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Community Foundation for Greater New Haven;
In late June 2020, the CT Community Nonprofit Alliance, Fio Partners, the New Canaan Community Foundation, and the Community Foundation for Greater New Haven partnered on a pulse survey to glean the current state of nonprofits in Connecticut.Over the course of two weeks (June 18 – July 2, 2020), more than 250 organizations provided valuable insights into common COVID-19 challenges and highlighted the pandemic's varying impacts on both small and large agencies.This report captures the pulse survey findings, which were processed by Fio Partners, LLC.
Connecticut Collective for Women and Girls (CCWG);
Covid-19 has revealed the inequities and injustice that perpetuate the systems in our state and in our larger society. As advocates for women and girls, we knew that systems of sexism and racism already disadvantaged women and girls and we braced ourselves for how the economic and health crisis would further harm them. This report documents the disproportionate impact of Covid-19 on women and girls, and particularly on women and girls of color. We intend this vital information to inform decisions in the future that can direct resources to women and girls. We urge policymakers, government officials, philanthropists, nonprofit service providers, corporations and our fellow community members to use this information to create equity through relief and recovery efforts.
Perrin Family Foundation;
This brief examines the role of the Perrin Family Foundation's Building Leadership and Organizing Capacity (BLOC) initiative on the youth organizing landscape in Connecticut.
Uconn Health Disparities Institute;
This Report Card uses national and state-level data to compare indicators disaggregated by race/ethnicity (R/E), gender, and age. Several public data sources were utilized including the CT Department of Public Health mortality data, US census data, and CDC data. Within each indicator, we report the health disparity rate (HD) defined in this report as how many more times individuals in a R/E group experience a more harmful outcome than those in the R/E reference group. The key findings are divided into nine sections: Demographics; Income, Education, Employment and Transportation; Housing; Safety and Incarceration; Fatherhood; Health Insurance, Preventative Health Screenings and Cancer Disparities; Behavioral Health; Life Expectancy; Mortality.
In this report, we examine how seven states use state policy levers to advance policy change to improve the quality of school principals. These states are all actively engaging in a collaborative initiative focused on principal preparation program redesign. We consider the following questions, drawing on data about the use of various policy levers in the states:How does a state's context shape its use of policy levers to improve principal quality? What policy levers are states using, how are the levers used, and what policy changes have states made that affect the way levers are used? What supports the effective use of policy levers?What are the barriers to and facilitators of policy change?All seven states in the study were part of The Wallace Foundation's University Principal Preparation Initiative (UPPI). Launched in 2016, UPPI is supporting seven university-based principal preparation programs to work in collaboration with their district and state partners to redesign and improve the programs to better support the development of effective principals. The programs were chosen for the initiative, in part, because they were located in states that had favorable conditions for supporting principal quality. In addition, the programs had expressed interest in and already conducted some initial work toward redesigning their principal preparation programs. The UPPI programs and their respective states are Albany State University (Georgia), Florida Atlantic University (Florida), North Carolina State University (North Carolina), San Diego State University (California), the University of Connecticut (Connecticut), Virginia State University (Virginia), and Western Kentucky University (Kentucky).We drew on three data sources for this analysis: (1) biannual interviews with UPPI participants, (2) interviews with state-level stakeholders across the seven UPPI states, and (3) relevant secondary data, such as state plans, state licensure requirements, state legislation, reports from state departments of education, and research literature on school leadership. In this report, we focus on seven policy levers that states can use to improve school leadership. The first six of these were drawn from research as described by Manna (2015), and the seventh was derived from Grissom, Mitani, and Woo (2019): setting principal standardsrecruiting aspiring principals into the professionlicensing new and veteran principals approving and overseeing principal preparation programssupporting principals' growth with professional development evaluating principalsusing leader tracking systems to support analysis of aspiring and established school leaders' experiences and outcomes.
Open Communities Alliance Coalition;
Open Communities Alliance's September 2017 Out of Balance report shines a light on the opportunity gap in Connecticut and the role subsidized housing policy plays in generating and reinforcing it. Building on the work of historians and others who have documented the long history of government-sponsored segregation, this report maps "opportunity" by census tract and overlays the locations of government subsidized housing across a number of programs. The report concludes that the state needs continued investments in under-resourced, "lower" opportunity, areas while adjusting housing program priorities and addressing exclusionary zoning in order to bring geographic balance to subsidized housing locations.
