A strategic plan is more than a roadmap—it is a living document that guides an organization’s direction, priorities, and decision-making. It reflects evolving challenges, opportunities, and community needs. As we launch our new four-year strategic plan, we embrace change and innovation to create sustainable health improvements through Systems Thinking, Built Environment, Policy & Advocacy, and Communications.
The Importance of Strategic Planning
Strategic plans ensure organizations remain focused on their mission while adapting to new trends, policies, and opportunities. As public health and community priorities shift, so must our strategies. This plan represents a commitment to continuous improvement, aligning our efforts with best practices and emerging needs to drive meaningful, lasting change.
Systems Thinking Our approach to Systems Thinking builds capacity for transformative change, ensuring sustainable health improvements. Through workforce and leadership development, mini-grant investments, and youth engagement, we cultivate long-term solutions that foster equity and well-being. Additionally, we will deepen partnerships across South Carolina and with other states to strengthen the collective impact of our Healthy Palmetto initiatives.
Built Environment Creating healthier communities requires better infrastructure that promotes mobility and walkability. Our strategy includes providing training and technical assistance, advocating for connected community spaces, and integrating built environment efforts with Wholespire’s broader priorities and partnerships. These efforts enhance opportunities for well-designed communities connecting people to goods, such as food and other retail items, promoting physical activity, increasing economic growth overall community well-being.
Policy & Advocacy Strong advocacy leads to lasting policy change. We are strengthening our grassroots advocacy network, amplifying local policy efforts, and increasing staff and board engagement in advocacy. Through media relations and strategic partnerships, we will elevate the inclusion of health in policy and community-driven solitions.
Communications Clear, compelling communication strengthens our network and broadens our impact. We are enhancing our engagement strategies, increasing the value of joining the Wholespire network, and aligning our messaging with multi-sector partners. By building our core content pillars, we will reinforce our priority approaches and ensure our mission resonates across diverse audiences.
A Time for Reflection and Growth
A new strategic plan is not just about setting new goals—it’s an opportunity to reaffirm and strengthen our organizational values. This process allows us to assess what is working, identify areas for improvement, and ensure our efforts align with our mission. By incorporating feedback from our partners, communities, and stakeholders, we create a more inclusive, responsive, and impactful organization.
As we implement this plan, we remain committed to driving policy, systems, and environmental change that empowers communities to live healthier lives. Through innovation, collaboration, and advocacy, we will continue to make a lasting difference—one strategy at a time.
West Columbia, SC – February 20, 2024 – Healthy Palmetto, a coalition of more than 40 organizations committed to improving health outcomes in South Carolina, successfully unveiled its 2025-2029 Statewide Action Plan for Healthy Eating and Active Living at the Swipe Right for Health: Unveiling the Statewide Action Plan event held at the T. Ashton Phillips Market Center in West Columbia.
The newly launched Action Plan focuses on six strategic priorities developed through extensive collaboration among experts and community stakeholders. The goal is to ensure that all South Carolinians have access to nutritious and affordable food and safe, accessible spaces for physical activity.
While Wholespire continues its role as a backbone organization of Healthy Palmetto, they are also providing community coalition support and technical assistance for the Community Mobility priority, alongside the SC Department of Public Health. Initial support is focusing on a cohort of action-ready communities committed to improving active transportation and community mobility.
“Active transportation and community mobility are not new initiatives for us,” said Meg Stanley, executive director of Wholespire. “We have always advocated for and supported walking, biking and rolling as a safe form of transportation. In fact, we recently worked with the Department of Public Health and five communities on a similar initiative in 2023, and we’re using this experience to inform our work for the Healthy Palmetto community mobility priority.”
Community mobility falls under the broader category of built environment, a key community planning concept. It plays a critical role in public health by shaping the spaces where people live, work, and play. Well-designed built environments can promote physical activity, improve air and water quality, enhance access to healthy food, and reduce health disparities, while poorly designed environments can contribute to chronic diseases, injuries, and inequities in health outcomes.
