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Community Research Partners;
This research documents the magnitude and cost of the vacant and abandoned properties problem in eight Ohio cities -- Cleveland, Columbus, Dayton, Ironton, Lima, Springfield, Toledo, Zanesville. The research found:
25,000 vacant and abandoned propertiesWidespread vacancies in both large and small cities$15 million in annual city service costs$49 million in cumulative lost property tax revenues to local governments and school districtsWeakened neighborhood housing markets with evidence of property flippingLimited capacity of cities, on their own, to track and address vacant and abandoned properties
Civic League, The;
The decade of the 1990s brought to power in many American cities a new breed of mayors who have sought to reinvent municipal governance through a variety of innovations that, like the mayors themselves, defy easy partisan or ideological classification. These innovations are widely viewed as having helped to turn around such cities as Philadelphia, Cleveland, New York, and Chicago. The purpose of this paper is to explain the most notable of these innovations for possible consideration by Atlanta's incoming mayor.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by the Cleveland
Foodbank. The information is drawn from a national study, Hunger in America 2006, conducted for America's Second Harvest (A2H), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 52,000 clients served by the A2H food bank network, as well as on completed questionnaires from more than 30,000 A2H agencies. The study summarized below focuses mainly on emergency food providers and their clients who are supplied with food by food banks in the A2H network.
Key Findings: The A2H system served by the Cleveland Foodbank provides food for an estimated 159,600 different people annually.31% of the members of households served by the Cleveland Foodbank are children
under 18 years old (Table 5.3.2).31% of client households include at least one employed adult (Table 5.7.1).Among client households with children, 70% are food insecure and 12% are
experiencing hunger (Table 6.1.1).38% of clients served by the Cleveland Foodbank report having to choose between
paying for food and paying for utilities or heating fuel (Table 6.5.1).31% of clients had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).26% of households served by the Cleveland Foodbank report having at least one
household member in poor health (Table 8.1.1)The Cleveland Foodbank included approximately 352 agencies at the
administration of this survey, of which 278 have responded to the agency survey.
Of the responding agencies, 198 had at least one food pantry, soup kitchen, or
shelter.80% of pantries, 88% of kitchens, and 54% of shelters are run by faith-based
agencies affiliated with churches, mosques, synagogues, and other religious
organizations (Table 10.6.1).80% of pantries, 67% of kitchens, and 62% of shelters of the Cleveland Foodbank
reported that there had been an increase since 2001 in the number of clients who
come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for the agencies,
accounting for 83% of the food used by pantries, 68% of kitchens' food, and 44%
of shelters' food (Table 13.1.1).For the Cleveland Foodbank, 97% of pantries, 97% of kitchens, and 78% of
shelters use volunteers (Table 13.2.1).
Workforce development practitioners and policymakers have come to recognize the importance of employers as customers. Too often, however, not enough time is devoted to considering (much less implementing) the organizational and programmatic changes necessary to truly engage employers. By Design describes strategies used by three organizations to effectively engage employers in workforce development efforts. Jewish Vocational Service, San Francisco; Training, Inc., Boston and WIRE-Net, Cleveland, have successfully involved employers in a variety of different waysfrom including them on the Board of Directors to having them teach training classes. By Design outlines employer-engagement strategies in detail to help other organizations substantively involve employers in daily activities and services.
An on-site retention program at long-term nursing care facilities had little effect overall on retention of low-wage employees, aside from a small increase in retention in the short term and among subgroups with particularly high turnover rates.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Cleveland Foodbank, Inc. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed inperson interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network.
The FA system served by The Cleveland Foodbank, Inc provides emergency food for an estimated 223,700 different people annually.34% of the members of households served by The Cleveland Foodbank, Inc are children under 18 years old (Table 5.3.2).16% of households include at least one employed adult (Table 5.7.1).Among households with children, 79% are food insecure and 19% are food insecure with very low food security (Table 184.108.40.206).39% of clients served by The Cleveland Foodbank, Inc report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).35% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).27% of households served by The Cleveland Foodbank, Inc report having at least one household member in poor health (Table 8.1.1)The Cleveland Foodbank, Inc included approximately 379 agencies at the administration of this survey, of which 329 have responded to the agency survey. Of the responding agencies, 267 had at least one food pantry, soup kitchen, or shelter.81% of pantries, 87% of kitchens, and 32% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 84% of pantries, 75% of kitchens, and 78% of shelters of The Cleveland Foodbank, Inc reported that there had been an increase since 2006 in the number of clients who come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for agencies with emergency food providers, accounting for 83% of the food distributed by pantries, 71% of the food distributed by kitchens, and 40% of the food distributed by shelters (Table 13.1.1).As many as 92% of pantries, 95% of kitchens, and 61% of shelters in The Cleveland Foodbank, Inc use volunteers (Table 13.2.1).
In a first-of-its-kind in-depth look at millennials in Northeast Ohio, a Cleveland Foundation-commissioned study by The Center for Population Dynamics at Cleveland State University reveals Cleveland is eighth in the nation in the growth rate of college-educated millennial residents aged 25 to 34. And Cleveland's millennial residents -- those born between 1982 and 2000 -- are leading a rapid 'fifth migration,' the term for the re-urbanization of metro areas nationally, here in Cleveland.
The study, reveals that while Cleveland has experienced a millennial migration since 2008, it was during the growth experienced from 2011 to 2013 for which Cleveland tied for eighth in the nation (along with Miami and Seattle) in the percent increase of college-educated millennials. The study also shows Cleveland ranked eighth nationally in the concentration of highly-educated millennials in the workforce (those with a graduate degree).
