trails improved; 8 miles of new trail installed.

1 event held promoting parks/trails; 117 attended.

Year 1-3

8. By 2014, a Bike Lane plan will be developed and implemented. •	

•	

1 policy to build bike lanes developed and approved.

1.5 miles of new bike lanes built.

Year 2-3

9. Increase the number of smokefree restaurants from 56% 

to 100% and the number of work places, who implement 

work place policies and/or activities that support smokefree 

environments, from 43% to 100%.

•	

•	

•	

•	

•	

•	

1 indoor smokefree policy passed for St. Joseph.

39 youth tobacco prevention events.

93 community events or presentations for tobacco education.

16 worksites with cessation services & smokefree policies. 

Tobacco education media included television, radio, & 

billboards.

26 letters to the editor written and 5 T.V. or radio earned media 

exposures promoted smokefree environments.

Year 1-3

10. Increase access to cessation services from 0 to 30 programs 

over the 2-year grant period.

•	

•	

•	

41 cessation classes held; 404 attended and 216 quit smoking.

363 calls to MoQuit Line in years 1-2.

2 trainings held for Freedom From Smoking class facilitators.

Year 1-3

11. Develop a program that brings fresh produce and healthy 

food choices to low-income neighborhoods west of 22nd 

street via the convenience store and small grocer markets or a 

mobile pantry.

•	

•	

•	

•	

•	

•	

Efforts were redirected in year 3 due to a lack of buy in from 

grocers and businesses. 

Efforts to develop a mobile food pantry were redirected to 

work with Second Harvest on Super Food Fairs. 

6 Super Food Fairs; 520 people attended. 

3,277 lbs of food distributed at Super Food Fairs 

1 Second Harvest garden expanded.

12 additional gardens pledged to donate produce to Second 

Harvest.

Year 1-3

12. Maintain the HEAL program by releasing 2011 Call for Heal 

proposals and accepting the proposals that fit the criteria. 

•	 11 Heal Projects that support SIM goals funded throughout 

the grant period. 

Year 1-3
Social Innovation for Missouri: Final Report 40

SIM Final Report: St. Joseph

Collaboration and Partnership Diversity

Throughout SIM, LWSJ worked with several partners. In year 3, the partnership network had an increase in the average number 

of partners reporting active collaboration. In addition, the number of partners reporting the highest level of collaboration, fully 

linked, increased in year 3. The majority of LWSJ partners represented nonprofit organizations and government organizations in 

the third year. Figure 39 below displays LWSJ’s year 3 SIM partnership collaboration network. The gears in Figure 40 display the 

sectors engaged in LWSJ’s work and their level of representation within the network.

Collaboration: Characteristics of Note 

� The average number of LWSJ partners actively 

collaborating (cooperation, coordination, or fully 

linked) increased between year 2 and year 3. 

� In year 3, individual partners actively collaborated 

with an average of 14 other partners related to 

tobacco control and obesity prevention, compared 

to 7 of 15 in year 2, and 17 of 24 in year 1. 

� The most common level of collaboration was fully 

linked; which accounted for 59% of connections. 

The level of collaboration between partners 

increased over the 3 years of SIM. Thirty-eight 

percent and 35% of partners indicated that they 

were fully linked in year 1 and year 2, respectively.

StJ Pb Wrks Trns

StJ Pb Wrks Trns

Cln Air StJ

Hrtlnd Fndtn

Hrtlnd Fndtn

MDHSS

SJHD

SJHD

SJPrksDept

Yth Ally 

Hrtlnd Hlth

Yth Ally 

Second Harvest

FaithBasedCoord

StJ Safety Council

Figure 39: lWSJ’s collaboration network in 2013

= Government = Medical = Nonprofit 

Figure 40: Gears representing the percentage of partners from each sector

Sector Engagement:

� The largest sector represented in the year 3 LWSJ 

network was nonprofit. Government and medical 

sectors were the most represented in year 2 and 

year 1, respectively. 

� In year 1, LWSJ engaged diverse sectors such as 

education and multiple partners from the medical 

sector. As the network matured and the number of 

sectors in the network condensed, collaboration 

increased. In year 3, the most represented sectors 

were nonprofit and government and 14 out of 15 

partners reported active collaboration between 

partners. 

53%

40%

7%
Social Innovation for Missouri: Final Report 41

SIM Final Report: St. Joseph

LWSJ partners indicated that they thought the organization was successful at reaching their goals and that different aspects such 

as meeting regularly and exchanging information contributed to this success. All partners also agreed or strongly agreed that 

LWSJ influenced decisions made in the community. Figures 41-43 below display partner opinions on the program’s success and 

capacity within the community.

Figure 43: Partnership capacity highlights

Partners feel LWSJ can influence decisions made in the 

community. 

The leadership has a relationship with public officials who can 

help LWSJ. 

LWSJ has made efforts to sustain itself over time. 20% 53% 13% 7% 7%

40% 60%

67% 27% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Partnership Capacity: Characteristics of Note 

� LWSJ worked in the community to develop a bike lane policy and a smokefree policy for St. Joseph. Thus, 94% LWSJ 

partners either agreed or strongly agreed that the organization influenced decisions made in the community.

