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Committee for Greater LA;
The ongoing homelessness crisis in Los Angeles has elevated calls for a better governance structure to address this devastating issue. Los Angeles combines an already fragmented system of general governance with a fragmented governance approach to homelessness. Any new governance structure must be customized around these distinctly Los Angeles features.We often assume the problems in homelessness governance can be solved with more leadership, more data, restructured government institutions, more coordination, more city-county collaboration, and more money. This independent report commissioned by the Committee for Greater LA challenges these assumptions.
Southeast Los Angeles (SELA) Collaborative;
The SELA Agenda is a collectively and inclusively drafted report that addresses the impact of COVID-19 in the Southeast Los Angeles (SELA) region by highlighting investment opportunities in eight policy areas: education, environmental justice, economic recovery, healthcare, housing, nonprofit safety net, civic engagement and regional advocacy. The goal is to lay out a COVID-19 recovery plan that prioritizes the SELA region and ensures the region's recovery and future prosperity by bringing SELA's needs to the attention of elected officials, philanthropy, business sector, and community stakeholders.
Southern California Grantmakers;
Our nation's democracy has long rested on the notion of opportunity, liberty, and justice for all, yet these hallmarks have been largely reserved for White people at the expense and systemic exclusion of Black, Indigenous and People of Color (BIPOC). Systemic racism in the United States is deeply rooted in our institutions, systems, and narratives about who belongs and who has value. The road to transformation is long and daunting but in this moment of collective trauma "there are glimmers of hope."Truth, Racial Healing and Transformation is a $24 million initiative funded by the W.K. Kellogg Foundation to support 14 multi-sector collaborations in communities across the United States. It serves as a comprehensive, national, and community-based process to plan for and bring about transformational and sustainable change and to address the historic and contemporary effects of racism. In Los Angeles, TRHT-LA is convened by Southern California Grantmakers (SCG). To support continuous learning and document the TRHT-LA journey, SCG partnered with Engage R+D in 2017 to conduct a developmental evaluation. Using a multi-methods approach (interviews, surveys, and observations), the evaluation team focused on lifting-up promising strategies, stories, and evidence that TRHT efforts are taking root.
Homelessness Policy Research Institute;
According to the 2018 Greater Los Angeles Homeless Count, there are 12,698 older adults (aged 55 and older) experiencing homelessness in the Los Angeles Continuum of Care (LAHSA, 2018). This older adult age group makes up over a quarter of the total homeless population in Los Angeles County (LAHSA, 2018). Research has found that, nationally, the share of homeless adults that are 55 and older is increasing and projected to continue growing, suggesting a "cohort effect" where homeless baby boomers are getting older and shifting the age distribution of the single adult homeless population (Culhane et al., 2018). This shift will increasingly strain homeless services and healthcare providers since older adults experiencing homelessness face a higher likelihood of adverse health outcomes than housed older adults and younger people experiencing homelessness (Culhane et al., 2018). This literature review explores research on the characteristics and unique needs of older adults experiencing homelessness and highlights potential interventions and strategies for addressing those needs, including permanent supportive housing.Click "Download" to access this resource.
California Community Foundation;
This report tells the story of BLOOM, its impact, and the lessons we learned along the way. Through the initiative, Brotherhood Crusade (BHC) and Social Justice Learning Institute (SJLI) developed programs that tap into the potential of young Black males through developmental relationships with male mentors along with positive peer relationships and accountability with other young Black men. Since its launch, BLOOM has impacted the lives of nearly 800 young Black men in South L.A. Over the past six years, California Community Foundation's (CCF) commitment of $500,000 per year, totaling $3.5 million, leveraged $3.3 million from other foundations, as well as contributions from individual donors, with an additional $3.2 million pledged over the next five years.
Strong, well-resourced nonprofits are an indispensable part of our social fabric and play a key role in providing critical services that contribute to thriving communities. In an era of growing need and decreased availability of government dollars, nonprofits are increasingly forced to do more with less. They are also faced with limited time and resources to build their own core infrastructure and strengthen their capacity to expand services and deliver them more effectively. As the leader in charitable giving services for Jewish philanthropists in Los Angeles, the Jewish Community Foundation of Los Angeles (The Foundation) seeks to magnify the impact of its donor's giving, build enduring legacies, and strengthen the Jewish and local Los Angeles community through effective grantmaking. To help achieve those goals, The Foundation launched the Next Stage Grants pilot in 2017 to help Jewish organizations and institutions in the region build their capacity and increase their effectiveness. The Foundation designed and launched the pilot with four organizations, offering funding of up to $250,000 over a two to three-year period, a semi-structured approach and space for grantees to engage with The Foundation in testing and learning. This executive summary and the full report highlight key learnings and insights from the pilot, including gains, benefits and challenges as well as considerations to guide Next Stage Grants moving forward.
This report is an evaluation of First 5 LA's 10-year grantmaking investment into policy advocacy.The document provides insights gleaned from the period beginning with the first year of theCommunity Opportunity Fund (COF) (2008) through the final year of the Policy AdvocacyFund (PAF), Cycle II (2018). During this period, the COF and PAF were the primary grantmakingmechanisms through which First 5 LA impacted systems and policy change, ultimately increasingopportunities for children prenatal to age 5 and their families. This report identifies the practices,strategic shifts and overall impact of these grantmaking initiatives. We hope that the lessonslearned will inform future grantmaking decisions for First 5 LA and other grantmakers looking tocontribute to making lasting, systemic change.