“As a coalition, we are committed to taking collective action to support healthier communities,” said Stanley. “A goal without a plan is just a dream—this Action Plan and the work we are doing in the community mobility space solidifies our commitment to making South Carolina a place where quality of life is a priority.”
Organizations and individuals across the state are encouraged to get involved by leveraging their resources and working collaboratively to advance the Action Plan’s priorities. Visit www.healthypalmetto.org to find out how you can connect with the lead organizations for each priority and get start on collaboration for good health.
About Wholespire
Wholespire, a statewide nonprofit, focuses on inspiring wellness through its network of community health coalitions, state agency partnerships and stakeholders at non-profit organizations, secondary and higher education institutions, state and local government, among others.
About Healthy Palmetto
Healthy Palmetto is a coalition of partners dedicated to unifying and mobilizing efforts around healthy eating and active living in South Carolina. By fostering collaboration and prioritizing evidence-based strategies, the coalition strives to make South Carolina a place where everyone has the opportunity to thrive.
Building and maintaining healthy working relationships with any elected official is key to achieving successes, both big and small. Our state legislature is no different. With 34 new lawmakers joining the 126th Session of the South Carolina General Assembly in January, Wholespire has been meeting with new members and sharing data that illustrates the experiences of those living in poverty and how gaining access to programs like school lunches helps them. Wholespire has established itself as a credible source of information regarding legislative action inspiring wellness in communities. We have a network of partnering organizations that help develop legislative relationships and action.
If you have a direct relationship with your legislator and would like to help introduce us to them, we welcome you to join us at the State House. If you want to help us advocate when we issue a call to action sign up for notices below. Your voice in advocacy is vital in ensuring Wholespire’s mission is conveyed to all legislators and encourage them to join their colleagues in furthering bills that support our values.
Bills we are activity engaged in advocating include:
S.425 School Meals for Students in Poverty
Senators Davis and Hembree In addition to requiring eligible school districts to take part in the Community Eligibility Program (CEP), this bill mandates that school districts determine the number of students living in poverty annually and expand access to free school breakfast and lunch for those students. Additionally, the bill mandates that all documentation be provided straight to parents or guardians, with help available to complete it. Meal shaming, the practice of publicly identifying or punishing students for accepting free school meals, is prohibited. This bill was introduced March 5th and referred to the Senate Committee on Education.
S.147 Healthy School Meals for All
Senator Devine This bill seeks to ensure all eligible public schools that participate in the school breakfast program will provide breakfast and lunch free of charge to all students. The bill also requires schools to provide a 30 minutes lunch period to all students. The bill was introduced to the Senate and referred to the Committee on Education.
H.3212 Physical Activity in Schools
Representative Collins This bill ensures students have set physical activity time scheduled in each school day. This bill was referred to the Committee on Education and Public Works and received its first reading in January.
H.3195 Unstructured and Self-directed Recess in Public Schools
Representatives Haddon, Pope, Pedalino, Chumley, Taylor, Erickson, Bradley, Hixon, Ligon, Weeks, Oremus, Hartz, Williams, Luck, Gilliard, Rivers and Anderson This bill requires public schools to provide mandatory minimum periods for physical education and recess for students in four-year-old kindergarten through eighth grade beginning in the 2026-27 school year. This bill has already passed the House of Representatives and resides in the Senate Committee on Education.
Be sure to follow us on social media and help us spread the word to others about opportunities to advocate. Email us at info@wholesgire.org if you would like us to collaborate with your community and would like more information or training regarding advocacy efforts.
Over 40 people from around the state involved in the fields of transportation planning, public health, economic development, community planning, and trails and open space came together to help build connections across these sectors with the purpose of increasing coordination of walkability and community mobility efforts. Representatives from various state agencies, Councils of Governments, Metropolitan Planning Organizations, non-profits, and consultants were in attendance.
National public health, planning, and transportation experts, Mark Fenton and his team presented how best to design walkable communities for people of all ages and abilities and how community design can influence health, safety, and local development. An Olympic race-walker, MIT-trained engineer, former host of PBS’ America’s Walking, and author of The Complete Guide to Walking for Health, Weight Loss, and Fitness, Mark has led training and planning processes for pedestrian-, bicycle-, and transit-friendly designs in communities across the U.S., Canada, and Australia.