� 100% of LWSJ partners agreed or strongly agreed that LWSJ leadership had a relationship with public officials who can 

help Live Well St. Joe.

� 73% of partners agreed or strongly agreed that LWSJ has made efforts to sustain itself over time. 

40% 53% 6%

67% 27% 6%

53% 40% 6%

67% 33%

27% 67% 6%

47% 47% 6%

27% 67% 6%

40% 60%

27% 67% 6%

27% 47% 20% 6%

13% 53% 27% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

40% 53% 6%

67% 27% 6%

53% 40% 6%

67% 33%

27% 67% 6%

47% 47% 6%

27% 67% 6%

27% 67% 6%

27% 47% 20% 6%

20% 53% 13% 7% 7%

13% 53% 27% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

40% 53% 6%

53% 40% 6%

67% 33%

27% 67% 6%

47% 47% 6%

27% 67% 6%

40% 60%

27% 67% 6%

27% 47% 20% 6%

20% 53% 13% 7% 7%

13% 53% 27% 6%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Figure 42: Partner opinion on the aspects of live Well St. Joe contributing to organizational success 

 (Responses are not mutually exclusive)

What aspects of the organization contribute to this success?

80%

Meeting 

Regularly

80%

Exchanging 

Info

73%

Collective 

Decision 

Making

73%

Sharing 

Resources 73% 

Shared Mission 

and Goals

60%

Informal 

Relationships

60%

Bringing 

Together 

Diverse 

Stakeholders

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

Figure 41: Gauge displaying partner opinion of lWSJ’s success

Avg 3.26

 81.36 deg

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

Social Innovation for Missouri: Final Report 43

SIM Final Report: Springfield
Social Innovation for Missouri: Final Report 44

SIM Final Report: Springfield

Healthy living alliance 

The Healthy Living Alliance (HLA) was a collaboration with the Ozarks Regional YMCA that worked with community 

organizations in Springfield in order to increase physical activity opportunities, healthy food access, and access to smoking 

cessation services. The areas of the community targeted by the SIM grant included the local schools and worksites located 

in a low income area of Springfield that is disproportionately affected by obesity and poverty. Through collaboration with 

organizations from a diverse group of sectors, HLA worked to improve the health of their community through policy change 

that improved access and the built environment in Springfield. Table 7 on page 51 outlines HLA’s project plan and progress 

toward SIM objectives. Figure 44 below highlights HLA’s successes within the community. 

Increased Access to Physical Activity and Healthy Food:

� HLA made built environment and policy improvements within the community in order to have a lasting impact on 

community health. 

� HLA installed garden bars in 2 local schools to increase fruit and vegetable consumption, which affected 486 students. 

� HLA established a birthday celebration policy at one local school to increase physical activity and decrease consumption 

of sugary foods. 

� Over 100 nutrition or physical activity classes were held and promoted by HLA and its partners.

Project Plan Evaluation: 

� HLA worked with 12 schools and worksites to increase access to healthy food. 1,376 lbs of produce were distributed and 

all sites began displaying nutritional information in their establishments. HLA also installed garden bars in 2 school sites 

and improved or renovated 4 school/community gardens to increase access to healthy food. 

� HLA conducted a needs assessment to inform the implementation of the new complete streets policy, started 6 active 

transportation sites, and 3 walking school buses to promote active living. 

� Six schools and worksites adopted or strengthened a wellness policy to support healthy eating, active living, and 

smokefree environments. 

� HLA conducted a smokefree environment public awareness campaign and helped uphold the smokefree ordinance in 

Springfield. HLA also provided 31 new tobacco free signs that were posted in baseball parks, worksites, and schools.

� Access to smoking cessation resources was improved by linking the HLA website to smoking cessation sites and the 

distribution of 240 smoking cessation and Quitline materials. 

� Participation in physical activity, healthy eating, and smoking cessation family programming increased from 1,446 to 

3,641.

Figure 44: Hla improvements in Springfield 

12

New Nutrition 

Information 

Signs Posted

37

 Nutrition 

Classes 

Provided

4

 Improved or 

Renovated School/ 

Community 

Gardens

31

Tobacco Free 

Signs Posted

240

 Cessation or 

Quitline 

Materials 

Distributed

83

Physical Activity 

Classes Oered
Social Innovation for Missouri: Final Report 45

SIM Final Report: Springfield

Table 7: Healthy living alliance project plan objectives 

Objective Outputs Timeframe

1. Increase the number of sites with access to farm fresh 

food from 0-7 in year 1 & from 7-15 by end of grant 

year 2.

•

•

•

•

3 school Springfield Urban Agriculture Coalition partners.

1,376 lbs of produce distributed by the farm to site program in year 2.

4 farm to site events; 175 people attended.

4 school/community gardens improved or renovated.

Year 1-2 

2. Increase the number of sites with individualized 

nutrition information from 0-7 in year 1 & from 7-15 by 

end of grant year 2.

•

•

1,407 nutritional info flyers distributed.

12 sites displaying nutritional information posters.

