DOCSLIB.ORG

2019 Greenwich Hospital Community Health Needs Assessment and CHIP

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2019 Greenwich Hospital Community Health Needs Assessment and CHIP 2019 Greater Greenwich Region Greenwich Hospital Collaborative Community Health Needs Assessment and Implementation Strategies By the Greenwich Community Health Improvement Partnership and Council of Community Services This document is a special section of the Fairfield County Community Wellbeing Index 2019, a core program of DataHaven (ctdatahaven.org), in partnership with Fairfield County’s Community Foundation and a Community Health Needs Assessment for the towns served by all Fairfield County hospitals including Greenwich Hospital 1 ABOUT THIS REPORT This document is a special section of the Fairfield County Community Wellbeing Index 2019 (Appendix A), a comprehensive report about Fairfield County and the towns within it. The Community Wellbeing Index was produced by DataHaven in partnership with Fairfield County’s Community Foundation and many other regional partners, including the Greenwich Community Health Improvement Partnership and the Council of Community Services, coalitions both serving towns in the Greater Greenwich Region. This document serves as the Community Health Needs Assessment for the Greater Greenwich Region served by Greenwich Hospital (Greenwich, CT and Mamaroneck, Port Chester, Rye Brook and Rye Town, NY). The Community Health Needs Assessment documents the process that GCHIP / CCS used to conduct the regional health assessment and health improvement activities. You may find the full Community Wellbeing Index attached to this section, or posted on the DataHaven, Fairfield County’s Community Foundation, Greenwich Hospital, or any of the town health department websites. The Community Health Needs Assessment and Community Health Improvement Plan were approved by the Greenwich Hospital Board of Trustees on June 18, 2019. 2 TABLE OF CONTENTS I. EXECUTIVE SUMMARY II. INTRODUCTION A. OVERVIEW B. ADVISORY STRUCTURE AND PROCESS C. PURPOSE AND COMMUNITY SERVED III. METHODS A. SOCIAL DETERMINANTS OF HEALTH FRAMEWORK B. DATA COLLECTION METHODS – COMMUNITY INPUT i. QUANTITATIVE DATA 1. REVIEWING EXISTING SECONDARY DATA 2. 2018 DATAHAVEN COMMUNITY WELLBEING SURVEY ii. QUALITATIVE DATA 1. COMMUNITY CONVERSATIONS 2. KEY INFORMANT SURVEYS iii. ANALYSES iv. LIMITATIONS IV. FINDINGS A. 2019 FAIRFIELD COUNTY COMMUNITY WELLBEING INDEX B. REGIONAL COMMUNITY CONVERSATIONS C. KEY INFORMANT SURVEYS V. COMMUNITY ENGAGEMENT VI. PRIORITIZATION OF HEALTH ISSUES A. 2016 COMMUNITY HEALTH IMPROVEMENT PLAN PROGRESS-TO-DATE B. 2019 PRIORITIZATION OF HEALTH ISSUES VII. COMMUNITY HEALTH IMPROVEMENT PLAN A. OVERVIEW OF THE COMMUNITY HEALTH IMPROVEMENT PROCESS B. DEVELOPMENT OF THE 2019 COMMUNITY HEALTH IMPROVEMENT STRATEGIC COMPONENTS C. PLANNING FOR ACTION AND MONITORING PROGRESS D. COMMUNITY HEALTH IMPROVEMENT PLAN i. GREENWICH COMMUNITY HEALTH IMPROVEMENT PARTNERSHIP | COUNCIL OF COMMUNITY SERVICES ii. GREENWICH HOSPITAL VIII. COMMUNITY RESOURCES 3 IX. APPENDICES A. FAIRFIELD COUNTY COMMUNITY WELLBEING INDEX 2019 B. GREENWICH COMMUNITY HEALTH IMPROVEMENT PARTNERSHIP AND COUNCIL OF COMMUNITY SERVICES MEMBERS C. HOW TO SEARCH FOR A SERVICE USING THE 2-1-1 DATABASE 4 I. EXECUTIVE SUMMARY INTRODUCTION Understanding the current health status of a community a necessary first step towards identifying priorities for future planning and funding, existing strengths and assets on which to build, and areas for further collaboration and coordination across organizations, institutions, and community groups. To this end, the Greenwich Community Health Improvement Partnership (GCHIP) and the Council of Community Services (CCS) – two local coalitions (‘the Coalitions’) comprised of Greenwich Hospital, local departments of public health, federally qualified health centers, and numerous community and non- profit organizations serving the Greater Greenwich region as fully set forth in Appendix B, are leading a comprehensive regional Community Health Needs Assessment (CHNA) effort. This effort is comprised of two main elements: • Assessment – identifies