Mark Fenton explains to participants how to engage the community in walkability solutions.
Kicking off the workshop, participants were asked to recall their earliest, positive recollection of being physically active. Their answers emphasized the change in play over the years with more youth moving away from being “free-range kids” who enjoyed outdoor play and exploration without adult supervision, walked or biked to school or interacted with friends, and played games with no formal uniforms or referees. This shift has influenced concerning trends in childhood obesity. Less than 5% of all children in the 1960s were considered overweight or obese, while today 23% of South Carolina’s children ages 6-17 fall into that category (Source: Trust for America’s Health).
However, improving walkability in communities is not just about physical activity. It affects citizens’ health and quality of life, the environment, social justice priorities, and community economic advancement. Can the design of our communities actually influence population health and community outcomes? Mark and his team highlighted that policy change leads to more active transportation infrastructure, which directly impacts a community’s health improvements.
Physical activity support occurs on three scales:
Providing a variety of destinations within close proximity;
Linking a network of pedestrian, bike, and transit facilities; and
Ensuring active transportation options are safe, functional, and accessible for all.
Equipped with this information, participants broke out into small groups by industry sector to discuss their roles in advancing active transportation, specifically what they should accomplish in the short-term and what is needed in order for them to be successful. One catch: the answer couldn’t be “more money!”
Workshop participants on a walk audit in downtown Columbia.
A highlight of the day was a 1.5-mile walk audit around downtown Columbia. Mark encouraged participants to take this exercise back to their own communities as an effective and inclusive community engagement tool that can reach all ages, races, income levels, and abilities. Walk audits integrate going to everyday community destinations where people live and work while paying particular attention to land use, the network of facilities, site design, and safety.
The workshop concluded with a call to action and commitment. Over 90% of participants affirmed they are very or extremely willing to contribute to a statewide collaborative to advance equitable active transportation by providing or sharing information and helping to make connections. A central theme was the need for more detailed and sharing of data as the workshop reinforced that the key to success in this work is more interdisciplinary participation. The group left energized and ready to be a part of this important priority in our state.
Stay tuned for more as Wholespire continues to play an integral role in inspiring wellness in all communities!
When most people think about the challenges and solutions associated with hunger and lack of nutritious food, their first thought is often community gardening or donating canned goods. Many of us don’t think about sources high in protein like meat? An organization of avid deer hunters in Dorchester County is helping to fill the need for meat through a network of deer processors and hunters.
Pete and Lori Singletary founded Hunters Helping Hands in 2022 after retiring. Knowing they wanted to give back to their community, they found inspiration from many of Pete’s hunting excursions in the Midwest where there are state-funded programs that allow hunters to donate their harvest. Their mission is to provide high-quality, nutritious food to families and individuals in need by focusing on sourcing and distributing venison, and Wholespire is supporting their work with a mini-grant.
Often referred to as deer meat, venison is a valuable source of protein and rich in nutrients, but it’s often scarce in the diets of food-insecure families. Getting your hands on venison can be challenging, unless you know hunters. Thanks to Hunters Helping Hands, food-insecure families in the Lowcountry have a way to get one of the most valued sources of protein in their diets.
The organization’s process involves a network of partners, mainly meat processors to prepare the venison and spread the word to hunters about donating their harvest, and food banks, food ministries, and other agencies and nonprofits to distribute the venison to families in need. It’s a process that started out slowly but has grown quickly over two years.
“The first year we picked up 32 deer. So far this year, we’ve picked up about 280 deer. We give out 500-600 pounds of venison per week,” said Pete. “Right now, we’re continuing to grow and get help from people like you, and we certainly appreciate it. This is God opening the doors, and we’re going with it.”
Those are significant numbers indicating a large demand for donated meat in the Lowcountry. According to their HEAL Mini-Grant application, each pound of venison provides approximately five meals, making a significant impact on the families they serve. They’re currently working with 17 food banks, and the list of meat processors is growing, which means the potential of getting even more venison donations during deer season is very real.
