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Community Partnership for Arts and Culture;
This is the story of how the Cuyahoga County arts and culture sector went from fiscal emergency… to securing one of the highest levels of public funding for arts and culture in the country… to becoming recognized as a national leader in creative placemaking. This playbook examines the role and lessons of CPAC as inspirator, catalyst, advocate, adviser, think tank, policy strategist, data source, convener. As a result of CPAC's work: Tax money has been directed for arts and culture Facilities have been built or renovated Governments have become involvedCreative businesses have merged or collaborated Innovative cross sector partnerships have emergedThrough CPAC's process outlined in the playbook, organizations and communities anywhere can see what worked in Northeast Ohio and what did not. Any one of the strategies in this playbook could be beneficial, depending on a community's vision and current situation. It is our hope that our story can provide other organizations with insight into how they might strengthen their own arts and culture sectors and thus their whole communities.
This case study on the North Collinwood neighborhood of Cleveland, Ohio, illustrates how Creative Placemaking, the deliberate integration of arts and culture into comprehensive community development, can serve as a critical catalyst in forming equitable living and working solutions for all the social, economic, and racial constituencies of a neighborhood. In this post-industrial neighborhood, Creative Placemaking helped reverse local population decline, rebuild a central commercial corridor around arts businesses, and restore a positive identity to the neighborhood.
An on-site retention program at long-term nursing care facilities had little effect overall on retention of low-wage employees, aside from a small increase in retention in the short term and among subgroups with particularly high turnover rates.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Cleveland Foodbank, Inc. 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 Cleveland Foodbank, Inc provides emergency food for an estimated 223,700 different people annually.34% of the members of households served by The Cleveland Foodbank, Inc are children under 18 years old (Table 5.3.2).16% of households include at least one employed adult (Table 5.7.1).Among households with children, 79% are food insecure and 19% are food insecure with very low food security (Table 184.108.40.206).39% of clients served by The Cleveland Foodbank, Inc report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).35% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).27% of households served by The Cleveland Foodbank, Inc report having at least one household member in poor health (Table 8.1.1)The Cleveland Foodbank, Inc included approximately 379 agencies at the administration of this survey, of which 329 have responded to the agency survey. Of the responding agencies, 267 had at least one food pantry, soup kitchen, or shelter.81% of pantries, 87% of kitchens, and 32% 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, 84% of pantries, 75% of kitchens, and 78% of shelters of The Cleveland Foodbank, Inc 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 83% of the food distributed by pantries, 71% of the food distributed by kitchens, and 40% of the food distributed by shelters (Table 13.1.1).As many as 92% of pantries, 95% of kitchens, and 61% of shelters in The Cleveland Foodbank, Inc use volunteers (Table 13.2.1).
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by the ClevelandFoodbank. The information is drawn from a national study, Hunger in America 2006, conducted for America's Second Harvest (A2H), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 52,000 clients served by the A2H food bank network, as well as on completed questionnaires from more than 30,000 A2H agencies. The study summarized below focuses mainly on emergency food providers and their clients who are supplied with food by food banks in the A2H network.Key Findings: The A2H system served by the Cleveland Foodbank provides food for an estimated 159,600 different people annually.31% of the members of households served by the Cleveland Foodbank are childrenunder 18 years old (Table 5.3.2).31% of client households include at least one employed adult (Table 5.7.1).Among client households with children, 70% are food insecure and 12% areexperiencing hunger (Table 6.1.1).38% of clients served by the Cleveland Foodbank report having to choose betweenpaying for food and paying for utilities or heating fuel (Table 6.5.1).31% of clients had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).26% of households served by the Cleveland Foodbank report having at least onehousehold member in poor health (Table 8.1.1)The Cleveland Foodbank included approximately 352 agencies at theadministration of this survey, of which 278 have responded to the agency survey.Of the responding agencies, 198 had at least one food pantry, soup kitchen, orshelter.80% of pantries, 88% of kitchens, and 54% of shelters are run by faith-basedagencies affiliated with churches, mosques, synagogues, and other religiousorganizations (Table 10.6.1).80% of pantries, 67% of kitchens, and 62% of shelters of the Cleveland Foodbankreported that there had been an increase since 2001 in the number of clients whocome to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for the agencies,accounting for 83% of the food used by pantries, 68% of kitchens' food, and 44%of shelters' food (Table 13.1.1).For the Cleveland Foodbank, 97% of pantries, 97% of kitchens, and 78% ofshelters use volunteers (Table 13.2.1).
Profiles thirteen Cleveland schools -- a cross section of traditional public, private, parochial, and charter schools, where the majority of students are economically disadvantaged -- that have demonstrated progress in student achievement gains.
Urban Institute Justice Policy Center;
Presents findings from a longitudinal study of prisoner reentry, documenting the lives of nearly three hundred former prisoners and their ability to find stable housing, reunite with family, secure employment, and avoid substance use and recidivism.
Contains mission statement, board chair and president's message, senior vice president's message, program information, funders' panel discussion, grantees list, funds list, financial summary, and lists of board members and staff.
Hire Locally is an employment program that matches Cleveland's west side residents with industrial jobs employers would otherwise have searched far and wide to fill. The program is part of the nonprofit Westside Industrial Retention and Expansion Network, or WIRE-Net. This report documents the program's innovation in developing a sectoral strategy to meet labor market demands while also setting a broad agenda for community improvement. It also shares key program elements and recommendations to ensure that future programs are more effective.
George Gund Foundation;
This 2012 Interactive Annual Report includes a Letter from the President, Letter from the Executive Director, and details The George Gund Foundation's philanthropic activities in the areas of: Arts, Economic Development and Community Revitalization, Education, Environment, Human Services, and Special Commitments.
Policy Matters Ohio;
In this report, we examine the transition to a demand-facing, employer-driven model that focuses on the transition impact to the adult and dislocated worker populations served by the Workforce Investment Act. By looking beyond the Workforce Investment Act common measures, we found that the number exiting the program to employment increased five-fold. Even as more people exit the program, a higher percentage of exiters are being placed in jobs. These are surprisingly strong results in a still-troubled regional economy.
Community Partnership for Arts and Culture;
Cleveland is fortunate to be home to world-class healthcare and arts and culture assets. Increasingly, these sectors are developing creative intersections and partnerships which are impacting individual and community health and well-being. From expressive arts therapies and the design of healthcare environments to addressing public health issues and enriching medical education through the arts, this report explores a broad range of Cleveland's arts and health intersections and poses recommendations for strengthening them in the future. Learn more about this innovative work through six case studies, which demonstrate how Cleveland's arts and health practitioners are creating positive outcomes for individuals while also leading our city to a healthier future.