the health-related needs in the Greater Greenwich area using primary and secondary data. • Implementation Plan– determines and prioritizes the significant health needs of the community identified through the CHNA, overarching goals, and specific strategies to implement across the service area resulting in a Community Health Improvement Plan (CHIP). This report details the findings of the CHNA conducted from January 2018 – April 2019. During this process, the following goals were achieved: the current health status of the Greater Greenwich region was examined and compared to state indicators and goals; current health priorities among residents and key stakeholders were explored; and, community strengths, resources, and gaps were identified in order to assist the coalitions and community partners in establishing top health priorities as well as programming and implementation strategies to achieve these priorities. METHODS The coalitions adopted the Association for Community Health Improvement’s (ACHI) Community Health Assessment Framework to guide the CHNA and to ensure that involved hospitals comply with Internal Revenue Service regulations for charitable hospitals and those of the local health departments pursuing voluntary accreditation through the Public Health Accreditation Board. Specifically, the CHNA defines health in the broadest sense and recognizes that numerous factors at multiple levels impact a community’s health – from lifestyle behaviors to clinical care to social and economic factors to the physical environment. This larger framework of the social determinants of health guided the overarching process. Data Collection Methods Quantitative and qualitative data were collected and reviewed throughout the CHNA process. Secondary data sources included, but were not limited to, the U.S. Census, U.S. Bureau of Labor Statistics, Centers for Disease Control and Prevention, state public health departments, Connecticut Health Information Management Exchange (CHIME), as well as local organizations and agencies. Types of data included vital statistics based on birth and death records. In addition, the Coalitions partnered with DataHaven and, in part, sponsored the 2018 DataHaven Community Wellbeing Survey (CWS), hired Health Equity Solutions to conduct community conversations in the Greater Greenwich Region, worked with the Yale School of Public Health Student Consulting Group to conduct and later analyze Key Informant Surveys, and a student Practicum Team also from the Yale School of Public Health to identify community resources. 5 KEY FINDINGS The following section provides a brief overview of the key findings from the community health needs assessment for the Greater Greenwich Region. This includes overall demographics, social and physical environment, health outcomes and findings as they relate to the top three health priorities that were selected for action planning at a regional level: Healthy Lifestyles, Access to Care and Behavioral Health. These focus areas will be addressed through a Social Determinants of Health lens. Demographics Numerous factors are associated with the health of a community including what resources and services are available as well as who lives in the community. While individual characteristics such as age, gender, race and ethnicity have an impact on people’s health, the distribution of these characteristics across a community is also critically important and can affect the number and type of services and resources available. • Population. The Greater Greenwich Region has a population of about 175,000. • Age Distribution. The median age for both the population of Greenwich and all New York State areas are higher than the state of CT as a whole; however, Port Chester Village has a median age that is about four years lower than the CT state average of 40.8. • Racial and Ethnic Diversity. The towns in the region vary dramatically in terms of their racial and ethnic composition. Greenwich and the New York State areas (excluding Port Chester Village) are close to 80% White and 10% Hispanic. By contrast, Port Chester Village is about one third White and two-thirds Hispanic. Social and Physical