“Our goal for 2024 is to process 15,000 pounds of venison, which will generate up to 75,000 meals. It’s an ambitious target, but it underscores our commitment to scaling our operations and reaching more families in need,” said Pete.
Their commitment is solid. One hundred percent of all donations and grants received covers the meat processing fees. All administrative costs of doing business come out of their pockets, as well as their Board of Directors’ pockets. They rely on volunteers to help pick up and deliver donations, take on staff roles, and pitch in when help is needed. All of their children, grandchildren, and their own siblings are heavily involved in the organization.
“A true blessing is giving and not receiving. That’s the way we look at it,” said Pete. “This has been an eye-opening experience. We’re just growing and growing. More and more meat processors are hearing about us and they want to join our efforts, so I need to make sure we have the funding to pay the processing fees and buy equipment to store the venison.”
Pete explained their very simple operating system. During deer hunting season (Aug 15-Jan 1), licensed hunters are limited to harvesting ten deer. Pete says that one or two deer can fill up a freezer. So, what is a hunter to do if they want to continue to hunt? Many hunters offer venison to family, friends or neighbors. Through the Hunters Helping Hands network of meat processors, hunters can drop off the deer and choose to pay a small dressing fee. Pete and Lori are notified when the venison is ready for pick-up and volunteers distribute the meat to partnering food banks.
“If you talk to a hunter who donates their deer, they’ll tell you this: it’s a win-win situation for a deer hunter. They can continue to hunt and feel good about helping people in need,” said Pete.
When deer season ends, the organization continues to receive venison from local farmers who experience severe or persistent crop damage because of deer. As Pete explained, hunters and their representatives can hunt deer during the off season with a special permit from the South Carolina Department of Natural Resources. This rule helps sustain the venison donations throughout the year.
“Before we came along, those deer would be destroyed. We picked up 170 deer before the season came in this year that otherwise would have been left in the field and destroyed,” said Pete. “And that’s what a processor in Orangeburg is wanting to do next year. Instead of destroying them, he wants to give them to us.”
Besides fruits and vegetables, protein plays an important role in the diets of everyone. While venison has been an option for generations of families, it is now a “new” healthy protein option for many Lowcountry families in need, thanks to the huge hearts of hunters.
Wholespire is thrilled to announce that The Healthy Young People Empowerment (HYPE) Project has been honored with the Empowering Justice Stellar Award for making a significant difference in the lives of young leaders and the communities they serve. This award recognizes our dedication to empowering youth, promoting leadership, and fostering sustainable community change, and it is a testament to the hard work and collaboration of our team, partners, and supporters.
“Thank you to the Empowering Justice Charitable Foundation for this incredible honor. We look forward to continuing our mission-driven focus to increase access to healthy choices for all people and to giving youth leadership skills to become successful community leaders that drive sustainable change,” said Meg Stanley, executive director at Wholespire.
In honor of their late daughter, First Lieutenant Justice R. Stewart, Woody and Tia Jones founded the Empowering Justice Charitable Foundation to raise funds and support organizations that promote pathways out of poverty through empowering youth, supporting authentic opportunities for leadership, promoting youth advocacy, promoting military alliances in the community, and strengthening communities through youth voice and expression.
The Foundation also supports college ROTC programs to honor the sacrifices service members have made and to assist in recruitment and retention efforts to create and maintain a diverse officer corps. To learn more about First Lieutenant Justice R. Stewart, the Foundation and its annual 5K run, visit their website.
The Louisiana 4-H Teens Leading Change team with Jamaius White (middle).
The Louisiana State University (LSU) AgCenter and Louisiana 4-H are collaborating with Wholespire to implement The Health Young People Empowerment (HYPE) Project in two parishes over the next four years. LSU AgCenter included funding for The HYPE Project® in their application for a USDA Children, Youth, and Families at Risk grant to engage youth leaders in meaningful community change while developing leadership skills.
“This five-year grant focuses on Jefferson and Orleans parishes, but we hope to expand to other parishes down the road,” said Jessica Stroop, research associate at the LSU AgCenter. “The specific projects will be up to the youth but will broadly focus on systemic issues related to nutrition or physical activity. We also hope to see youth leaders develop skills in presentations, assessments, collaboration, and organization.”