Year 1-2

3. At least 50% of snacks in school vending machines 

will follow healthy snack guidelines as defined by the 

USDA.

•

•

•

17 Community Healthy Living Index (CHLI) assessments.

10 meetings held to discuss healthy snacks in schools.

2 new garden bars installed in schools; 486 students affected.

Year 1-2

4. Provide needs assessment to support implementation 

of the existing Complete Streets policy & increase 

connectivity of neighborhoods surrounding 15 schools 

& worksites.

•

•

•

1 walkability audit completed for Springfield Public Schools.

4 areas for connectivity improvement identified.

2 events held to promote active transportation. 

Year 1-2

5. Increase access & awareness of fifteen schools & 

worksites to active living by providing support, 

incentives, & memberships.

•

•

•

•

3 school assemblies and 1 bike rodeo held to promote bicycle/

pedestrian safety. 

6 school and worksites promoted active transportation; 

410 participated.

3 schools participated in walking school bus.

8 worksites purchased corporate YMCA membership for employees.

Year 1-2

6. Increase to 15 the number of schools and worksites 

that approve a policy change to support healthy 

eating, active living, & smokefree environments.

•

•

5 wellness policy development meetings held; 29 attended.

6 sites adopted or strengthened a health and wellness policy.

Year 1-2

7. Increase community support for tobacco free policies 

through a public awareness campaign.

•

•

2 tobacco free partner meetings held.

31 tobacco free signs posted in parks, schools, and worksites.

Year 1-2

8. Increase the number of individuals who utilize support 

groups and the Quitline at fifteen sites over two years.

•

•

•

•

HLA website linked to the Quitline website. 

240 Quitline/cessation materials distributed. 

5 tobacco cessation events; 96 people attended. 

2 smoking cessation classes offered year 1-2; 19 people attended.

Year 1-2

9. Increase the number of schools & worksites with a 

tobacco free policy, to include smoking near entrances 

or exits to buildings, by providing smokefree training 

& resources.

•

•

•

1 worksite tobacco free policy assessed.

3 partner sites supported a tobacco free policy including smoking 

near building entrances and exits.

1 tobacco free policy adopted at a worksite and tobacco free signage 

was provided by HLA.

Year 1-2

10. Increase residences with access to physical activity 

from 824 to 1,374.

•

•

•

•

•

1 new trail installed; 2,325 feet.

14 new LINK way finding signs posted.

4 bicycle aid stations installed.

280 additional residences within 1 mile of a trail.

1 Fresh Start Kids Park built with foursquare court and supplies 

at MO Hotel.

Year 3

11. Increase CHLI assessments at school sites from 5 to 11 

to support & strengthen Springfield Public Schools’ 

wellness policies.

•

•

3 additional school CHLI assessments completed. 

CHLI assessments will be completed at each school’s convenience.

Year 3

12. Increase participation in physical activity, healthy 

eating, and smoking cessation family programming 

from 1,446 to 3,660.

•

•

•

•

•

•

•

•

1 new food pantry established.

3 new pieces of cold food storage equipment purchased for 2 food 

pantries.

750 students with access to food pantry.

5 cessation classes provided in year 3; 25 people attended.

27 nutrition classes provided in year 1-2; 391 attended.

10 nutrition classes provided in year 3; 95 attended.

20 physical activity classes provided in year 1-2; 1,154 people 

attended. 

63 physical activity classes provided in year 3; 511 people attended.

Year 3

13. Increase capacity and partnerships of HLA from 21 key 

partners to 24 key partners.

• 8 new partners were added to the year 3 partnership network. Year 3
Social Innovation for Missouri: Final Report 46

SIM Final Report: Springfield

Collaboration and Partnership Diversity

HLA made it an organizational priority to develop a large partner network as well as engage multiple sectors in order to achieve 

SIM goals. The multiple sectors engaged served HLA by providing match dollars, hosting health fairs, helping advance policy 

change, and conducting community assessments. In year 3, HLA’s network added 8 new partners, and active collaboration 

between partners increased between year 2 and year 3. Figure 45 below shows HLA’s collaboration network in year 3. The gears in 

Figure 46 highlight the diverse sectors engaged by HLA and their level of representation within the network.

AHA

ALA

Burrell Behav Hlth

Chamber

City of Sprngd

City of Sprngd

City of Sprngd

Commty Partnership

Cox Hlth

HLA

HLA

JPS & Assoc

Mercy

MSU

MSU

UM-Ext

Ollis

Ozark Grnwys

Ozark PH

Ozarks Food Policy 

YMCA

YMCA

Safe Kids

City of Sprngd

Sprngd Schls

Sprngd Schls

Urban Ag

Sprngd HD

Sprngd HD

Sprngd HD

Sprngd Park Board

United Way

Urban Dist. Alliance

WIC

= Business = Education = Government = Medical 

= Nonprofit = Other Sector = Foundation/Funding Agency

Figure 45: Hla’s collaboration network in 2013

Collaboration: Characteristics of Note 

� The average number of partners actively 

collaborating increased between year 2 

and year 3 as additional partners joined 

the network. Individual partners actively 

collaborated with an average of 19 other 

partners in year 3. In year 2 partners 

collaborated with an average of 17 partners. 