Environment Income and poverty are closely connected to health outcomes. A higher income makes it easier to live in a safe neighborhood with good schools and many recreational opportunities. Higher wage earners are better able to buy medical insurance and medical care, purchase nutritious foods and obtain quality child care than those earning lower wages. Lower income communities have higher rates of asthma, diabetes and heart disease. Those with lower incomes also generally experience lower life expectancies. • Income and Poverty. In 2014, there were wide gaps in Median Household income rates for the Greater Greenwich Region ($125,567), Fairfield County ($83,163), and Connecticut ($69,899). The widest gap is found between Greenwich ($135,528) and Port Chester Village ($60,141). The 2019 Community Index shows that income gaps have continued to widen over time. • Educational Attainment. In 2014, the proportion of residents in the Greater Greenwich Region with a college degree or higher (60%) was greater than that of the state overall (37%) and Fairfield County (45%). Only 21% of Port Chester Village adults had a college degree or higher, compared to 66% of Greenwich adults. The educational attainment rate in 2017 is similar to what it was in 2014. 6 Health Outcomes Health outcomes and risk factors related to chronic disease, mental health and substance abuse, mortality and morbidity
Load more

Recommended publications
  • Board of Education Proposed 2018-2019 Operating & Capital Budget
    GREENWICH PUBLIC SCHOOLS BOARD OF EDUCATION PROPOSED 2018-2019 OPERATING & CAPITAL BUDGET January 29, 2018 Greenwich, Connecticut GREENWICH BOARD OF EDUCATION FY 2018-2019 BUDGET Section Page Section Page Executive Summary Program Detail a. Chairman's Message 1 d. Office of Pupil Personnel Services Cont. b. Summary by Program & Major Object Code Category 15 Guidance 122 Background Psychology 125 a. BOE Limitations 21 School Social Work 127 b. BET Guidelines 23 Speech & Language 129 c. How to Read the Budget Book 35 Pre-School 131 d. Chart of Accounts 38 Special Education 133 Program Detail Alternative High School 136 a. Office of the Superintendent 47 e. Office of Digital Learning 138 Board of Education 48 IT/MIS 139 Office of the Superintendent 50 f. Office of Communications 143 b. Office of Deputy Superintendent 53 Communications 144 Deputy Superintendent Teaching & Learning 54 Printing & Graphic Arts 146 Library Media Services 57 g. Office of Human Resources 149 Summer School 59 Human Resources 150 ESY 61 h. Office of Operations 153 Continuing Education - Mandated 63 Safety & Security 154 Continuing Education - Enrichment 65 Accounting & Budgeting 156 Student Activities 66 Supply Acquisition & Management 158 c. Office of Curriculum Instruction Professional Development 67 Maintenance of Plants 160 CIPL 68 Facilities 163 Visual Arts 71 Transportation 166 Business Education 74 Location Detail English Language Learners 76 a. Elementary Schools 169 World Language 78 b. Middle Schools 204 Health Education 81 c. High School 218 Family & Consumer Science 83 d. Havemeyer 223 Technology Education 86 Staffing Language Arts 88 a. Student Based Resource Allocation 229 Literacy 91 b.
    [Show full text]
  • Fy 2016-2017 Budget Greenwich Board of Education
    GREENWICH BOARD OF EDUCATION FY 2016-2017 BUDGET Section Page Section Page Background Staffing a. Limitations 1 a. Student Based Resource Allocation 218 b. BET Guidelines 3 b. Certified Staff Table of Org 219 c. Assessment and Achievement Report 11 c. Staffing – Certified 220 d. Enrollment Projection Report 57 d. Staffing – GOSA 223 Executive Summary e. Administrative Table of Organization 224 a. Superintendent’s Message 58 f. Staffing by Location 234 b. Program Summary 72 Capital Budget 250 c. Major Object Code Summary 74 Food Services 301 Program Detail Reference a. Program Grouping Summary 81 a. Mission and Vision 305 b. Core Education Programs 90 b. Vision of the Graduate 306 c. Shared Education Resources 119 c. How to Read the Book 307 d. Supplemental Education Programs 129 d. Chart of Accounts 309 e. Central Office Functions 145 e. Elementary Class Distribution 315 f. Facilities & Transportation 