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MoAD in the Classroom (MIC) is an arts-based visual literacy and cultural studies program for third graders in the San Francisco Bay Area. Participating classes received two instructional visits to their classrooms by MIC instructors who introduced visual arts vocabulary, museum themes, and the current museum exhibitions. Classrooms also made two trips to the museum, during which they saw the exhibitions that they talked about in class, learned how to view and talk about art, and participated in hands-on art activities.
SparkPoint Community Schools (SPCS), a program of United Way Bay Area, helps families gain a stable financial footing while simultaneously supporting students' well-being and academic success. Traditionally, financial education has not been a part of the community schools model; programs focused on youth services and did not offer opportunities for parents to increase their own education or job skills. The SPCS model uses a two-generation approach – involving both youth and their parents – to shift the paradigm by strengthening whole families.
In the 2016-17 program year, Public Profit undertook a mixed methods approach to evaluating SPCS program activities at the initiative's six sites. We used client interviews, staff interviews, participant surveys, administrative data, and staff focus groups to explore implementation fidelity, participation patterns, household economic improvement, and child academic improvement.
WestCoast Children's Clinic;
Trafficked youth are typically not identified until years after their exploitation has begun. In order to protect youth from prolonged abuse and violence and get them help, exploitation must be recognized as early as possible. To make this possible, service providers and other professionals who work with youth need a validated screening tool to aid in accurately detecting exploitation.
the cse-it is an evidence based tool
In 2014, WestCoast Children's Clinic developed the Commercial Sexual Exploitation – Identification Tool (CSE-IT) with the input of over 100 survivors and service providers. In 2016, we validated the CSE-IT with data from a 15-month pilot to ensure that it accurately identifies youth who have clear indicators of exploitation. Since 2015 we have worked collaboratively with 77 agencies in 3 states to use the CSE-IT. As of June 2017, WestCoast has trained 4,000 service providers to recognize the signs of exploitation. These providers screened 12,500 youth and identified 1,500 youth with clear indicators of exploitation.
Shared Hope International;
Proactive, inter-agency, multidisciplinary collaboration has proven helpful in effectively addressing human trafficking surrounding large events, such as the Super Bowl, as multiple municipal entities, neighboring law enforcement agencies, various service providers, local and visiting volunteers, and heightened media focus are generally involved.
California HealthCare Foundation;
Since the last round of this regional study four years ago, the Bay Area's economy has continued to thrive, although there remain stark economic contrasts between the haves and have-nots. The analysis of the Bay Area health care marketplace reveals these developments:
In a region historically characterized by many segmented submarkets, major providers are expanding in efforts to manage care efficiently, serve more patients, and compete with Kaiser Permanente.The number of independent hospitals is shrinking as financial problems mount. Though none of the region's remaining private safety-net hospitals appear threatened by imminent closure, several face an uncertain future.Independent practice associations are seeking to diversify, raise capital, and keep private practice viable, especially for primary care physicians.The region's safety net is strong, but is facing serious capacity and access challenges resulting from the ACA Medi-Cal expansion. They are particularly hampered by their limited ability to recruit and retain clinicians.
William and Flora Hewlett Foundation;
As one of the largest institutional funders of performing arts in the San Francisco Bay Area, the Hewlett Foundation's Performing Arts Program (Program) plays an important role in the arts ecosystem across California. The Performing Arts Program works to "ensure continuity and innovation in the performing arts through the creation, performance, and appreciation of exceptional works that enrich the lives of individuals and benefit communities through the Bay Area." Monitoring and evaluation are integral to the Strategic Framework. It outlines metrics, short (2013) and longterm (2017) growth targets, and activities and strategies for each component of the Program, taking into consideration economic conditions, the arts landscape in California and current demographic trends in the Bay Area. Program staff built in evaluation activities that would enable the Program to determine if its strategies are effective, to measure how much progress has been made toward its goals, and to identify opportunities for learning and improving outcomes. In 2015, the Foundation partnered with Informing Change and Olive Grove to conduct a mid-point assessment of the Program's six-year Strategic Framework. The evaluation centers on four core questions, each of which has additional sub-questions (see Appendix A for a full list of the questions and subquestions). In partnership with Program staff, Informing Change and Olive Grove developed a plan to assess these questions using a mixed-methods approach. A primary data source for this assessment is interviews that solicit insight and feedback from six types of constituents: grantees from all three of the Program's component areas, peer arts funders, community-based arts leaders, and artists and cultural entrepreneurs (Appendix A includes a list of all interview informants and Appendix B provides interview protocols). The interview informant sample includes individuals and organizations connected to the Program as grantees or partners, as well as other key leaders in the arts ecosystem that do not receive funding. This assessment also draws heavily upon quantitative analysis of data about the portfolio funding (i.e., GIFTS, the Foundation's grant tracking software), grantees' work (i.e., Cultural Data Project (CDP), Audience Research Collaborative (ARC) and Grantee Perception Report (GPR)), and arts education (i.e., California Department of Education (CDE)). A review of existing literature and research studies provided data on changes in different fields and contextual information (Appendix C provides references for all works cited).