� In year 3, 30% of partners reported being fully 

linked, the strongest type of relationship. In 

year 1, only 18% reported being fully linked.

� The most common level of collaboration was 

cooperation; which accounted for 40% of 

connections. 

Figure 46: Gears representing the percentage of partners from each sector

Sector Engagement:

� The largest sector in the HLA network was 

nonprofit with 32% of partners representing 

this sector. 

� Government organizations were also 

highly represented with 29% of partners 

representing this sector.

32%

29%

18%

6% 3%

6%

6%
Social Innovation for Missouri: Final Report 47

SIM Final Report: Springfield

Hla Success and Partnership Capacity

HLA partners indicated that they thought the organization was successful at reaching its tobacco control and obesity prevention 

goals and that many aspects contributed to this success such as bringing together diverse stakeholders and exchanging 

information. Also, most partners agreed or strongly agreed that HLA influenced decisions made in the community. Figures 47-49 

below display partner opinions on the program’s success and capacity within the community.

Figure 49: Partnership capacity highlights

Partners feel HLA can influence decisions made in the 

community. 

The leadership has a relationship with public officials who can 

help HLA. 

HLA has made efforts to sustain itself over time. 18% 62% 6% 15%

26% 62% 9%

3%

35% 59%

3%3%

Strongly 

Agree Agree Disagree

Don’t 

Know

Strongly 

Disagree

Partnership Capacity: Characteristics of Note 

� 94% of HLA partners agreed or strongly agreed that HLA influenced decisions made in the community.

� HLA had 29% of its partners from the government sector and several partners from local city councils. Thus, 88% of HLA 

partners agreed or strongly agreed that HLA had a relationship with public officials who can help the organization’s 

efforts.

� HLA expanded its network in year 3 to reach potential partners in order to find match funding and to continue SIM efforts. 

80% of HLA partners agreed or strongly agreed that HLA has made efforts to sustain itself over time.

41% 53% 6%

15% 65% 15% 6%

24% 56% 6% 15%

21% 65% 15%

50% 35% 6% 9%

26% 59% 6% 9%

35% 59%

3%3%

35% 53% 9%

3%

26% 62% 9%

3%

Strongly 

Agree 

41% 53% 6%

15% 65% 15% 6%

24% 56% 6% 15%

21% 65% 15%

50% 35% 6% 9%

26% 59% 6% 9%

18% 62% 6% 15%

32% 59% 6%

3%

35% 59%

3%3%

47% 47%

3%3%

35% 53% 9%

3%

Strongly 

Agree 

41% 53% 6%

15% 65% 15% 6%

24% 56% 6% 15%

21% 65% 15%

32% 59% 6%

3%

47% 47%

3%3%

3%

Figure 48: Partner opinion on aspects of Hla contributing to organizational success

 (Responses are not mutually exclusive)

79%

Exchanging 

Info

76%

Bringing 

Together 

Diverse 

Stakeholders

67%

Shared Mission 

and Goals

70%

Sharing 

Resources 70%

Informal 

Relationships

Created

70%

Meeting 

Regularly

42%

Collective 

Decision 

Making

Figure 47: Hla’s success gauge

Successful

Successful

Somewhat

Very

Successful

Successful Completely

Not

Successful

1=162 deg

2=126 deg

3=90 deg

4 =54

5= 18

70% 20% 10%

50% 40% 10%

50% 40% 10%

50% 40% 10%

40% 50% 10%

50% 40% 10%

30% 60% 10%

30% 60% 10%

30% 50% 10% 10%

10% 50% 20% 20%

Social Innovation for Missouri: Final Report 49

SIM Final Report

Conclusions 

SIM Grantees made great strides to improve their community’s health, however tobacco use and obesity continue to be the two 

leading causes of preventable death in the state and Missouri needs continued support for community health improvement work 

in the areas of tobacco control and obesity prevention. According to Americans for Nonsmokers’ Rights, only 22 communities 

in Missouri have a comprehensive indoor smokefree policy that includes all workplaces, bars, and restaurants; additionally, the 

state lacks a statewide indoor smokefree policy. As of February 2014, there are 24 complete streets policies in Missouri and more 

are necessary to improve the health of Missourians. SIM grantees engaged community partners from diverse sectors and had 

substantial success in the areas of: 

1. Built environment improvements to promote physical activity,

2. Smokefree policy adoption in individual businesses and/or restaurants.

3. Media education campaigns on wellness, smoking cessation, indoor air quality, and/or built environment improvements.

4. Increasing smoking cessation classes.

5. Implementing complete streets policies.

6. Developing partnerships across many sectors within the community.

Recommendations

Many high impact changes were made in SIM communities, however the work needs to continue in order to see improved health 

in Missourians. Based on the quantitative and qualitative evaluation findings, CPHSS makes the following recommendations for 

future grant programs like SIM:

� Continue to develop infrastructure for a coordinated approach to tobacco control and obesity reduction work in 

Missouri and consider providing grantees with tobacco and obesity integration strategies that are sensitive to the 

polarizing issue of tobacco control in Missouri. 