157 f. Enrollment by Grade 316 Location Detail g. Per Pupil Allocation 317 a. Elementary Schools 165 h. Grants Report 319 b. Middle Schools 200 i. School Allocation 322 c. High School 211 j. Supplemental Funds for Students Below Standard 323 d. Havemeyer 215 k. Statement of Revenues 324 l. Professional Services 325 Board of Education Budget Guidelines and Limitations for Preparation of the 2016-2017 Budget The Board of Education directs the Superintendent to develop an operating budget for the 2016-2017 school year which shall not fail to address: 1) The Board’s Strategic Planning initiative 2) The District’s Mission, Values and Beliefs
    [Show full text]
  • Town of Greenwich, Connecticut
    PRELIMINARY OFFICIAL STATEMENT DATED DECEMBER 23, 2020 NEW ISSUE / REFUNDING -Book-Entry-Only RATINGS: (See “Ratings” herein) In the opinion of Bond Counsel, based on existing statutes and court decisions and assuming continuing compliance with certain covenants and procedures relating to requirements of the Internal Revenue Code of 1986, as amended (the “Code”), interest on the Bonds and the Notes is excluded from gross income for federal income tax purposes and is not treated as an item of tax preference for purposes of computing the federal alternative minimum tax. In the opinion of Bond Counsel, based on existing statutes, interest on the Bonds and the Notes is excluded from Connecticut taxable income for purposes of the Connecticut income tax on individuals, trusts and estates, and is excluded from amounts on which the net Connecticut minimum tax is based in the case of individuals, trusts and estates required to pay the federal alternative minimum tax. See “Tax Matters” herein. TOWN OF GREENWICH, CONNECTICUT $30,000,000 GENERAL OBLIGATION BONDS, ISSUE OF 2021, SERIES A Dated: Date of Delivery Due: January 15, 2022-2026 The $30,000,000 General Obligation Bonds, Issue of 2021, Series A (the “Series A Bonds”) will be general obligations of the Town of Greenwich, Connecticut (the “Town”), and the Town will pledge its full faith and credit to pay the principal and interest on the Series A Bonds when due. See “Security and Remedies” herein. Interest on the Series A Bonds will be payable on July 15, 2021 and semiannually thereafter on January 15 and July 15 in each year until maturity.
    [Show full text]
  • 4. Dynamic and Resilient Planning 4.5 Inventory and Assess Historic Resources
    4. Dynamic and Resilient Planning 4.5 Inventory and Assess Historic Resources Objective Determine the long-term viability of your community’s historic resources and prioritize preservation efforts. Complementary action: Assess Climate Vulnerability What to Do Best practices for historic places can be found within the Secretary of the Interior's Standards for the Treatment of Historic Places. The more you do, the more points you earn. 1. Inventory Resources (5 POINTS). Identify priority historic assets within your community, and actions required to sustain their long-term viability. Please include a short description of each location, and note if the location is privately or municipally owned. Assets may include: As per the Plan of Conservation and Development of 2009, there are many historic buildings and resources within Greenwich. Greenwich has an Historic District Commission (HDC) that develops new local historic districts and properties, and oversees exterior changes in these districts and properties. These designations have aided in the preservation of the historic character of these parts of the community. There are three Local Historic Districts: • Strickland Road Historic District in Cos Cob • John Street at Round Hill District • Stanwich Historic District There are two Local Historic Properties • Jeremiah Mead Homestead, Taconic Road - privately owned https://www.greenwichtime.com/realestate/article/Greenwich-couple-find-sense-of-peace-in- historic-11189219.php • Charles Green House, Round Hill Road – privately owned https://www.greenwichtime.com/local/article/Norma-Bartol-Colonial-homestead-gets-a-facelift-
    [Show full text]
  • Plan of Conservation and Development Chapter 6