Jamaius White, program manager of The HYPE Project, recently trained the Louisiana 4-H agents on the curriculum in New Orleans, walking them through various activities and discussions that youth will participate in. The LSU AgCenter chose both Advisor Training and Train the Trainer packages based on their approach to implementing The HYPE Project. Some agents will use the traditional model of implementing the HYPE curriculum themselves (Advisor Training), while other agents will use the Train the Trainer model to train others on how to implement the curriculum.
“We’re excited to be providing technical assistance to the Louisiana 4-H agents and helping them understand the curriculum, the operational side of managing a HYPE team, as well as other technical assistance needs, they may have,” said Jamaius White, The HYPE Project® program manager. “I think LSU AgCenter has a strong plan for implementing HYPE in these schools, and I don’t see them needing much assistance.”
Louisiana 4-H is the largest youth development program with clubs and groups in all 64 parishes, territorial divisions similar to counties. Jefferson and Orleans parishes, two urban areas with diverse populations and cultures, were chosen not only to develop youth leadership skills but to also develop 4-H urban programming. 4-H is known for livestock showing competitions and other agriculture-related activities in rural areas, but Louisiana 4-H leaders want to reach youth in urban parishes too. One way they’re doing that is through their Teens Leading Change program, also know as The HYPE Project.
White (not pictured) walked the 4-H agents through The HYPE Project curriculum.
In South Carolina, Wholespire has historically worked with youth-led organizations and groups based on funding sources and directives. LSU AgCenter is the first state-level organization to purchase The HYPE Project curriculum package and the first to implement the curriculum in schools. The key component to their approach is working with a lead teacher, who will be the advisor to the students.
“The school administration has been fantastic, and I’m lucky to have my lead teacher. She really is so passionate about these kids and the program and what we can do,” said Sabrina Hoffmeister, assistant extension agent 4-H Youth Development for Jefferson Parish.
The lead teacher will help run the Teens Leading Change program composed of ten high school seniors. This model is being used in both Orleans and Jefferson parishes, however, this article provides insight into the Jefferson Parish implementation. Information on the Orleans Parish implementation is not available at this time, however, keep in mind that implementing one model in two high schools may not run the same way based on unexpected hurdles and changing situations.
At Riverdale High School in Jefferson Parish, an economically disadvantaged public school (based on 86% of the student population qualifying for free or reduced school meals), Lead Teacher Lauren Broadway is an English instructor in the International Baccalaureate (IB) Diploma Program, an academic program that addresses intellectual, social, emotional and physical well-being of students. She has an established relationship with the IB students, who make up the Teens Leading Change program.
“We considered interviewing students to identify the right candidates, but we thought about the lead teacher. She knows these kids and sees them every day. She’s the one that has chosen the ten students based on their capstone project and their desire to make the community better,” said Hoffmeister.
4-H agents try out the Community Web of Support activity.
A core component of the IB Diploma Program is the completion of a Creativity, Activity, Service (CAS) project, also referred to as a capstone project, that demonstrates the students’ knowledge and skills. According to the IB Diploma Program website, a CAS project can address any single strand of CAS, or combine two or all three strands of creativity, activity and service.
The advantages of implementing The HYPE Project at Riverdale High School are extraordinarily unique because of the IB Diploma Program, its alignment with the HYPE curriculum, and the knowledge and experience of the lead teacher. Perhaps one standout advantage is that the IB students already know about policy, systems and environments (PSE).
“My group of students have already taken a PSE class, which is super helpful. They already know those beginning steps of the curriculum, but we will do a little refresh,” said Hoffmeister. “Then, we’ll quickly move into the act phase of the HYPE curriculum and get the ball rolling in September.”
In addition to Hoffmeister being the point person for the Teens Leading Change program in Jefferson Parish, her team includes Nutrition Agent Shawn Verbeten and Assistant Extension Agent Courtney Budenich. The Jefferson Parish 4-H agents will manage their Teens Leading Change program and provide technical assistance, or guidance, to the lead teacher and interact with the students too.