� Formalize grantee utilization of technical assistance early in the grant in order to insure strong policy development, 

assessment tool development, and data collection for grantee evaluations. 

� Tailor the TA offered to each grantee’s unique community needs for addressing policy change.

� Continue to encourage grantees to engage diverse sectors, especially education and government groups. Grantees 

with the most policies implemented and/or joint use agreements established engaged several government agencies 

and/or education institutions in their partnership networks. 

� Continue to focus efforts on adopting policies and built environment improvements that will create sustainable access 

and environmental changes to increase physical activity and smokefree places.

� Focus future tobacco control efforts on comprehensive and strong policies that create enforceable smokefree policies.

Social Innovation for Missouri: Final Report 51

SIM Final Report
Social Innovation for Missouri: Final Report 52

SIM Final Report

appendix a: logic Model Inputs FINANCIAL • Federal funding • MFH funding • Match funding

• In-kind contributions

HU

MAN RESOURCES

• 

• Subgrantees

• Funding Partners Council

• Community Partners

• Technical Assistance 

Contractors

• Evaluation Contractors

INFORMATION 

RESOURCES

• Obesity prevention and 

tobacco control science

• Evidence-based guidelines• Existing surveillance data

GRANT 

REQUIRE

MENTS

• Use of CHI model• Selection from menu of 

strategies

• Integration of tobacco 

control and obesity 

Activities

COMMUNIT Y HEALTH 

IMPROVEMENT (CHI) MODEL

Implementation of three domain areas prior to and during the implementation of subgrant activities: • Community Assessment

» Identify partnership opportunities» Determine community readiness

» Obtain local government support

• Community Capacity Building

» Educate stakeholders» Participate in and provide 

professional development 

opportunities

» Organize and brand community 

coalition or task force

• Technical Assistance

» Support Community Assessment and 

Capacity Building process

» Support implementation of 

subgrantee project plans

COMMUNIT Y-BASED INITIATIVES

Implementation of obesity prevention and tobacco control interventions selected from menu of strategies in three domain areas:• Policy and Economic Activities

» E.g., incentives for health food choices, 

school and worksite wellness policies, community-wide smokefree workplace 

policies 

• Access and Environment Activities

» 

labeling, access to facilities

• Community Engagement Activities

» E.g., awareness of quitline services, 

counter-marketing, community programming

Short-term Outcomes

(1-3 years)

NE T WORK

• Increased # and strength of multisector collaborations• Improved core competencies 

among SIM leaders

• Increased integration of tobacco 

control and obesity prevention 

• Leveraging of new and existing 

resources

• Progress towards elements of 

Collective Impact

• Successful achievement of project 

objectives

COMMUNIT Y

• Increased awareness of healthy 

eating, physical activity, and tobacco use

• Increased community support for 

changes and services

• Infrastructure and environment 

improvements

• Increased number of policies for 

healthy communities

• Increased access to services

Intermediate Outcomes

(4- 5 years)

NE T WORK

• Institutionalization of strategies in 

community organizations

• Sustained network of partners

• Increase in evidence of Collective 

Impact

COM

MUNIT Y

• Increased use of services• Increased healthy eating• Increased physical activity• Increased tobacco quit attempts

Long-term Outcomes

(5+ years)

COM

MUNIT Y

• Decreased tobacco use prevalence• Decreased obesity prevalence

E.g., other funding initiatives, state and national policy changes
Social Innovation for Missouri: Final Report 53

SIM Final Report

Primary Question Data Source 

1. What was the reach of the SIM Initiative?

a. What was the geographic reach of the program?

b. In what setting(s) was program implemented?

c. How many people were reached by the program?

• Grantee Interim Reports

2. To what extent did grantees achieve the objectives outlined in their project plans? • Grantee Interim Reports

3. To what extent was CHI implemented across grantees?

a. Presence and utilization of CHI components

i. Community assessment

ii. Community capacity-building

iii. Technical assistance (type and frequency)

b. What were the facilitators and barriers to implementing CHI?

•

•

•

•

Grantee Interim Reports 

Social Network Analysis 

Surveys 

Key Informant Interviews

Community Capacity 

Survey 

4. What were the primary outcomes of the CHI model?

a. How did CHI influence grantees’ capacity to implement strategies?

b. How did technical assistance influence grantees’ strategies?

c. How did CHI influence the formation and ongoing development of partner networks 

(i.e., coalitions)?

i. Diversity of Partners

ii. Frequency of Communication

iii. Strength of Collaboration

•

•

•

•

Core Competencies 

Checklist 

Interviews 

Social Network Analysis

Surveys 

Community Capacity 

Survey 

5.

6.