    Infrastructure, Community Facilities and Services 6 GOAL - To provide and support facilities and services to meet community needs Infrastructure must support the com- ACTION STRATEGIES munity’s desired growth and traditional development pattern. The Action Strategies for Infrastructure are: Infrastructure, utilities and community facilities must protect the environment and improve the quality of life for residents. • Address Town Facility Management and Needs, These buildings, parks and places help to • Maintain Sewer Infrastructure, keep the community connected. • Enhance Town Recreational Facilities, • Conserve Energy and Become a Green Energy Leader, • Create Green Municipal Facilities and Neighborhoods, • Address Educational Needs, • Support Cultural and Social Com- munity Facilities, and • Continue to Support Other Community Organizations. Byram Marina Greenwich Plan – 47 Address Town Facility Management Greenwich has recently affirmed its commitment to and Needs public safety through a $33 million appropriation for the police and emergency parts of the Public Safety Complex, with more to come when the Fire Greenwich has a number of municipal facility Department is rebuilt. This facility has been designed management needs and it is important for the to meet the current and future needs of the community. community to develop and refine priorities. Because The Fire Department building upgrade is scheduled to of co-jurisdiction issues between the services that be completed after the Police Department facility is different Town departments
    [Show full text]
  • Representative Town Meeting Town of Greenwich
    REPRESENTATIVE TOWN MEETING TOWN OF GREENWICH EXPLANATORY COMMENTS FOR SEPTEMBER 2020 MEETING ITEM NO: 1(Postponed from May 2020 meeting) DEPARTMENT: Office of the First Selectman CONTACT: Barbara Heins 203-622-7702 – [email protected] REFERRED TO: Appointments and Health & Human Services Committees VOTES: Board of Selectmen 3-0-0 RESOLVED, that the following named person nominated by the Board of Selectmen, be appointed a Regular Member (R5) of the Board of Human Services for a term expiring June 30, 2022. WINSTON ROBINSON EXPLANATORY COMMENTS Winston Robinson, of 30 Homestead Lane, Greenwich, 06831, has been nominated to be a member (R5) of the Board of Human Services for a term beginning upon approval and expiring June 30, 2022. Mr. Robinson is an employee of the Housing Authority of the Town of Greenwich. He has been a member of the Board of Human Services since 2013. Mr. Robinson’s community service includes serving CCI, Greenwich Hospital and the Democratic Town Committee. A past president of the Greenwich NAACP, his previous community service includes having worked with the Red Cross board, the Transportation Association of Greenwich, the Greenwich Scholarship Association, the Community Development Block Grant Advisory Committee, the United Way Planning Council and the Boys Scouts of America board. ITEM NO: 2 (Postponed from June 2020 meeting) DEPARTMENT: Office of the First Selectman CONTACT: Barbara Heins 203-622-7702 – [email protected] REFERRED TO: Appointments and Land Use Committees REPRESENTATIVE TOWN MEETING EXPLANATORY COMMENTS TOWN OF GREENWICH September 2020 meeting Page 1 of 45 VOTES: Board of Selectmen 3-0-0 RESOLVED, that the following named person nominated by the Board of Selectmen, be appointed a Regular Member (R2) of the Historic District Commission for a term expiring October 31, 2023.
    [Show full text]
  • TOWN of GREENWICH CONNECTICUT Final
    TOWN OF GREENWICH CONNECTICUT Final Capital Budget Fiscal Year July 1, 2017 - June 30, 2018 Town of Greenwich Capital Plan 2017- 2018 Budget (in millions) 17-18 18-1919-20 20-21 21-2222-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 Total General Fund Bldg Infra 15.2 16.6 17.6 12.7 12.9 14.4 24.5 11.6 12.2 11.1 5.6 4.1 9.1 10.9 28.7 207.3 Bridges 2.9 5.6 2.8 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 14.2 Dam Maintenance 0.4 0.5 0.8 Drainage 7.8 2.2 2.9 2.2 3.7 3.7 6.5 5.5 5.5 2.1 3.8 4.0 4.5 5.0 3.5 62.6 Equipment 0.4 0.5 1.1 2.5 5.1 0.2 0.3 0.2 0.7 0.9 0.3 0.5 0.3 0.3 0.3 13.7 New Buildings 0.4 12.2 1.0 0.1 0.0 0.0 0.1 0.5 7.5 0.1 21.8 Other 3.4 2.4 3.7 5.6 1.1 2.0 