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Whitfield County recognized as a Pacesetter Community



Whitfield County has once again been recognized as a Campaign for Grade-Level Reading (CGLR) Pacesetter Community for its support of early school success through Get Georgia Reading. Each year, CGLR uses its Pacesetter Honors to highlight communities that report making measurable progress on key indicators of early school success. Whitfield is one of 32 communities nationwide receiving this recognition.

“Recognizing Pacesetters is our way of applauding and thanking the civic leaders, organizations and agencies that have joined forces to build brighter futures for children in their communities,” said Ralph Smith, managing director of CGLR. “We are learning with them and from them what it takes to move the needle and close the gap. Mobilized communities — like these Pacesetters — are essential to ensuring school success.”

Pacesetter communities serve as proof points and represent the “leading edge” of innovation, impact and improvement within the GLR Network, currently comprised of more than 300 communities, representing 44 states, the District of Columbia, Puerto Rico, the U.S. Virgin Islands and Alberta, Canada.

Get Georgia Reading is a collaboration among Dalton State College, Georgia Northwestern Technical College, Dalton Public Schools, Whitfield County Schools, the Northwest Georgia Healthcare Partnership — Readers to Leaders, the Dalton-Whitfield County Public Library, Whitfield County-Dalton Day Care Center and the Greater Dalton Chamber of Commerce and Believe Greater Dalton to help all students read on grade level by at least third grade.  

Whitfield County was selected as a Pacesetter for "making game-changing impacts and fixing the brakes on progress," while tackling one or more of the following:

  • Reducing fragmentation by aligning, linking, stacking and bundling the most proven and promising strategies, programs and practices in the right dosage, duration and sequence.
  • Building stronger data-sharing agreements and partnerships that result in community-wide efforts to establish baselines, set targets, track progress, disaggregate for subgroups, create early warning and response systems, tailor strategies and ensure shared accountability.
  • Focusing on funder collaboration and co-investment on a shared set of priorities and intended results.
  • Strengthening cross-sector (public/private/social services) collaboration, interagency partnerships and community-wide mobilization.