Greater Philadelphia Cultural Alliance;
This report examines the heart of the nonprofit cultural sector across 11 of the country's major metropolitan regions. Using Cultural Data Project (CDP) information, we examined 5,502 organizations, which collectively have 906,000 paid and volunteer positions and spend $13 billion annually. The communities examined had a collective population of over 75 million residents, 23.7% of the total population of the country. Our goal was to understand the distinctive and shared attributes of the cultural communities across every metro region and 11 distinct disciplines. What are the underlying trends running across all metro regions and disciplines?
Are communities recovering from the Great Recession? Where are the pressure points for the sector? What are the challenges and opportunities for specific disciplines? What trends are impacting the long-term health of all cultural nonprofits?
Keeping in mind that all data has limitations and that our snapshot represents only a portion of the full scope of creative activity across the country, our analysis nonetheless revealed both expected and surprising findings.
Nonprofit Finance Fund;
With support from The James Irvine Foundation, Nonprofit Finance Fund (NFF) used its 2015 State of the Nonprofit Sector Survey to examine California nonprofits, focusing on organizations in the San Joaquin Valley and the Inland Empire. The Foundation asked NFF to look at the challenges facing organizations in these regions, their resource needs, and their overall financial situations both on an absolute basis and in comparison to their coastal neighbors in the Bay Area and Los Angeles.
Annie E. Casey Foundation;
This infographic illustrates the community-building principles and activities implemented as part of the Trauma Informed Community Building model in the Potrero Hill neighborhood of San Francisco, CA. Strategies, activities, results and recommendations are presented.
National Fund for Workforce Solutions;
This case study focuses on challenges and opportunities for young adults in emergency medical services, a part of the health care sector that includes emergency medical technicians (EMTs) and paramedics. Specifically, this case study highlighta EMT training partnerships implemented by CareerWorks: Greater Newark Workforce Funders Collaborative in New Jersey and the Bay Area Workforce Funding Collaborative (BAWFC) in California. It will also integrate lessons learned from a similar project implemented several years ago by SkillWorks: Partners for a Productive Workforce in Boston, MA. Our goal is to share lessons learned and draw conclusions aimed at informing future efforts to train and prepare young adults for emergency medical services (EMS) or similar career pathways.
Jobs for the Future;
This report considers the best practices and the lessons learned from the National Fund's Youth/Industry Partnership Initiative (YIPI) which promoted investment in and engagement of young adult workers in Boston, MA; Hartford, CT; Seattle, WA; Mobile, AL; San Francisco, CA; and Des Moines, IA. This report looks across the entire YIPI project to isolate the most important information learned about successful recruitment, engagement, and placement of young adults.
For more than a year, the Sustain Arts research team has located, gathered, cleaned, reconciled, integrated, and analyzed more than a dozen highly relevant national, regional, and local data sets that collectively begin to tell a cogent story about the arts and cultural sector in the region. These data sets enable us to examine the interrelationships among organizations and their capitalization patterns, shifting demographics, and participation trends. By bringing these types of data together, we can begin to see how sector growth and development does or does not align with demographic changes or emerging cultural preferences. And we can begin to see whether capitalization flows favor established or emerging cultural organizations and how broadly (or narrowly) they serve the cultural needs of the community. The result is Sustain Arts/Bay Area: "A Portrait of the Cultural Ecosystem", a snapshot of key earnings from the 11 counties stakeholders agreed had the largest share of arts and cultural activity in the region: Alameda, Contra Costa, Marin, Monterey, Napa, San Francisco, San Mateo, Santa Clara, Santa Cruz, Solano, and Sonoma. This portrait accompanies a state-of-the-art online platform that allows users to explore the data in-depth.