1.9 1.4 1.0 0.9 1.3 1.5 1.3 1.1 5.2 33.6 Park Improvement 0.8 3.0 2.9 6.6 5.7 7.2 1.9 1.6 0.8 0.8 0.8 0.8 0.8 0.8 0.7 35.3 Parking Areas 0.2 0.1 0.2 0.6 Road & Sidewalk Maint 6.7 9.7 7.0 7.4 7.5 7.9 7.8 9.1 9.8 11.4 12.8 9.1 9.1 9.5 9.5 134.0 Technology 3.3 2.6 2.3 2.7 2.7 2.0 2.1 1.9 2.0 2.2 2.4 2.0 2.2 2.0 1.9 34.2 Vehicles 3.1 3.6 2.6 3.5 2.8 2.7 4.1 3.9 3.6 5.2 6.1 4.2 1.4 2.4 0.9 50.0 Water Improvement 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.8 44.2 46.9 55.2 44.5 41.7 40.4 49.2 35.6 35.9 35.1 33.4 27.0 36.4 32.2 51.0 608.7 Parking Services Equipment 0.2 0.3 0.3 0.3 0.4 0.4 0.4 0.1 0.1 0.1 0.1 0.1 0.1 0.1 3.0 Parking Areas 0.3 0.4 0.2 0.1 0.1 0.0 0.0 0.0 0.1 0.0 0.0 1.2 Vehicles 0.1 0.1 0.0 0.1 0.1 0.1 0.0 0.0 0.0 0.5 0.3 0.7 0.4 0.4 0.5 0.4 0.5 0.5 0.2 0.2 0.1 0.1 0.1 0.1 0.1 4.6 Nathaniel Witherell Bldg Infra 0.3 0.2 0.6 0.4 0.4
    [Show full text]
  • Community Service Awards Ceremony
    GREENWICH PUBLIC SCHOOLS COmmUNITY SERVICE AWARDS CEREMONY MARCH 24, 2021 5:00 pm IT IS THE MISSION OF THE GREENWICH PUBLIC SCHOOLS • to educate all students to the highest levels of academic achievement; • to enable them to reach and expand their potential; and • to prepare them to become productive, responsible, ethical, creative and compassionate members of society. GREENWICH PUBLIC SCHOOLS COMMUNITY SERVICE AWARDS PROGRAM Greenwich Public School students are presented with Community Service Awards for participation in service activities that help to improve both their school and community. Superintendent of Schools Dr. Toni Jones and Board of Education Chair Peter Bernstein present awards to the elementary, middle and high school student recipients. State Citations are also presented to each award recipient. Former Superintendent of Schools, Dr. Ernest Fleishman presents the Fleishman Award for Community Service to a high school student that has made outstanding contributions to the community and to the high school. Students are nominated and/or selected by their principals, housemasters, guidance counselors, grade level teachers, and/or fellow students. Each school has their own selection process. The criteria used to determine the award recipient varies, but generally includes the following considerations: * evidence of participation in and a commitment to school/community service, * demonstration of good citizenship both in and outside of school, * the leadership ability to motivate others to action to benefit the community, *
    [Show full text]
  • BET Budget Committee January 26, 2021 Public Hearing Comment Form
    BET Budget Committee January 26, 2021 Public Hearing Comment Form Choose the topic and write your comments below. First Name Rosemary Last Name Hyson Affiliation Self If "Other" please explain here: Field not completed. Email Address Phone Number Field not completed. Your Organization Field not completed. FY 2021-2022 BUDGET TOPICS FOR COMMENT General Budget Field not completed. General Government Field not completed. Operating Budget General Government Capital I support priority being given to the recreational facilities Budget (Eastern Greenwich Civic Center, Hamill Rink) and needed work on fields (WMS, GHS). These Town facilities are at risk of being unusable if these capital projects are not funded. Even with these funds, it will still be a number of years before their improvements/restoration will allow them to be used as so many residents wish. In contrast, the project proposed for Roger Sherman Baldwin Park seems to be more of a luxury that we may have to put off. Residents can enjoy the park as it is, and the project seems to only propose an aesthetic improvement. The downtown Greenwich area has a number of open green spaces where residents can walk, the park between the Havemeyer building and Town Hall, Bruce Park, and the area around Julian Curitis School. The EGCC, WMS and GHS field projects are much, much more pressing needs. Second, I support the residents who have called for the Town to actively pursue the NW Fire Station project. While I live on the opposite end of town, one of my children and several others from the neighborhood spend their week in the NW part of town at school.