Beyond this so-called 'brain gain,' the statistics show a higher concentration of millennial residents overall, regardless of education. In 2013, 24 percent of Greater Cleveland's population was comprised of millennials (ages 18-34), up from 20 percent in 2006.
The study also showcases the dramatic gain of millennials in Downtown Cleveland -- a 76 percent increase in 25- to 34-year-old residents from 2000 to 2012. As of 2012, 63 percent of Downtown Cleveland residents were millennials -- compared to 20 percent in the Greater Cleveland metro area and 23 percent of the overall U.S. population. Additionally, the study illustrates the density of millennials in the inner-ring suburb of Lakewood, whose millennial population makes up 31 percent of the city's population, compared to 23 percent nationally.
Boston Foundation, The;
A new study commissioned by the Boston Foundation on how Boston and comparable cities support the arts shows that only New York City has higher per capita contributed revenue for the art than Boston, among major American cities.
The study, titled "How Boston and Other American Cities Support and Sustain the Arts: Funding for Cultural Nonprofits in Boston and 10 Other Metropolitan Cities," also examined Baltimore, Chicago, Cleveland, Houston, Minneapolis-St. Paul, Philadelphia, Portland Oregon, San Francisco, and Seattle. "How Boston" is a follow-up of sorts to a 2003 Boston Foundation report titled, "Funding for Cultural Organizations in Boston and Nine Other Metropolitan Areas."
Key findings of this study, regarding Boston, include the fact that Boston's arts market is quite densely populated. While Greater Boston is the nation's 10th largest metro area and ranks ninth for total Gross Domestic Product, its non-profit arts market, which consists of more than 1,500 organizations, is comparable to that of New York and San Francisco, and consistently surpasses large cities such as Houston, Chicago and Philadelphia, in terms of the number of organizations and their per capita expenses.
Kirwan Institute for the Study of Race and Ethnicity;
In April 2014, a convening of national housing equity experts was hosted in Jacksonville, Florida by the Jessie Ball duPont Fund. The convening's purpose was to gain insight from national stakeholders on affordable housing and equitable development challenges and opportunities in Jacksonville. From this two-day engagement, a number of major challenges and opportunities facing Jacksonville's housing development were clearly identified. Two of these findings directly inform this research effort.
First, to meet the needs of Jacksonville's marginalized communities, an intentional focus on equity must stay at the forefront of community housing and development strategies. Second, if equity-focused development efforts are better aligned with health and/or educational stakeholders, affordable housing and equitable development could blossom in Jacksonville.
Stable and affordable housing is essential to educational success and positive health outcomes for families and for communities. While the linkage between housing and educational and health outcomes is clear, educational and health stakeholders have not traditionally been deeply engaged in meeting housing need. Emerging initiatives across the country are countering this disengagement, demonstrating the important role that anchor institutions can play in supporting local housing needs. Community anchor institutions, such as educational entities (particularly higher education) and health care organizations can be powerful institutional resources to support equitable housing and community development. Throughout the nation, successful anchor institute-led housing interventions have been transformational in addressing community housing needs and community revitalization. These efforts have been most effective when equity goals are integrated into the design and implementation of anchor institute-led housing efforts.
The following report provides select case studies with a strong social equity focus and comparability to Jacksonville. We identify lessons learned and summarize models which can be equally transformative in Jacksonville from these case studies. We also draw upon recent research and scholarship, and our own interviews with experts and practitioners. The goal of providing these lessons learned and model practices is to help inform, and potentially engage, various anchor institutes in Jacksonville -- organizations with resources that could help meet community housing needs and support equitable community development. This could help strengthen social, educational, economic and health outcomes for all of Jacksonville, including its most vulnerable residents.
George Gund Foundation;
The George Gun Foundation 2014 Annual Report of financial expenditures and activities.
Center on Reinventing Public Education (CRPE);
A growing number of cities now provide a range of public school options for families to choose from. Choosing a school can be one of the most stressful decisions parents make on behalf of their child. Getting access to the right public school will determine their child's future success. How are parents faring in cities where choice is widely available? This report answers this question by examining how parents' experiences with school choice vary across eight "high-choice" cities: Baltimore, Cleveland, Denver, Detroit, Indianapolis, New Orleans, Philadelphia, and Washington, D.C. Our findings suggest parents are taking advantage of the chance to choose a non-neighborhood-based public school option for their child, but there's more work to be done to ensure choice works for all families.
Greater Philadelphia Cultural Alliance;
This report examines the heart of the nonprofit cultural sector across 11 of the country's major metropolitan regions. Using Cultural Data Project (CDP) information, we examined 5,502 organizations, which collectively have 906,000 paid and volunteer positions and spend $13 billion annually. The communities examined had a collective population of over 75 million residents, 23.7% of the total population of the country. Our goal was to understand the distinctive and shared attributes of the cultural communities across every metro region and 11 distinct disciplines. What are the underlying trends running across all metro regions and disciplines?
Are communities recovering from the Great Recession? Where are the pressure points for the sector? What are the challenges and opportunities for specific disciplines? What trends are impacting the long-term health of all cultural nonprofits?
Keeping in mind that all data has limitations and that our snapshot represents only a portion of the full scope of creative activity across the country, our analysis nonetheless revealed both expected and surprising findings.