The Riverdale High School IB Diploma Program seniors will begin their HYPE journey within days or weeks of this posting. Based on the information learned by Wholespire, LSU AgCenter and Louisiana 4-H have set them up for success with a well thought out plan, contingencies for roadblocks, and a timeline that could avoid Mardi Gras interruptions.
If you are interested in implementing The HYPE Project in your state, school, community or youth-led organization, visit our website and contact us.
Oakwood-Windsor Elementary School students have access water while enjoying recess.
Sometimes, even the best plans run into unexpected challenges, especially during the procurement process. When your mini-grant project doesn’t go as planned, it can be discouraging, but it’s important to remember that setbacks are a normal part of the process. Leaders at Oakwood-Windsor Elementary School in Aiken County found out firsthand how a project of installing an outdoor water fountain/water bottle refill station and soccer goals can have challenges.
Oakwood-Windsor, located just outside of Windsor, South Carolina, is a Title I school with a high poverty rate. Thirty percent of its student population represents the Hispanic community, and many families work multiple jobs to make ends meet. Even though Title I schools receive federal funding for programs and instruction, there are no funds available for improvements to the environment, such as purchasing and installing an outdoor water fountain/water bottle refill station or play equipment.
Due to its rural location, the playground is a busy place in the evenings and on weekends. Unfortunately, it did not have a lot to offer. During school hours, the principal observed her students using cones and other objects to mark imaginary soccer goal lines, and there was a lot of traffic entering and exiting the school building for a drink of water. She wanted to make recess more fun and water more accessible. She also had the community in mind. Her goal was to increase the use of the playground and encourage healthy living among all of the school’s stakeholders.
“When I first got here, there were things that I wanted to be able to provide for my kids, but I just didn’t have the funds to do so. I don’t have an active PTO, and even when we did have one, it wasn’t a big money-making enterprise, if you will, like in other schools. So, I needed to look for different opportunities that were out there,” said Principal Davina Truitt.
In 2021, Principal Truitt learned about the Healthy Eating and Active Living (HEAL) Mini-Grant funding opportunity and wasted no time submitting her application. She said, “I was very shocked and thankful in a wonderful way to learn that we received the grant. But then it went downhill because it took us so long to make it come to fruition.”
Hurdle 1: Grant proposal was partially funded
When Truitt received her award letter, she learned that she would not be receiving the entire budget request of nearly $5,000. Facing limited funds, Principal Truitt did what she knew best. She talked about it. The self-proclaimed Chatty Cathy was honest during casual conversations with community partners who were interested in updates about what was happening at Oakwood-Windsor. Because she cares deeply about her students, she engages with community partners by talking about them, the projects or initiatives that are happening, and the needs and wishes of her school.
“I just shared with a member of the Rotary Club of Aiken Sunrise the excitement that we received this grant, but we don’t have quite the funds. But it’s okay because we’re going to figure it out,” said Truitt, “and they said, ‘You know what? I’m noting this. Let me go back to my board, and we’re going to be in touch.’ And next thing I know, they did a fundraiser because they wanted us to be able to afford everything we needed for this project.”
The Rotary Club of Aiken Sunrise was able to raise more funds than anyone had expected. They matched the amount received from the HEAL Mini-Grant, plus more. According to Truitt, “We were able to get soccer balls and an even nicer set of soccer goals than the ones I initially picked out.”
As to why the grant was partially funded, Wholespire Executive Director Meg Stanley said, “We were trying to fund as many qualifying and good applications as we could. Using the knowledge we had of cost estimates and resources, we decided to partially fund this project. If we could go back and change that, we would. We do not take that approach today because we now know that each school or entity has their own procedures and processes for selecting vendors or equipment. Partial funding can decrease the impact of community projects. However, our funder does have the authority to not fund a specific line item in a proposed budget.”
