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Committee for Economic Development;
In 2009 the Committee for Economic Development called on district and state education officials to revamp the way that teachers are paid. New compensation systems are needed to attract highly qualified individuals into teaching under labor market conditions that have changed substantially since the typical framework for teacher salaries was adopted.
The Bridges to Work demonstration was designed to test whether efforts to help inner-city job seekers overcome barriers to accessing suburban jobs would result in better employment opportunities and earnings for these workers. This report examines outcomes for more than 1,800 applicants to Bridges to Work, half of whom were randomly selected to receive the programs transportation, job placement and supportive services for up to 18 months and half who were not offered these services. The researchers found that Bridges to Work did not positively impact participants employment and earnings, results that were consistent across cities and across various strategies for providing transportation services. Given the programs implementation challenges, costs and lack of results, the report concludes that the Bridges model is not a viable policy response to the mismatch between the location of jobs and the location of unemployed workers. However, the models lack of success does not diminish the importance of improving transportation options to increase workers access to employment, and the authors derive a number of important lessons from the demonstrations experience to inform future mobility efforts.
Center for AIDS Prevention Studies (CAPS);
In 1997, the National Institutes of Health (NIH) reviewed evidence of the effectiveness of HIV prevention programs for injection drug users (IDUs) and recommended that three types of
interventions be implemented to prevent transmission of HIV among IDUs: 1) community-based outreach, 2) expanded syringe access (including needle exchange programs [NEP] and pharmacy sales), and 3) drug treatment. Progress on increasing the acceptance and feasibility of implementing these programs has been made at the national level, but their implementation has been varied at the local level.
Understanding the conditions under which communities accept and implement interventions can help guide effective strategies to foster the implementation of these interventions in areas where programs do not currently exist.
Annie E. Casey Foundation;
The Fall 2001/Winter 2002 issue of AdvoCasey focuses on foster teens in transition. It highlights what communities and child welfare agencies are doing (and not doing) to help them. It includes a fact sheet, case studies, and an interview with Gary Stangler, director of the Jim Casey Youth Opportunities Initiative.
This report reviews the economic inclusion efforts, achievements and challenges from the East Baltimore Revitalization Initiative. It examines the placement of local residents in construction jobs and the workforce pipeline that has trained and placed East Baltimore residents in jobs generated by the new development or elsewhere in the city, while also noting the complexity of creating project-related employment. It also reviews how East Baltimore Development, Inc. (EBDI) and its partners connected minority-owned businesses to the project and supported their growth. For context and comparison, this report cites examples of similar initiatives around the country. Finally, it offers various lessons learned over the course of the project to date. This report serves to inform and assist a range of people and institutions, including government leaders, businesses and nonprofits interested in economic inclusion.
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.
Partners for Sacred Places;
Arts in Sacred Places (AiSP) was designed to facilitate long-term, mutually beneficial space-sharing relationships between arts organizations - with inadequate or no home - and houses of worship with space to share. AiSP maintains a database of information on arts organizations and sacred places; provides tools such as training, documentation, and budget and legal assistance; and acts as a matchmaker and facilitator for partnerships. Partners for Sacred Places also has strong expertise on adaptive re-use of vacant religious properties, leading design charrettes, community and political engagements, and business and funding plan development.
The proposed project, with national implications, addresses the facility needs of both sectors in a unique way that has the potential for catalytic change. To elevate the issue, we explored the complex space problems faced by the dance and theater communities and held two national convenings to disseminate research findings and educate leaders in the field on the direct and significant potential for impact that this solution offers. A recorded version of our Philadelphia convening can be found on this page along with the final version of our report.
Focus on Learning
The project highlights:
what has been done to date;what resources currently exist;what is the status and health of the dance and theater communities in the region; andwhat are their space needs.
Pew Charitable Trusts;
In 2008, the city of Baltimore undertook a first-of-its-kind effort. First, it sought to transition its home visiting programs into using only evidence-based program models. Second, the city worked to build a unified system of services. And finally, it moved to establish procedures to measure the results. Like the many policymakers across the country considering similar shifts, leaders in Baltimore were searching for better outcomes for children and families and continued support from public and private funder who, in recent years, had increasingly sought greater effectiveness and accountability.
Using the existing research base, leaders found that properly implemented home visiting could effectively improve birth outcomes, provide family support, and enhance the health of young children as part of a larger comprehensive plan. As a result of this process, policymakers agreed that home visiting should continue in the city -- not as it had, as disparate programs with no central strategy, but rather as an aligned system implementing proven practices.
City officials designed a new home visiting system that includes two federally approved, rigorously evaluated, evidence-base models -- Nurse Family Partnership and Healthy Families America -- which they believed could reach those expectant mothers most at risk for low-birth-weight babies, preterm births, infant mortality, and child abuse and neglect. They also developed a central system to identify, engage, and enroll targeted mothers and provide a single point of entry into the home visiting system. This brief offers an overview of the Baltimore experience and identifies the eight steps that were key to the city's successful transition:
1. Get leadership buy-in.
2. Conduct a needs assessment.
3. Select evidence-based programs.
4. Implement evidence-based programs and create a unified system.
5. Provide staff with training and technical assistance.
6. Establish a central triage and referral process.
7. Establish a monitoring and reporting system.
8. Monitor implementation and outcomes.
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.
Center for Neighborhood Technology;
This report examines the impacts of transportation spending on households in the 28 metro areas for which the federal government collects expenditure data and of rising gas prices on both households and regional economies. It finds that households in regions that have invested in public transportation reap financial benefits from having access to affordable mobility options, even as gas prices rise, and that regions with public transit are losing less per household from the increase in gas prices than those without transit options.
While many low-income, inner-city job seekers are isolated from economic opportunities in the suburbs, transportation alone is unlikely to improve their employment prospects, according to the authors of this report. Based on the lessons of P/PV's $17 million five-city Bridges to Work demonstration, the report indicates that while transportation was certainly critical, much of the sites' success depended more on their ability to recruit, prepare and support job seekers, the essential components of any workforce development program.
Children of immigrants are the fastest growing child population in the United States. More than 20 percent of children under age six have immigrant parents; approximately 93 percent of these children are American citizens.Of the children who are non-citizens, two-thirds will grow up to become citizens, playing a critical role in our nation's future.