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Outlines a collaborative approach to involve government, business, foundations, residents, neighborhood organizations, and city leaders in community development and empowerment in neighborhoods in Detroit, Hartford, Memphis, and Milwaukee.
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.
Presents findings from the National Neighborhood Indicators Partnership's community-level data analysis on services that improve physical and mental health, family stability, and neighborhood environments to foster collaboration for school readiness.
Call to Action chronicles how individuals, community organizations, faith institutions, businesses and officials mobilized to build partnerships to address escalating numbers of ex-prisoners returning to their communities. The three cities highlighted in this report, Jacksonville, FL; Memphis, TN; and Washington, D.C., were pioneers in responding to the nation's prisoner reentry crisis. They developed impressive programs and eventually joined P/PV's Ready4Work initiative.
In the report's foreword, P/PV President Fred Davie and Vice President for Public Policy and Community Partnerships Renata Cobbs Fletcher argue: "The collective experience of Ready4Work sites highlights the need for more collective and integrated approaches to prisoner reentry -- across cities, regions and states; public and private resources and funding streams need to be redirected, pooled and put to use in more strategic, cost-effective and outcomes-driven efforts. Research findings that show promise for specific program strategies must be at the center of these partnerships, guiding dialogue as well as the design of initiatives and program evaluations."
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Memphis Food Bank. 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 Memphis Food Bank provides emergency food for an estimated 186,500 different people annually.31% of the members of households served by The Memphis Food Bank are children under 18 years old (Table 5.3.2).27% of households include at least one employed adult (Table 5.7.1).Among households with children, 78% are food insecure and 34% are food insecure with very low food security (Table 126.96.36.199).38% of clients served by The Memphis Food Bank report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).26% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).19% of households served by The Memphis Food Bank report having at least one household member in poor health (Table 8.1.1)The Memphis Food Bank included approximately 195 agencies at the administration of this survey, of which 189 have responded to the agency survey. Of the responding agencies, 140 had at least one food pantry, soup kitchen, or shelter.77% of pantries, 69% of kitchens, and 46% 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, 81% of pantries, 80% of kitchens, and 65% of shelters of The Memphis Food Bank 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 76% of the food distributed by pantries, 53% of the food distributed by kitchens, and 48% of the food distributed by shelters (Table 13.1.1).As many as 91% of pantries, 76% of kitchens, and 74% of shelters in The Memphis Food Bank use volunteers (Table 13.2.1).
Nonprofit Finance Fund;
Explores the artistic development of Ballet Memphis -- how it became a thriving company within a community that had not historically supported ballet, and how it continues to evolve artistically while remaining relevant to the community.
Describes the implementation of a model that organizes care around an interdisciplinary team of providers who work to identify and remove barriers to access and clinical effectiveness in primary care clinics. Outlines two case studies and lessons learned.
Edna McConnell Clark Foundation;
This report presents an assessment of the Growth Capital Aggregation Pilot. It was commissioned by the Edna McConnell Clark Foundation, founder and lead investor of the grantmaking initiative.
Starting in 2000, The Edna McConnell Clark Foundation (Clark) adopted an investment approach to grantmaking that focused on providing growth capital to youth-serving organizations with demonstrated commitments to evaluation and measurable outcomes. For grantees, the strategy meant larger, longer-term, unrestricted investments, complemented by extensive access to consulting and technical assistance to strengthen their organizations.
This approach helped Clark grantees across the portfolio increase the numbers of youth they served (for example, by 18 percent between 2005 and 2006) and achieve annual revenue gains (averaging 19 percent over the four years prior to the founding of GCAP). At the same time, the Foundation concluded that more capital would be required if its grantees and other promising youth-serving organizations were to realize their ultimate scale and sustainability potential.
Cultural Policy Center at The University of Chicago;
Chicago Music City compares the strength and vitality of music industries and scenes across the United States. Sociologists, urban planners, and real-estate developers point to quality of life and availability of cultural amenities as important indicators of the health and future success of urban areas. Economic impact studies show the importance of music to local economies. This publication compares Chicago's musical strength with the 50 largest metropolitan areas in the U.S., focusing on 11 comparison cities: Chicago and its demographic peers, New York and Los Angeles, and eight other cities with strong musical reputations -- Atlanta, Austin, Boston, Las Vegas, Memphis, Nashville, New Orleans and Seattle.
Launched by a coalition of business and government leaders, Memphis Fast Forward(MFF) is a multi-layered collective impact initiative designed to increase economic prosperity and quality of life in Greater Memphis, Tenn.
Center for American Progress;
Profiles the goals, activities, implementation, and challenges of the twelve states that won Race to the Top federal funds to improve teacher quality and preparation program accountability; analyzes their strategies; and makes policy recommendations.
Institute for Higher Education Policy;
By 2020, more than six out of 10 U.S. jobs will require postsecondary training. Despite a slight increase in college attainment nationally in recent years, the fastest-growing minority groups are being left behind. Only 25 and 18 percent of Blacks and Hispanics, respectively, hold at least an associate's degree, compared with 39 percent of Whites. Without substantial increases in educational attainment, particularly for our nation's already underserved groups, the United States will have a difficult time developing a robust economy.
Home to 65 percent of Americans, and a majority of all African Americans and Hispanics (74 and 79 percent, respectively), the 100 largest metropolitan statistical areas (MSAs) can play a strong role in developing this nation's workforce. In fact, to reach a national attainment target that meets our workforce needs, more than half of college degrees could be generated from the these cities. The majority of degrees needed among African-American and Hispanic adults could also be produced in MSAs.
Clearly, investing in and organizing around the potential of metropolitan areas is critical, and the stakes have never been higher. Yet the current funding climate requires strategic public and private partnerships to invest in education innovation and human capital development in order to have the most robust impact on sustainable national growth. For this study, the Institute for Higher Education (IHEP) sought to follow up on its previous work examining MSA educational attainment rates by further exploring policies that either inhibit or facilitate degree production, and identifying metropolitan-level, cross-section collaborations that help local leaders contribute to national completion goals.