Hurdle 2: The procurement process has its challenges
The goal of a procurement process is to ensure you get the best value for your budget while ensuring that the quality, timing, and other factors meet an organization’s requirements. When you’re not familiar with your organization’s process, seek advice and guidance from colleagues in the procurement department or, in Oakwood-Windsor’s case, colleagues in the district office.
The Aiken County School District requires at least three quotes from external contractors. You would think that finding a qualified plumber is simple, but that’s not always true. The first quote was easily obtained through the district office’s preferred plumber, but the installation quote was extremely high. Many businesses Truitt reached out to didn’t respond to her request for a quote or the contractor could not fit an onsite visit into their schedule. Truitt turned to community partners for recommendations, but to no avail; she could not get responses.
The key to this hurdle is keeping everyone in the loop. Truitt continued to keep Wholespire and the school district office updated on her progress and the challenges she was facing, which kept Oakwood- Windsor in good standing with Wholespire in spite of the unexpected delays. She eventually found a plumber who provided a quote that fit her budget, but she still needed one more quote. Fortunately, her school district contact understood the challenge, the time invested in getting the second quote, and the fact that she was well beyond the nine-month timeframe of the mini-grant. In the end, the school district contact agreed that she could complete the procurement process with only two quotes.
Hurdle 3: The contractor was difficult to reach
Truitt found her plumber, but there was a small glitch that turned into a big, time-consuming hurdle. After ordering the water fountain/water bottle refill station recommended by the plumber, there was a communication failure. Getting in touch with the contracted plumber was difficult. It took months to reach him.
“It honestly became a bit of a nightmare,” said Truitt. “We tried contacting him by phone but couldn’t leave a voicemail. We would send emails back and forth. We finally got in touch with him, and he partially installed the water bottle refill station.”
Electricity became a factor that the plumber could not address. So, she reached back out to the school district office for guidance, and they sent their electricians to finish the job. Now, it was time to address the soccer goals.
“We worked again with a member of our school district office staff. He’s very knowledgeable about all things playgrounds, and he guided us on purchasing good-quality soccer goals,” said Truitt. “He even helped us put them together and installed the goals.”
It was a long, drawn-out process, but Truitt remained committed to the project, the excitement of her students, and the benefit of the community.
The successes outweigh the challenges
Looking back, the Oakwood-Windsor Elementary School HEAL Mini-Grant project was successful in many ways. First and foremost, the students don’t have barriers to accessing water while outside, giving them more time for outdoor physical activity. They no longer have to imagine soccer goal lines and can kick the balls as hard as they want.
Students have more fun at recess, thanks to the new soccer balls and goals.
“Our students have already commented on how much more they enjoy going on the playground now that they can play soccer. And, now that our hydration station has been installed and is functional, our students (and visitors to the playground) won’t miss physical activity time by having to go inside or leave the playground altogether to get some water. We have already seen more students being physically active on the playground in the short amount of time they’ve had with the project components.”
Other successes of the project include the school district office being flexible with the procurement process, community partners leveraging funds through a fundraiser, being able to purchase better quality soccer goals and soccer balls, and school district employees completing the water fountain/water bottle filling station and volunteering their time and knowledge on soccer goals and installation.
Asked if she has any advice to other grant recipients, Principal Truitt said, “My words of advice would be to just keep the focus on the purpose of the project and not get discouraged if there are challenges or roadblocks. For us, it was the commitment to providing our Wise Owls with a healthy space to do something they enjoy, playing soccer! Keep reaching out to others who can help your project come to fruition and be persistent.”
Perhaps one last success was the flexibility and understanding of Wholespire. Even though the HEAL mini-grant requires a nine-month implementation time frame, challenges and roadblocks do arise that prevent the project from being completed on time.
“Oakwood-Windsor is not the first mini-grant recipient to face uncontrollable roadblocks that delay project completion. We greatly appreciate Ms. Truitt’s continuous communication with us during the project implementation process. Her communication allowed us to be more understanding and provide explanations to our funder,” said Stanley.
Whether it’s because of challenges you didn’t see coming or changes in the situation, the Oakwood-Windsor hurdles offered valuable lessons. The key is to stay flexible, keep lines of communication open with the funder, and use what you’ve learned to improve future efforts.