How was tobacco and obesity integrated in grantees’ efforts?

a. Roles and responsibilities

b. Implementation in settings

What were the benefits, if any, of an integrated approach?

a. Leveraging of political capital 

b. Cost efficiencies

•

•

•

Grantee Interim Reports

Key Informant Interviews 

Social Network Analysis

Surveys 

7. How have communities and public health outcomes

SIM Initiative?

a. Policy changes

b. Environment changes

c. Access to resources/services

 in communities changed because of the •

•

Grantee Interim Reports

Final Grantee Evaluation

Report 
Social Innovation for Missouri: Final Report 54

SIM Final Report

This survey was developed to help identify strengths and areas of growth in your work with [Program name]. This information will 

be used by Trailnet and Americans for Nonsmokers' Rights to tailor SIM trainings and technical assistance to meet your needs. 

The following questions ask about your experience with regard to specific skill areas. For each item below, please rank your 

current personal level of each skill on a scale from 1 to 5, with 1 being a low level of knowledge/skill and 5 being a high level of 

knowledge/skill. 

CHanGe PRoCeSS PlannInG low High

Assessing the baseline for tobacco issues in your community 1 2 3 4 5

Assessing the baseline for healthy eating issues in your community 1 2 3 4 5

Assessing the baseline for active living issues in your community 1 2 3 4 5

Researching and adapting evidence-based best-practices to a local context 1 2 3 4 5

Setting realistic goals, utilizing SMART objectives, and establishing key benchmarks 1 2 3 4 5

Creating a clear process timeline 1 2 3 4 5

Researching lessons-learned from other states and municipalities 1 2 3 4 5

Establishing partnerships across multiple campaigns when appropriate (e.g., tobacco and built environment) 1 2 3 4 5

Identifying fundraising needs 1 2 3 4 5

Incorporating fundraising strategies throughout your campaign to ensure financial sustainability 1 2 3 4 5

CoalITIon bUIlDInG low High

Identifying key stakeholders 1 2 3 4 5

Building and maintaining relationships 1 2 3 4 5

Identifying and working with the self-interest of stakeholders and volunteers 1 2 3 4 5

Developing and maintaining a database of supporters (including database platform, content, Freedom of 

Information Act considerations) 1 2 3 4 5

Attracting nontraditional coalition partners (business, government, etc.) 1 2 3 4 5

Attracting diverse coalition partners (racial, socio-economic, etc.) 1 2 3 4 5

Building a coalition around common vision, goals, and objectives 1 2 3 4 5

Clearly articulating projects vision, goals, and objectives 1 2 3 4 5

Developing deal-breakers and obtaining commitment from partners 1 2 3 4 5

Attracting, mobilizing, and sustaining volunteers 1 2 3 4 5

Training and empowering volunteers to assume leadership roles

Understanding of community-led grassroots methodology

1 2 3 4 5

1 2 3 4 5

FaCIlITaTIon low High

Facilitating the development of collaborative community vision and values 1 2 3 4 5

Leading coalition meetings that are professional, but also encourage creativity and foster excitement 1 2 3 4 5

Establishing a process and framework for group decision-making 1 2 3 4 5

Supporting and facilitating efficient group-decision making 1 2 3 4 5

Building consensus 1 2 3 4 5

Mediating conflict 1 2 3 4 5

Delegating tasks to coalition members and managing the process to ensure tasks are completed 1 2 3 4 5

Knowing when to lead and knowing when to delegate 1 2 3 4 5

Fostering inclusivity of diverse opinions, views, partisans, populations, and beliefs 1 2 3 4 5

Respecting different opinions and ideas 1 2 3 4 5

Enforcing agreed-upon deal-breakers 1 2 3 4 5
Social Innovation for Missouri: Final Report 55

SIM Final Report

CoMMUnICaTIonS / SoCIal MaRKeTInG low High

Analyzing and articulating the problem - tobacco issues 1 2 3 4 5

Analyzing and articulating the problem - healthy eating issues 1 2 3 4 5

Analyzing and articulating the problem - active living issues 1 2 3 4 5

Ability to quote from documented, reliable sources 1 2 3 4 5

Technical knowledge and skills -- understanding a wide range of communications media, including listservs, 

print media, radio, TV, Facebook, Twitter, YouTube, etc.) 1 2 3 4 5

Educating coalition leaders broadly and deeply on the issues 1 2 3 4 5

Managing internal communications process - communicating with the coalition 1 2 3 4 5

Educating community stakeholders broadly and deeply on the issues 1 2 3 4 5

Managing external communications process - communicating with the public 1 2 3 4 5

Identifying effective messages based on best-practices 1 2 3 4 5

Understand constituent groups and tailor messages appropriately, including cultural competency 1 2 3 4 5

Delivering key messages - public speaking 1 2 3 4 5

Delivering key messages - working with the media 1 2 3 4 5

Identifying and training effective messengers for the campaign 1 2 3 4 5

Estimating the potential impact of target strategies -- such as policies, environmental changes, or programs 

-- across several criteria (health, economic, etc.) and communicating in clear language 1 2 3 4 5

Understanding and capitalizing on the value of community dialogue, even when it appears to be negative. 1 2 3 4 5

PolICY aDVoCaCY low High

Knowledge of smoke-free and other tobacco policy best-practices 1 2 3 4 5

Knowledge of healthy eating policy best-practices 1 2 3 4 5

Knowledge of active living policy best-practices 1 2 3 4 5

Knowledge of existing local, regional, and state laws 1 2 3 4 5

Knowledge of local and regional policy process 1 2 3 4 5

Campaign planning and strategy 1 2 3 4 5

Understanding of protocol and timing for approaching elected officials 1 2 3 4 5

Understanding of preemption as a potential threat to your advocacy work 1 2 3 4 5

