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Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by America's Second Harvest of Tampa Bay. 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 in-person 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.Key Findings: The FA system served by America's Second Harvest of Tampa Bay provides emergency food for an estimated 409,700 different people annually.37% of the members of households served by America's Second Harvest of Tampa Bay are children under 18 years old (Table 5.3.2).22% of households include at least one employed adult (Table 5.7.1).Among households with children, 93% are food insecure and 58% are food insecure with very low food security (Table 22.214.171.124).58% of clients served by America's Second Harvest of Tampa Bay report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).37% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).36% of households served by America's Second Harvest of Tampa Bay report having at least one household member in poor health (Table 8.1.1)America's Second Harvest of Tampa Bay included approximately 598 agencies at the administration of this survey, of which 182 have responded to the agency survey. Of the responding agencies, 158 had at least one food pantry, soup kitchen, or shelter.86% of pantries, 77% of kitchens, and 67% 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, 83% of pantries, 70% of kitchens, and 75% of shelters of America's Second Harvest of Tampa Bay 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 75% of the food distributed by pantries, 58% of the food distributed by kitchens, and 44% of the food distributed by shelters (Table 13.1.1).As many as 98% of pantries, 88% of kitchens, and 77% of shelters in America's Second Harvest of Tampa Bay use volunteers (Table 13.2.1).
Public Education Network (PEN);
Funded by the New York Life Foundation from 2003-2005, Revitalizing High School Libraries (RHSL) was a pilot program that allowed Public Education Network (PEN) and its member local education funds (LEFs) in Minneapolis, San Francisco and Tampa to update and refurbish library media centers in four high schools. The high schools are: Washburn High School and Roosevelt High School in Minneapolis; Robinson High School in Tampa; and Mission High School in San Francisco. In this issue of Adolescents Read!, we report what students at these schools are saying about the impact that RHSL is having on their experiences with reading and studying. We close with some online resources that students at the four high schools recommend.
Provides a summary of Seedco's experience in social enterprise, with an assessment of their Nonprofit Venture Network. Outlines the program's successes and challenges, and provides a primer for organizations considering starting a social purpose business.
Offers an in-depth analysis of eight community-based human service and youth-serving nonprofit organizations that received assistance from Seedco's Nonprofit Venture Network to develop their capacity to launch social purpose businesses.
The Wallace Foundation;
At one time, finding an assistant principal for a public school in Denver entailed a search through "a gajillion résumés," in the words of one local school district administrator. Even then, some ideal candidates likely fell through the cracks. Those days are over, owing to the development by Denver Public Schools of a "leader tracking system," a database of information about the training, qualifications and performance of principals and aspiring principals.This Story From the Field examines how Denver and five other school districts have constructed and are using these systems as they seek to better train, hire and support school principals. All six districts are taking part in the Principal Pipeline Initiative, a Wallace Foundation-funded effort to help the school systems develop a large corps of strong school principals and generate lessons for the field.In addition to aiding district officials in identifying strong principal and assistant principal candidates and matching them to the right schools, the leader tracking systems are helping in efforts to forecast job vacancies, pinpoint principal training topics and spot potential principal mentors. The districts are also beginning to use the systems to share aggregate information about the performance of principals with the preparation programs from which the principals graduated.The publication makes clear that developing a leader tracking system takes time and effort. It describes, for example, how determining what information to collect, and then finding it, proved to be a key but time-consuming task, not least because essential data could be housed in different niches of the school bureaucracies.
The Pew Charitable Trusts;
The Great Recession created fiscal challenges for the 30 cities at the centers of the nation's most populous metropolitan areas that continued well past the recession's official end in June 2009. For most of these cities, the fiscal brunt was borne later than for the national and state governments and recovery has been slow. Cities dealt with fiscal strain in a variety of ways: dipping into reserve funds, cutting spending, gaining help from the federal or state governments, and increasing revenue from tax and nontax sources. Although these strategies offered short-term solutions, many cities still faced declining revenue in 2011, the consequence of reduced spending, shrunken reserves, and rising pension and retiree health care costs. Property taxes, which can be slow to respond to economic swings, helped delay the early fiscal effects of the Great Recession for most of these cities, but they began to decline in 2010, reflecting a deferred impact of the housing crisis. This trend was compounded by increasingly unpredictable aid from states and the federal government that were dealing with their own budgetary constraints. Researchers from Pew standardized data from the Comprehensive Annual Financial Reports from 2007 through 2011, the latest year of complete data available, for all of these 30 cities. This report examines key elements of each city's fiscal conditions, including revenue, expenditures, reserves, and long-term obligations, and adjusted them for inflation to facilitate comparison across the years. These adjustments allow insight into fiscal trends across cities and over time. Direct comparisons between cities may be limited, however, by differences in cities' tax structures and the range of services each city provides
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.