Los Angeles County Arts Commission;
Volunteer labor is at the heart of what makes nonprofits run. Managing those volunteers is one of a nonprofit's most significant tasks. Data reported by arts nonprofits in LA County to the Cultural Data Project (CDP) suggests this is as true in the arts as in other nonprofit sectors. Among arts nonprofits, volunteers take on responsibilities as artists, fundraisers, program staff or they may provide other general support.This study begins by defining the term "volunteer," investigating the complexity of volunteers' varied motivations, exploring different ways to understand the value of volunteering, and examining the special role of artist volunteers in arts nonprofits. It concludes with a series of recommendations that may help arts nonprofits improve their volunteer management and think of their volunteers in a whole new light. The data presented here -- as well as our preceding salaries and benefits studies -- should be seen not as a definitive answer to questions about labor and compensation in local arts nonprofits, but as a starting point for conversations about the status of the nonprofit arts ecology in LA County.
ABT Associates, Inc.;
In 2011, the Conrad N. Hilton Foundation partnered with Abt Associates Inc. to conduct an evaluation of the Hilton Foundation's Chronic Homelessness Initiative, with the goal of answering the overarching question: Is the Chronic Homelessness Initiative an effective strategy to end and prevent chronic homelessness in Los Angeles County? This final evaluation report provides an overview of the community's progress on selected metrics over five years, January 2011 through December 2015.Although the community, with support from the Foundation, has made substantial progress in furthering support for permanent supportive housing (PSH) as a solution to chronic homelessness, significant challenges remain. In the January 2016 point-in-time count, 14,058 individuals were reported as experiencing chronic homelessness within LA County. This represents an increase of nearly 5,000 from the point-in-time count conducted in January 2011 at the start of the Initiative, despite the high number of housing placements during this same time period. Economic conditions, insufficient and shrinking availability of affordable housing, and unmet need for mental health and supportive services are credited not only with cancelling out the effect of the housing placements but also with adding to the count within the collaborative system.We do not believe that these challenges and the increasing numbers of chronically homeless people suggest that the community's strategy on chronic homelessness is failing. Rather, the growth in numbers suggests that the new systems that coalesced through the work of Phase I of the Initiative are needed more than ever as of the end of 2015. Many stakeholders consider LA to be at a possible turning point, with significant new commitments of funding to address chronic homelessness and more alignment on the issue among elected officials and leaders of the key local government agencies.There is no question that the landscape shifted between 2011 and 2015 and that the community reached a new standard for collaboration as of January 2016. Strong systems were in place, and public agencies had embraced new responsibilities. As the Foundation looks ahead to the next phase of the Initiative, the challenges of getting to the scale needed to end chronic homelessness will require all to take stock of their roles and assess their best fit within the collaborative system.
ABT Associates, Inc.;
Under a September 2011 contract with the Conrad N. Hilton Foundation, Abt Associates has been conducting an evaluation of the Hilton Foundation's Chronic Homelessness Initiative with the goal of answering the overarching question: Is the Chronic Homelessness Initiative an effective strategy to end and prevent chronic homelessness in Los Angeles County? The evaluation is designed to provide both interim milestones related to improving the systems for serving people experiencing chronic homelessness and estimates of the effect of permanent supportive housing (PSH) on its residents and on the problem of chronic homelessness. Since the beginning of the Chronic Homelessness Initiative, the Foundation has distributed more than $42.3 million in multi-year grants to 21 nonprofit groups working in LA. The LA grantees include nonprofit groups working on regional systems change and capacity-building, as well as local groups providing direct services to chronically homeless individuals, PSH developers, and public policy advocates.In this report, the third of the annual updates, the evaluation team documents the significant progress that has been made on each of the six primary Hilton Foundation Chronic Homeless Initiative goals, summarized in the table below. Many of the five-year goals have been exceeded, and most others are on track to be reached within the next two years. These accomplishments are impressive; even more notable is the extensive systems change that has occurred, which promises to ensure continued success.
J. Paul Getty Trust;
Explains procedural requirements and technical components of a comprehensive survey of the city's historic buildings and neighborhoods designed to help guide planning, maintenance, and investment decisions. Discusses selected findings and best practices.
Arts for All Executive Committee;
The 2008 Arts Education Performance Indicators Report shows an increase in the number of school districts that are building infrastructure in this area, demonstrating a long-term commitment to improving arts education. The report is issued periodically by the Arts Commission as part of the county's regional Arts for All initiative to return quality, sequential arts education to the county's 81 school districts. Overall progress includes: 64 percent of districts report having an arts education policy, compared to 37 percent in 2005. 61 percent of districts report a board-adopted arts education plan or indicated they are developing one, compared to 35 percent in 2005. 39 percent of districts report having an arts coordinator, compared to 12 percent in 2005. 16 percent report having a 400 to 1 ratio of students to credentialed arts teachers, compared to 10 percent reporting that ratio in 2005. 98 percent of districts report using general fund budgets to support arts education programs (sources of arts ed budgets were not included in previous surveys). The 2008 AEPI Report is based on self-reported data from superintendents, assistant superintendents, directors of curriculum and/or district arts coordinators. Of the 81 school districts, 72 responded.