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John S. and James L. Knight Foundation;
Communities across our nation are experimenting with new ways to engage citizens in the decisions made by civic leaders from the public, private and non-pro!t sectors, working sometimes together and sometimes at cross purposes. Ultimately, success at making democracy work and sustaining healthy communities requires engaged individuals, organizations, and institutions.
Across our country, community engagement bright spots are emerging. These initiatives foster a sense of attachment, expand access to information and resources, and create opportunities for citizens to play more active roles in setting priorities, addressing issues, and planning the longer-term sustainability of their communities.
The National League of Cities, working with The John S. and James L Knight Foundation, selected 14 communities that the two institutions are engaged with to explore how well or poorly some of these experiments are faring today. This analysis then focused more closely on four communities -- Detroit, Philadelphia, Chicago, and Austin -- to document the lessons learned and the challenges ahead.
Funders and program planners want to know: What does it cost to operate a high-quality after-school or summer program? This study answers that question, discovering that there is no "right" number. Cost varies substantially, depending on the characteristics of the participants, the goals of the program, who operates it and where it is located. Based on detailed cost data collected from 111 out-of-school-time programs in six cities, this report, along with an online calculator (www.wallacefoundation.org/cost-of-quality), provides cost averages and ranges for many common types of programs.
This report is the last in a series funded by The Wallace Foundation and developed by P/PV and The Finance Project to document the costs of out-of-school-time (OST) programs and the city-level systems that support them. The report examines the development of OST systems in six cities across the country and summarizes the strategies and activities commonly pursued, their associated investments and options for financing such system-building efforts. These findings can provide OST stakeholders with critical information to help guide their investments in system planning, start-up and ongoing operations.
The report serves as a companion to two previous resources: The Cost of Quality Out-of-School-Time Programs, which provides information on both the average out-of-pocket expenditures and the average full cost of a wide range of quality OST programs; and an online cost calculator that enables users to generate tailored cost estimates for many different types of OST programs.
This case study on Latino New South follows the journey and partnerships of three cultural institutions -- the Levine Museum of the New South (Charlotte, NC), the Atlanta History Center (Atlanta, GA), and the Birmingham Civil Rights Institute (Birmingham, AL). These three organizations entered the Innovation Lab for Museums with the intention of making their programs and institutions more resonant with, and responsive to, the fast-growing Latino communities in their respective cities.
Who are the people leading the charge in urban transportation? As our report explains, the short answer is that it takes leaders from three different sectors of urban society to make change happen quickly.
First, there needs to be a robust civic vanguard, the more diverse their range of skills and participation, the better. Second, mayors, commissioners and other city leaders need to create the mandate and champion the change. The third sector is the agency staff.
When these three sectors align, relatively quick transformation is possible. Several cities, including New York and Pittsburgh, recently experienced this alignment of a healthy civic community, a visionary and bold mayor and transportation head, and internal agency champions. Our report also highlighted the potential of other cities, such as Charlotte, where the civic sector continues to build on and widen their base.
America's Promise is a pioneering initiative that seeks to address overall youth development by creating community-wide programming based on proven practices necessary for a successful childhood and adolescence. A few examples of these evidence-based program components include community service, mentoring and developing marketable skills. This brief report presents P/PV's preliminary analysis of how the effort took root in three Communities of Promise: Charlotte, North Carolina; Minneapolis, Minnesota; and San Francisco, California. It explores the successes, challenges and opportunities that have resulted from America's Promise.
Analyzes the monetary and in-kind investments being made to pursue common strategies to develop the coherent structures necessary to secure and maintain the leadership, information, and other resources needed to deliver quality OST programs citywide.
Outlines safety and quality improvement strategies including electronic medical records, multidisciplinary teams accountable to leadership, reporting of performance indicators; and redesigned care processes. Discusses physician buy-in and nurses' roles.
Policy Studies Associates, Inc.;
This report, the second in a series, describes early results of Wallace's Principal Pipeline Initiative, a multi-year effort to improve school leadership in six urban school districts. The report describes changes in the six districts' practices to recruit, train and support new principals. It also offers early lessons for other districts considering changes to their own principal pipelines.
Center for Education Policy Research at Harvard University;
Presents slides on a study of links between teacher effectiveness, based on a model that estimates gains in student test scores attributable to teachers, and hire date, certification, degree program, placement, experience, retention, and other factors.
Charting New Territory is an examination of implementation of the Workforce Investment Act through the eyes of public officials in five cities. Though the strategies being pursued in each city vary, the report documents local officials' shared concerns about the difficulty of getting genuine cooperation from mandated partners, the challenges posed by WIA's data collection and performance requirements, and the frustration inherent in a transition from one system to another, while continuing to provide services. It concludes with several lessons on what will be needed to make WIA more effective.
John S. and James L. Knight Foundation;
Evaluates the theory, implementation, and initial results of Knight's initiative to train social entrepreneurs as creative catalysts for community transformation. Offers a framework for assessing longer-term impacts and suggestions for future projects.