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Center for a New American Security;
The King Foundation and a collaborative of funders commissioned the Center for a New American Security (CNAS) to assess the needs of veterans in the region to assist in planning future philanthropic investment by the Foundation and its partners. This report summarizes research conducted by CNAS researchers between August 2015 and February 2016, using a mixed-methods approach that included qualitative research on regional trends; quantitative research using data made public by the Department of Veterans Affairs (VA), the Department of Defense (DOD), and other agencies; a targeted survey of veterans in the region; and discussion groups with participants representing more than 50 organizations that serve those veterans.The following assessment attempts to answer the following research questions: What is the state of veterans in the DFW region? Where do needs exist among the DFW veteran population? How are the needs of veterans being met in the DFW region? What are the main efforts at meeting the needs of veterans? How does the coordination of existing services take place, and is there a collaborative structure in the region that guides investments, services, and the overall care?
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Tarrant Area 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. Key Findings: The FA system served by The Tarrant Area Food Bank provides emergency food for an estimated 279,800 different people annually.43% of the members of households served by The Tarrant Area Food Bank are children under 18 years old (Table 5.3.2).43% of households include at least one employed adult (Table 5.7.1).Among households with children, 79% are food insecure and 38% are food insecure with very low food security (Table 220.127.116.11).52% of clients served by The Tarrant Area Food Bank report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).39% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).26% of households served by The Tarrant Area Food Bank report having at least one household member in poor health (Table 8.1.1).The Tarrant Area Food Bank included approximately 277 agencies at the administration of this survey, of which 270 have responded to the agency survey. Of the responding agencies, 207 had at least one food pantry, soup kitchen, or shelter.67% of pantries, 47% of kitchens, and 33% 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, 80% of pantries, 67% of kitchens, and 56% of shelters of The Tarrant Area 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 79% of the food distributed by pantries, 64% of the food distributed by kitchens, and 52% of the food distributed by shelters (Table 13.1.1).As many as 95% of pantries, 78% of kitchens, and 88% of shelters in The Tarrant Area Food Bank use volunteers (Table 13.2.1).
National Institute on Out-Of-School Time;
Investigates after-school opportunities and experiences for high school age youth in 21 U.S. cities, with a focus on Baltimore, Chicago, Denver, Kansas City, and Fort Worth. Includes a look at the steps necessary for building a citywide collaboration.
Chapin Hall at the University of Chicago;
Afterschool programs are seen as a way to keep low-income children safe and to foster the skills needed to succeed in school and life. Many cities are creating afterschool systems to ensure that such programs are high-quality and widely available. One way to do so is to ensure afterschool systems develop and maintain a data system.This interim report presents early findings from a study of how afterschool systems build their capacity to understand and improve their practices through their data systems. It examines afterschool data systems in nine cities that are part of The Wallace Foundation's Next Generation Afterschool System-Building initiative, a multi-year effort to strengthen systems that support access to and participation in high-quality afterschool programs for low-income youth. The cities are Baltimore, Md., Denver, Colo., Fort Worth, Texas, Grand Rapids, Mich., Jacksonville, Fla.,Louisville, Ky., Nashville, Tenn., Philadelphia, Pa., and Saint Paul, Minn.To date, research on data use in afterschool systems has focused more on the implementation of technology than on what it takes to develop and sustain effective data use. This study found that the factors that either enabled or hampered the use of data in afterschool systems—such as norms and routines, partner relationships, leadership and coordination, and technical knowledge—had as much to do with the people and process components of the systems as with the technology.Strategies that appear to contribute to success include: Starting small. A number of cities intentionally started with a limited set of goals for data collection and use, and/or a limited set of providers piloting a new data system, with plans to scale up gradually. Ongoing training. Stakeholders learned that high staff turnover required ongoing introductory trainings to help new hires use management information systems and data. Providing coaching and developing manuals also helped to mitigate the effects of turnover and to further the development of more experienced and engaged staff. Outside help. Systems varied in how they used the expertise of outside research partners. Some cities identified a research partner who participated in all phases of the development of their data systems. Others used the relationship primarily to help analyze and report data collected by providers. Still others did not engage external research partner, but identified internal staff to support the system. In any of these scenarios, dedicated staffers with skills in data analytics were key.
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.