Connecticut Council for Philanthropy;
This article continues to explore the partnership between the State of Connecticut, the Connecticut Early Childhood Funder Collaborative, and the Connecticut Council for Philanthropy. These three entities have been working to coordinate their efforts toward a shared goal of establishing a statewide early childhood system, reducing the fragmented array of Connecticut's existing early childhood services and supports, and improving outcomes for young children and their families across the State.Independently and collectively, each partner continues to adopt new processes and working structures that enable the voluntary contribution of their diverse skills, expertise, and resources to create a new approach to early childhood in Connecticut. While clearly not the only constituencies working to improve outcomes for children and families throughout the state, this partnership between the public sector and the philanthropic community has resulted in important transformations within all entities involved. This paper highlights the role of the public sector within this public-private partnership, and, more specifically, the experience and perspectives of those working within state government.
Robina Institute of Criminal Law and Criminal Justice;
Connecticut shifted from indeterminate to "definite" sentencing in 1981. This means that crimes have statutory minimum and maximum penalties, and that defendants are sentenced to a term of years rather than a range of years. For a time after the 1981 reforms, there was no traditional parole in the state; however, discretionary parole release for those with sentences over two years was reestablished in 1993. In the 1980s and 1990s, there was also an increase in mandatory minimum legislation. In 1995, the legislature established truth in sentencing laws for violent offenders, requiring them to serve at least 85% of a sentence before release. In 2004, the Board of Pardons (established in 1883) and the Board of Paroles (established in 1957) were merged to form the Board of Pardons and Paroles.
Measures for Justice;
Despite accounting for a substantial portion of local, state, and federal budgets, our criminal justice institutions are among the least measured systems in our country. In an effort to bring transparency to this sector, MFJ has collected, standardized, and made public 20 states' worth of criminal justice data.The purpose of this report is to share what we have learned through this effort, including: (a) what we cannot see when data are missing, and (b) the value that data can provide when they are available and comparable. In particular, we identify patterns around the following:There is a substantial lack of data around pretrial detention and release decision-making, as well as individual demographics (particularly indigence).New data privacy laws are also making it needlessly difficult to obtain certain data. This poses challenges to understanding how individuals experience the system in cases that do not result in conviction.There is great variation in how counties dispose of and sentence nonviolent cases; how financial obligations are imposed on individuals; and the collateral consequences that individuals face when convicted.Across many of these findings, where demographics are available, we have an opportunity to identify and respond to significant disparities in group outcomes.This report challenges stakeholders and policymakers to dig deeper into these patterns and missing data. It also implores policymakers and legislators to improve criminal justice data infrastructure to ensure a more transparent, fair, and equitable implementation of justice.
Center for Gun Policy and Research at Johns Hopkins Bloomberg School of Public Health;
There is a major flaw in federal firearm laws in the U.S. and in most states' laws; prohibited purchasers can acquire firearms from unlicensed private sellers without subjecting themselves to background checks and record-keeping requirements. Violent criminals and traffickers exploit this weakness with fatal consequences. This report discusses the need to improve background checks and handgun purchaser licensing laws which would result in reduced gun deaths.
National Fund for Workforce Solutions;
Two Hartford area manufacturers and their next generation of workers from an unconventional source: young adults who are often out of work and out of school. Okay Industries and Advanced Composites & Metalforming Technologies (ACMT) are investing in their younger workforce and partnering with community organizations to create a pipeline of talented, young workers.
Building Movements Project;
In Connecticut, the Partnership for Strong Communities (PSC) and a group of advocacy organizations, government agencies, and community providers are leading a campaign to end homelessness in the state. Guided by the vision that "No one should experience homelessness," the Reaching Home Campaign and Opening Doors—Connecticut (the "Campaign") emphasizes housing as an essential platform for human and community development. The Campaign brings together a broad spectrum of partners representing diverse sectors to collectively build the political and civic will to end homelessness. In just three years, the Campaign has already achieved remarkable success advocating for and securing over $300 million in funding for programs to end homelessness and to create permanent supportive and affordable housing. Among its many accomplishments, the Campaign conducted the state's first study of youth experiencing homelessness and released the Opening Doors for Youth plan to end youth homelessness. The Campaign is also closing in on the goal of ending homelessness among Veterans, as well as launching a pilot program to connect families receiving rapid rehousing with employment supports and implementing a successful pilot that identifies and connects frequent users of emergency departments at hospitals to housing and supportive services. To support the Campaign's work at this important juncture as it moves past planning and towards implementation and sustainability, the Melville Charitable Trust—a private foundation and longtime partner of the effort—approached The Building Movement Project (BMP) to conduct a mid-point learning assessment. One goal of the assessment was to help the Campaign take stock of its internal structures and processes. Another goal was to share insights on what it means to coordinate collaboration, given the growing use of "collective impact" as a strategy to address social problems.