Identifying your opponents and their weaknesses 1 2 3 4 5

Understanding definition of “lobbying” and how it relates to your campaign activities (e.g., what paid 

organizers can do vs. what volunteers can do) 1 2 3 4 5

Communicating with decision-makers and courting champions 1 2 3 4 5

Preparing decision-makers for opposition talking points and strategies - neutralizing the opposition’s impact 1 2 3 4 5

Monitoring and interpreting decision-maker response 1 2 3 4 5

Developing campaign benchmarking goals 1 2 3 4 5

Responding to advocacy wins and advocacy losses in a manner that continues to build momentum for 

change 1 2 3 4 5

Creating a policy implementation plan and supporting the policy implementation process 1 2 3 4 5

Understanding challenges for implementing and enforcing different types of policies and adjusting 

advocacy strategy\ies accordingly (e.g., more complex policies are more complicated to implement and 1 2 3 4 5

enforce)
Social Innovation for Missouri: Final Report 56

SIM Final Report

PolICY IMPleMenTaTIon low High

Budgeting for the implementation process 1 2 3 4 5

Developing public education that supports implementation 1 2 3 4 5

Supporting enforcement activities 1 2 3 4 5

Developing and managing a violation reporting system 1 2 3 4 5

Identifying needs and gaps of implementation efforts 1 2 3 4 5

Monitoring for legal and other challenges to policies 1 2 3 4 5

 

 

CooRDInaTInG CoMMUnITY eVenTS low High

Setting event goal(s) 1 2 3 4 5

Planning and managing event logistics 1 2 3 4 5

Recruiting and training event volunteers 1 2 3 4 5

Cultivating new supporters and/or partners through events 1 2 3 4 5

Empowering new messengers through events 1 2 3 4 5

Capitalizing on events for fundraising 1 2 3 4 5

Closing the loop on events -- following-up to build momentum 1 2 3 4 5
Social Innovation for Missouri: Final Report 57

SIM Final Report

appendix e: Partner Collaboration Scale

Not Linked

Do not work together

Cooperation

Work together informally

to achieve common goals

Fully Linked

Work together as a formal

team; mutually plan & 

share staff or resources 

to accomplish goals

Share information only

Communication

Work together as a

formal team with specific

responsibilities 

(e.g., a MOU or other 

formal agreement)

Coordination
Social Innovation for Missouri: Final Report 58

SIM Final Report

1. Please think about the organization and community efforts on tobacco control or obesity prevention. We would like to 

know more about the organization’s characteristics. For the following questions, please indicate if you strongly agree, agree, 

disagree or strongly disagree.

Strongly Strongly Do not 

Purpose and Goals Disagree Disagree Agree Agree know

The organization goals are clearly defined.

The organization makes decisions based on the community’s 

needs.

Partners feel the organization can influence decisions made in 

the community.

Strongly Strongly Do not 

 Functioning (Operations) Disagree Disagree Agree Agree know

The organization has a core leadership group that organizes its 

efforts.

The organization procedures are clearly defined.

Partners come to the organization meetings.

leadership

Strongly 

Disagree Disagree Agree

Strongly 

Agree

Do not 

know

Partners trust the leadership of the organization.

The Leadership listens to the ideas and opinions of the Partners.

The Leadership has a relationship with public officials who can 

help the organization.

Resources and Sustainability

Strongly 

Disagree Disagree Agree

Strongly 

Agree

Do not 

know

Community members know what the organization does

The organization is successful in generating resources for its 

efforts

The organization has made efforts to sustain itself over time
Social Innovation for Missouri: Final Report 59

SIM Final Report

2. How successful has the organization been at reaching its goals?

Not successful

Somewhat successful

Successful

Very Successful

Completely Successful

3. What aspects of the organization contribute to this success? (check all that apply)

Bringing together diverse stakeholders

Meeting regularly

Exchanging info/knowledge

Sharing Resources

Informal Relationships created

Collective Decision Making

Having a shared mission, goals

4. Please think about the organization in relation to tobacco control and obesity prevention.

A small A fair A great 

Not at all amount amount deal

How valuable is the organization’s power and influence in achieving tobacco 

control and obesity prevention in your community?

How valuable is the organization’s level of involvement in achieving tobacco 

control and obesity prevention in your community?

How valuable is the organization’s resource contribution in achieving tobacco 

control and obesity prevention in your community?

How reliable is the organization?

To what extent does the organization share a mission with this community’s 

mission and goals?

How open to discussion is the organization?

