Transcript Document 7184984

Year End Report
2010
Presentation Goals
1. Overview & General Trends Across Neighborhoods
2. Models of Capacity Building, Impact, and
Transformational Change
3. Summary, Recommendations and Next Steps for
Sustainability
4. Discussion and Questions
All Neighborhoods
Leveraging of Funds & Resources
Total Dollars Leveraged through place matters
Grants (Lead and Collaborative)
2007
2008
2009
2010
Avondale
$35,000
$425,000
$396,120
Avondale –
Covington
---
$280,000
$5,000,0000
$1,589,000
Price Hill
---
$2,698,980
$3,157,260
2007
2008
2009
Avondale
---
---
---
Covington
---
$3,000
$10,900
Price Hill
---
---
---
2007
2008
2009
Avondale
$5,000
$5,000
$6,200
Covington
---
$2,800
$2,800
Price Hill
---
---
---
2007
2008
2009
Avondale
---
---
$36,500
Covington
---
$20,900
$25,100
Price Hill
---
---
---
Neighborhood
Fundraising
Neighborhood
Donations
Neighborhood
Covington –
$3,801,655
Price Hill –
$11,013,711*
These dollars were grants (lead
and collaborative), dollars
leveraged, fundraising, and
donations.
In-Kind Support/Other
Neighborhood
*Includes 7.1M Elberon Project
All Neighborhoods
Community Engagement & Diversity Inclusion
Number of Community Volunteers Involved in Neighborhood Strategies
Avondale
2007
2008
2009
Housing
---
100
120
Youth Development – School-Age
---
50
79
Youth Development – Early Childhood
---
240
360
Financial Stability
---
80
110
Community/ Organizational Involvement
---
3,075
3,314
2007
2008
2009
Housing
0
20
1,200
Youth Development – School-Age
---
180
339
N/A
N/A
N/A
0
7
10
Community/ Organizational Involvement
1,067
2,109
4,660
Price Hill
2007
2008
2009
Housing
N/A
15
1,243
Community/ Organizational Involvement
450
565
1,498
Community/ Organizational Involvement – Santa Maria volunteers
501
585
712
Community Youth Volunteers-Youth/Education CAT
N/A
N/A
444
Covington
Youth Development – Early Childhood
Financial Stability
2010
2,185
2010
5,443
2010
4,399
All Neighborhoods
Increased Alignment with Local and Regional Initiatives
•
United Way
•
Strive
•
Vision 2015
•
Agenda 360
•
Success By 6
•
Neighborworks
•
Additional Local, State National Initiatives
All Neighborhoods
Positive Community Trends Continuing; Others Mixed
Financial Stability:
Median income decreased over time for all neighborhoods
Education:
• Kindergarten Readiness – 6 out of 7 schools showed positive trends
on KRA-L/Dial-3 Screen
• 3rd & 4th Grade Reading Achievement – 4 out of 7 schools showed
positive trends
• 3rd Grade Math Achievement – 5 out of 7 schools showed positive
trends
• 4th Grade Math Achievement - 4 out of 7 schools showed positive
trends
• Oyler School graduated 48 young people in 2010, their first ever full
graduating class
All Neighborhoods
Sharing and Implementation of Best Practices
•
Neighborhood Youth Councils (Avondale and Price Hill)
•
Kindergarten Readiness Assessments (Price Hill Public and Parochial Schools)
•
Community Learning Centers (Similar Assessments in all 3 Neighborhoods)
•
Financial Literacy Centers (Covington and Price Hill)
•
Neighborworks Training and Projects (All 3 Neighborhoods)
•
Community Health Programs (Avondale and Price Hill; Covington in Near Future)
•
Neighborhood Grants/Beautification Programs (All 3 Neighborhoods)
•
Housing-Neighborhood Development/Revitalization Programs (All 3 Neighborhoods)
•
Grants, Funds and Resources Leveraged (All 3 Neighborhoods)
•
Shared Outcomes/Sustainable and Scalable Practices
Transformational Change





Community and Neighborhood Involvement
Promoting Cohesion
Best Practices
Promoting Public Policy
Building Sustainable Structures
Transformational Change
 Capacity
Building
 Community
Impact
 Transformational Change
 Community and Neighborhood
Involvement
 Promoting Cohesion
 Best Practices
 Promoting Public Policy
 Building Sustainable Structures
Other “Indicators” and Recommendations
for Achieving Transformational Change






Capacity Building Over Time
Community Impact Over Time
Comprehensive Community Service and
Systems Coordination
Strong Measures that Demonstrate Impact
Leverage Dollars, Resources and Community
Will
Collaboration and Replication Across
Neighborhoods
Opportunities for Increasing Alignment
and Sustainability

Programming
 Social
Innovation Fund
 Promise Neighborhoods
 Health Initiatives
 Housing/Public Policy
 Impact and Other
Funding Streams

