FROM COUNTY COMMISSIONER TO THE CITY MISSION

  

Those of us who have experienced serendipity in our work lives often count our blessings. To begin one career and remain employed for many years, only later in life to unexpectedly fall into another position that satisfies our personal goals and aspirations is a dream come true.

Former county commissioner, Diana Irey Vaughan has experienced such a transition. At the pinnacle of her political career in county government as Chairman of the Washington County Board of Commissioners, she decided not to run for reelection. There were no plans on where life would take her. Vaughan’s future suddenly changed when she attended the annual “Sweet Sunday” affair sponsored by the Washington City Mission. She was approached to take the place of the retiring President and CEO of the Mission, Dean Gartland. After some reflection, she eagerly accepted.

The bare outline of Vaughan’s story from governing Washington County to running what is probably our area’s best-known faith-based non-profit played out in public. Prior to her retirement, Vaughan had different policy objectives than fellow Republican Commissioner Nick Sherman and the local Republican party. After Vaughan joined the City Mission, it was scheduled to receive $500,000 in LSA grant funding. Without explanation the grant was removed from the final list. Public outcry in support of the project and objections from minority commissioner Larry Maggi resulted in a reversal and approval for the funding.

On a beautiful late April morning, Vaughan invited me to her office to explain what guided her recent career change. She did not want to discuss past political battles or the present state of county government. Her focus was solely on describing the City Mission’s services to help those in need. It was an inspiring story, narrated by a self-assured, relaxed woman who is exactly where she wants to be.

First some background. For 28 years Vaughan served as county commissioner. Along with her two fellow commissioners, she was responsible for the preparation, adoption, and execution of an annual budget of over $253 million. The board of commissioners oversees 28 departments and the county jail. In order to govern, it was important for Vaughan to acquire an overview of many complex subjects with little opportunity to spend any in-depth time on individual cases.

Vaughan’s role at the City Mission is much different. She now reports to a dedicated board of directors on the activities of a focused non-profit organization. Vaughan must constantly work to manage and find funding to continue the work of a 174-bed rehabilitation shelter serving four in-need homeless populations — men, women, children, and veterans.

Her example in raising nearly $200,000 for the Mission by participating in charity marathons is an inspiration to other donors. Vaughan is now responsible for completing the $8.3 million project to construct a new 50 bed shelter for homeless women, initiated by her predecessor, Dean Gartland.

As commissioner, Vaughan was obligated to campaign for office every four years, build-up her achievements, and discredit the political opponents who wanted to replace her. While she enjoyed governing, she found that political infighting accomplished little.  Conversely, the philosophy of the City Mission, “To share Christ, to shelter, to heal, and to restore the homeless to independent living—without discrimination” was an excellent match for her principles.

While Vaughan was commissioner, circumstances in her personal life, and situations involving struggling single women that came to her attention, influenced her priorities. Reforming county human services became a top goal. She told me that the plight of the disadvantaged “touched my heart.”

As commissioner, Vaughan sought to bring all the human service agencies and non-profits together to develop a system where resources were easier to access by those in need. While a “single point of entry” made sense, there were many political and bureaucratic roadblocks along the way. Vaughan learned that in human services “top down,” centralized decision making was fraught with limitations.

For years, there was only so much that a minority commissioner could accomplish in an environment dominated by two majority commissioners. Frustrated by the lack of progress, Vaughan sought another avenue where she could make a difference. With little fanfare she approached the warden at the county jail and gained permission to meet with female inmates. Vaughan told me that while serving as commissioner, she valued the task of encouraging female offenders in personal development, more than many other responsibilities. Hearing their stories sharpened her understanding of how she could help. She proudly told me, “Occasionally, I hear from women I mentored who are still appreciative of the time I spent with them.”

As part of her work at the jail, Vaughan sponsored reentry conferences for female inmates no longer incarcerated. Housing, legal aid opportunities, probation issues, and behavioral health services were addressed. She discovered that the City Mission was in a critical position to help these women on their return to society.

When Vaughan’s experience, values, and goals are taken into account, her segue from commissioner to the City Mission makes perfect sense. She has learned that in human services, a “bottom-up” approach to problem solving based on the personal stories of the homeless has many advantages.

After the interview, I read Vaughan’s recent “President’s Message” in the City Mission’s 2024 Annual Report. It is a message of challenges, opportunities, and hope. There is no doubt that Washington County is a better place because of the City Mission and its new leader.