    [Show full text]
  • 2014-2015 Annual Progress Report
    96 Years in Greenwich and Moving Forward ywca greenwich 2014-2015 annual report Our Mission YWCA Greenwich is dedicated to eliminating racism, empowering women, and promoting peace, justice, freedom and dignity for all. 2 2 ywca greenwich | 2014-2015 annual report Dear Friends of YWCA Greenwich, It was another good year for your YWCA, continuing the excellence we have exhibited for 96 years. We continue to move forward…building momentum…toward our 100th Anniversary celebration. Since 1919, we have been a treasured Greenwich community asset. There are six reasons for our continued success. We have a devoted, hard-working Board of Directors with a clear focus on the future… an energetic Leadership Council…an experienced staff that knows how to get the job done…a committed base of generous supporters… members who report that our offerings either meet or exceed their expectations…and management leadership expertise that delivers 93% of every dollar directly to programs and services for women, children and families. In addition, we continue to modernize our beautiful facility and the programs within and without. This past year, we completely renovated our Fitness Center and Spin Studio, adding all new, cutting-edge equipment. Then we purchased a state-of-the-art Pitching Machine and Batting Cage System for baseball and softball training…it’s the only one in Greenwich. Our basketball academy, with the best instructors in Town, also was added to our lineup. And, we still maintain over 125 programs, services and events, with scholarships available for those in need. We’re all about helping…helping kids in our top-rated Preschool prepare for Kindergarten… helping to rebuild the shattered lives of domestic violence victims…helping children to better health and fitness in our gymnastics classes and Learn-to-Swim School...helping adults keep fit with personal training sessions and forty group exercise classes each week…and helping a graduating Dolphins Swim Team member reach the 2016 Olympic Swim Team Trials.
    [Show full text]
  • TEMPLE SHOLOM of GREENWICH, CONNECTICUT March • April • May 2019 203-869-7191 Adar I / Adar II/Nissan/Iyar 5779
    THE BULLETIN TEMPLE SHOLOM OF GREENWICH, CONNECTICUT www.templesholom.com March • April • May 2019 203-869-7191 Adar I / Adar II/Nissan/Iyar 5779 LENDING A HAND IN NOLA LEARNING CENTER A Reflection of Temple Sholom & FAMILIES EXPERIENCE A J-Teen Leadership’s Service Trip by Rabbi Chaya Bender VIRTUAL TRIP TO ISRAEL On Sunday, January 13, Temple Sholom Learning Center (TSLC) students were joined by their parents to participate in a unique and interactive virtual trip to Israel as part of this year’s family education programming. Families kicked-off the experience by “boarding” an El Al flight before travelling through four parts of Israel. Highlights of their trip included: a visit to Tzfat in the Galilee to create mystical craft projects; a stop at the Dead Sea to learn about salt water and meet desert animals; completing agricultural work at Kibbutz During Martin Luther King, Jr. weekend, I accompanied Sholom; exploring tunnels and archaeology in Jerusalem; and several teens from Temple Sholom and J-Teen Leadership of writing notes at the Kotel. The program ended with a lesson in Westchester on an immersive service trip to New Orleans, LA. Israeli dancing. The mission of the trip was to make a direct impact on “Teaching about Israel—its geography, history, culture, and people communities that are still struggling in the aftermath of —is done in every grade at TSLC,” said Barry Gruber, Director of Hurricane Katrina. Congregational Learning. “But by creating a virtual trip to Israel, we took learning to a whole new level. Each activity brought Israel Our weekend of service began with cleaning and organizing at to life for our families and now many students are asking if they the Adinkra NOLA School (a Louisiana home study program for can visit Israel soon!” Pre-K through 12th graders), as well as a visit to the Poydras Home to spend quality time with their senior residents.
    [Show full text]
  • GLAR 17 PROOF #6.Indd
    REPORT ON THE STRATEGIC PLAN 2012-2017 ANNUAL REPORT 2016-2017 A B Message from the Library Director and Chair, Board of Trustees In 2011, we embarked on a strategic planning process to explore key issues facing Greenwich Library and to ensure we are responsive to the needs of Greenwich residents. Like public libraries across the country, we were at a crossroads, adapting to a world where more and more information lives in digital form, accessible anytime and anywhere, yet as well-visited as ever. After hundreds of hours gathering data, conducting a community survey and holding interviews with key stakeholders, the 2012-17 Strategic Plan was created. The Plan embraced the ever-changing challenges and opportunities for a 21st century library while providing a framework to advance the Library’s mission. Strategic initiatives were created under five key areas of focus to guide our operations and investments. Having earned our third five-star rating byLibrary Journal, we knew that it was important to preserve and build on our strengths. Providing a forum for cultural programming and civic engagement, promoting the academic and life success of Greenwich children, and providing technology tools and training were a few of the Plan’s foundational principles. We are pleased to share this report which highlights many of the important outcomes achieved over the past five years including having now earned our eighth five-star national ranking byLibrary Journal. The board and staff look forward to your partnership as we begin the development of our next Strategic Plan and continue to preserve our legacy as the “community treasure” that Greenwich Library has always been.
    [Show full text]