Evaluation
 Bold
Goals
 SIF as a Model
 UW Impact Council
 District and Regional
Partner Priority
Outcomes
 Funder Alignment
Increasing Alignment
Model for Developing Shared Outcomes for PM and
Aligning Place Matters Outcomes with Bold Goals
Place Matters
Housing
Bold Goals*
Avondale
**Home value
trends
Youth/
Early Childhood
Financial/
Workforce
Health
EDUCATION
INCOME
HEALTH
*% ready for
kindergarten
*% of individuals
gainfully employed
*% children
overweight
*4th Grade
Achievement
**Median income
*%with usual
place of care
Price Hill
Covington
**Rate of
foreclosure/
Foreclosure
prevention
**Number of
homes sold
and/or
rehabilitated
* High School
Graduation
**% Disadvantaged
youth
*% having a
medical check
up within 12
months
*Number/ %
rate health as
very good or
excellent
*alignment with UW Bold Goals
**Neighborhood Level indicator tracked over time
Community
Engagement
**% who rate the
neighborhood as
a desirable place
to live/ quality of
life outcome
**Number of
volunteers and
continuing/new
community
partners working
toward priority
initiatives
Models of Capacity Building,
Community Impact and
Transformational Change
2010
Logic Model/ Program Summary
Avondale Logic Model: Youth Development
Avondale Youth Council
Capacity Building
AYC Participation
200
153
150
100
50
50
58
2007
2008
79
0
2009
2010
Number of Participants
Avondale Youth Council
Avondale Youth Council
AYC Work Development and Volunteer Hours
900
Total Number of Hours
800
700
600
500
400
300
200
100
0
2009
2010
Year
AYC Total Volunteer Hours
AYC Total Work Development Hours
Avondale Youth Council
•
Pre-Test (Developmental Assets, Grades Collected,
Employed - hours, and High School Graduation); Post
Collected in May
•
Xavier Student to assist AYC with program and data
entry 10 hours a week to understand outcomes
•
Will be able to leverage data for additional funding by
12/11
Avondale Logic Model: Early Childhood
Every Child Succeeds
Community Impact
Percent
Percent of Eligible Population Reached by ECS
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
62.0%
23.0%
2007
2010
Year
Every Child Succeeds

Thirty-eight mothers enrolled in AVECS. Groups met monthly
through 2010

88% of babies were born at a healthy weight (weighing more than 5
lbs 8 oz)

88% of babies were born at a healthy gestational age (37 weeks or
more)

45% of at risk mothers were enrolled prenatally.

More than 94% of AVECS children are developing normally in the
areas of gross/fine motor, communication, problem solving and
personal/social skills

Father’s groups (ASOLDIER) met monthly through 2010.
Avondale Logic Model: Health
Center for Closing the Health Gap
Community Impact/
Transformational
Change
Center for Closing the Health Gap
Helping individuals live quality lives and achieve
maximum health and independence.
Health
Kindergarten Overweight and Obesity Rates
% Change 20062009*
2006
2007
2008
2009
Cincinnati
26.6%
34.6%
32.9%
27.3%
2.6%
Avondale
28.6%
28.9%
37.6%
27.6%
-3.5%
Price Hill
n/a
33.5%
26.8%
36.3%
8.4%
Source: Health Department of Greater Cincinnati. * Trends for Price Hill are from 2007-2009.
Center for Closing the Health Gap

Is a collaborative on the
CDC funded 6.7m “We
Strive” Obesity
Prevention grant
($625,000 award to
CCHG).
Total
Engaged
Train the Trainer Courses/Workshops
Screenings/Assessments
Health Fairs/Rallies
Youth Gardens
CPS Health-School Partnerships