Please share any additional comments or information you may have about your organization’s work. 
Social Innovation for Missouri: Final Report 60

SIM Final Report

Scoring Matrix Fully -2 

Implemented

Partially – 1 

Implemented

Not – 0 

Implemented

Community Assessment

Measure Community Readiness

Identify Partnership Opportunities

Determine local government commitment

Community Capacity Building

Organize and brand a task force

Provide professional development opportunities

Educate Stakeholders

Present best practices to community leadership

Bolster Social networks in communities

Technical Assistance

Seek assistance on implementation plan

Receive feedback on policy drafts and strategies

Navigate impediments to policy change

Community Assessment

Fully Implemented: Well developed assessment and interaction with community 

Partially: Attempting or planning to assess community, not able to integrate with community 

None: Little attempt to assess community 

Measure Community Readiness

Fully Implemented: Conducting rigorous surveys of community, schools, etc 

Formal measurement of aspect of community (SOPARC, CHLI, etc) 

Partially: Discussing doing an assessment, determining what to assess 

None: No methods or assessment in place 

Identify Partnership Opportunities

Fully Implemented: Systematically looking through community organizations for opportunities 

Attending or reaching out to people in communities, going to meetings, etc.

Partially: Discussing partnership 

None: No partnership development efforts or plan 

Determine local government commitment

Fully Implemented: Met with government agencies, presented to city council, school board etc. 

Working with local government groups on tasks (parks dept hanging signs, city crews working,) 

Partially: Planning to work with local government, not being able to reach or partner with 

None: No interaction with local government, unable to assess government support

 government

Community assessment

Fully Implemented: Well developed assessment and interaction with community

Partially: Attempting or planning to assess community, not able to integrate with community

None: Little attempt to assess community

Measure Community Readiness

Fully Implemented: Conducting rigorous surveys of community, schools, etc 

Formal measurement of aspect of community (SOPARC, CHLI, etc)

Partially: Discussing doing an assessment, determining what to assess

None: No methods or assessment in place

Identify Partnership opportunities

Fully Implemented: Systematically looking through community organizations for opportunities

Attending or reaching out to people in communities, going to meetings, etc.

Partially: Discussing partnership

None: No partnership development efforts or plan

Determine local government commitment

Fully Implemented: Met with government agencies, presented to city council, school board etc.

Working with local government groups on tasks (parks dept hanging signs, city crews working,)

Partially: Planning to work with local government, not being able to reach or partner with government

None: No interaction with local government, unable to assess government support

Community Capacity building

Fully Implemented: Fully engaged with community and have multiple partners that can contribute.

Partially: Attempting or planning to build capacity, not able develop relationships with community

None: Little attempt to build capacity. 

organize and brand a task force

Fully Implemented: Created CHI-related group with representatives from partners. Creation of a new brand, getting the word out 

about efforts. Consistent communication of brand.

Partially: Planning to form groups or task forces, not fully promoting brand

None: No community-based task force or a brand
Social Innovation for Missouri: Final Report 61

SIM Final Report

Provide professional development opportunities

Fully Implemented: Created systems and learning plan for staff and coalition members, attended conferences and events to build 

skills for CHI

Partially: Discuss professional development, talked about CHI

None: No formal method for development

educate Stakeholders

Fully Implemented: Held events specifically to educate stakeholders and community members. Brought in outside assistance to 

teach and expose community to CHI elements

Partially: Invited stakeholders to meetings, sent out information about community plans

None: No formal method of stakeholder education

Present best practices to community leadership

Fully Implemented: Engaged appropriate community leadership about plans, presented ideas and developed plans to execute best 

practices with leadership

Partially: Discussed elements of best practices, tried to engage leadership

None: No formal mechanism to get community leadership involved

bolster Social networks in communities

Fully Implemented: Multiple methods of social marketing in place, from regular community meetings and emails to facebook/

twitter. Brand is well promoted and community knows organization

Partially: Used one or two methods to develop social networks, some brand recognition

None: No methods of networking or media promotion in place

Technical assistance

Fully Implemented: Mutually beneficial relationship with TA providers. Using TA assistance and in regular contact

Partially: Some attempt to use TA. Meeting with TA at regular intervals

None: Little attempt to use TA

Seek assistance on implementation plan

Fully Implemented: Engaged TA providers or other experts to provide assistance. Consulted with TA about best practices and how 

to implement plan. Sought advice on their own.

Partially: Met with TA providers as a part of CHI

None: Did not use TA

Receive feedback on policy drafts and strategies

Fully Implemented: Engaged TA providers or other experts to provide assistance. Consulted with TA about optimal policy and how 

to approach policy change. Sought advice on their own.

Partially: Met with TA providers as a part of CHI

None: Did not use TA

navigate impediments to policy change

Fully Implemented: Engaged TA providers or other experts to deal with impediments. Consulted with TA about new strategies for 

achieve policy goals. Sought advice to deal with issues.

Partially: Met with TA providers as a part of CHI

None: Did not use TA

Funding for this evaluation was provided in whole by the Missouri Foundation for Health. The Missouri Foundation for Health is a 

philanthropic organization whose vision is to improve the health of the people in the communities it serves.

For more information, please contact:

Kim Prewitt

Center for Public Health Systems Science

George Warren Brown School of Social Work

Washington University in St. Louis

700 Rosedale Ave., Campus Box 1009

St. Louis, MO 63112

kprewitt@brownschool.wustl.edu