Strong Community
Engagement in Health
Activities
13
600
1500
50
All Schools
Programming Hours
1213
Total Avondale Residents
7400
Center for Closing the Health Gap
Teens who participated in the 2010 summer garden program decreased the
number of sodas they had a day by 3%, the times a week they ate fast food by
11% and their screen time by 16% for TV and 48% for playing video games
and on the computer.
Decrease in Consumption of Unhealty Foods and
Media/Technology Usage
0.0%
-3.0%
-11.0%
Percent
-10.0%
-16.0%
-20.0%
-30.0%
-40.0%
-48.0%
-50.0%
Sodas
Fast Food
TV
Video Games
Center for Closing the Health Gap
Members of New St. John Baptist
Church and Greater New Hope
Missionary Baptist Church
participated in the Do Right!
Challenge, where they received
weekly physical activity, biweekly
nutrition and biweekly motivation
sessions. Participants from New St.
John lost a total of 149.5 pounds and
58 inches from total waist
circumference. Participants from
Greater New Hope lost a total of 17.5
pounds and 22 inches from total waist
circumference.
Avondale: New Grants, Awards, Other
Support/Leverage
Chase Bank provided $100,000 ($90,000 for St Michael’s project and $10,000 for the development of the Avenue the
pocket park)
Avondale St. Michael’s Episcopal Church project “Avondale Gabriel’s Place” – Approx. $720,000
•
Episcopal Diocese of Southern Ohio, Community Action Agency, Chase Bank, LISC, Cincinnati Zoo, UC, AYC, ACC
Avondale & Evanston 2010 “Cincinnati Paint the Town” communities - $126,000
•
Cincinnati Paint the Town, Avondale Community Council, Evanston Community Council
Avondale Ridgeway & Avenue District Community Engagement
•
Cincinnati Zoo, University of Cincinnati School of Design, LISC, Police Partnering Center, Cincinnati Police, Department, First
Unitarian Church, City of Cincinnati, Habitat for Humanity, Go Cincinnati, GE Kappa Alpha Psi Fraternity Group, World Changers
Ministry
Additional Highlights:
Job Fairs held, training sponsored and jobs created through the Avondale Workforce Initiative Program.
Improve the Forest Ave and Vine St. gateway leading into Avondale - $300,000.00 cost to the Cincinnati Zoo. The
Avondale team will provide $105,000.00 in Cincinnati Neighborhood Business District United (CNBDU) funding for the
design, installation of a Gateway signage at the location.
Gateway sign near the Reading Road and W.H. Taft intersection - $30,000.00 from the Neyer Construction Company
Summary and Recommendations
Summary and Recommendations - short:
• Evidence of Capacity Building in Youth Development. Community Impact
in strong in Early Childhood and Health with potential and perhaps
evidence for transformational change, particularly if scale up continues
and data support continues showing that community benefits are
maintained.
• The community was enhanced by significant funding acquired for Health
and Community development projects.
• To ensure transformational change for the Avondale community,
strategies will need to be increasingly comprehensive to address complex
community issues. Services will need to be further integrated to include
schools (youth development), government, and social service work.
Finally, funds will need to be leveraged to broaden the potential for
impact.
Summary and Recommendations: Avondale
Summary and Recommendations - Full:
•
Evidence of Capacity Building in Youth Development and Workforce Development.
AYC has developed a database to track the academic and vocational outcomes of
the 100+ youth who participate in the program each year. Evidence of Community
Impact is strong in Early Childhood as ECS as gone from serving 23% to 62% of
the eligible population in Avondale over the 4 years of place matters and the
program is now serving fathers. ECS Program outcomes are also met each year.
Evidence of Community Impact, with the potential for Transformational Change
strong in the area of Health, particularly if scale up continues and data shows that
health and community benefits are maintained long-term. A positive sign is that
crime is decreasing relative to other neighborhoods
•
Avondale was enhanced by significant funding acquired for Health and Community
development projects, including a $625,000 grant that was awarded by the CDC to
the Center for Closing the Health Gap for Obesity Prevention as part of a larger
6.7m Hamilton County collaborative and by a $100,000 grant from Chase bank to
support the St. Michael’s project.
•
To ensure transformational change for the Avondale community, strategies will
need to be increasingly comprehensive to address complex community issues.
Services will need to be further integrated to include schools (youth development),
government, and social service work. Finally, additional funds will need to be
leveraged to broaden the potential for community impact.
2010
Logic Model
Covington: Logic Model
Domain:
Housing
Youth
Community Engagement
Financial Education
Goal/Strategy
Goal: Stabilize
neighborhoods that are
at-risk due to foreclosures
and vacant buildings
Strategy: Consistent with
community plans, rehab
10-20 units of vacant,
abandoned or foreclosed
property in Covington’s
urban core using multiple
funding sources
Goal: Improve student
educational outcomes
Strategy: Engage youth,
parents, and a
community stakeholders
at the Community
Learning Center (CLC) at
John G. Carlisle School
Goal: Create self-sustaining
structures for resident
engagement.
Strategy: Provide
leadership development
and technical assistance to
resident-led groups by
researching best practices,
promoting cohesion among
PM strategies, and building
capacity of groups to
manage affairs in their
neighborhood and city
Goal: Improve the
financial stability of
Covington residents
Strategy: Partner with
Brighton Center and other
providers to create a
network that will link
Covington residents to
work supports, workforce
development, housing
opportunities, and
financial education
services
Build Capacity in
Neighborhoods/
Schools/
Residents
Outcomes
Implement NSP and
leverage additional
funding in collaboration
with City of Covington,
LISC, Catalytic
Development Funding
Corporation (Vision 2015)
Increase in family and
community participation;
Integrate CLC into the
Comprehensive School
Improvement Plan
Increase leadership skills
and participation in
neighborhood and civic
associations
Connect residents to a
variety of easily accessible
financial services and
products
Promote
Quality of Life
Outcomes
 Improve neighborhood
conditions,
 Increase property values
compared to pre-rehab
value
 Reduce blight level
• Increase in student
People feel that their
neighborhood is getting
better
*Measurement for this
outcome will begin in 2011
Improve residents’
financial well-being
through development of
financial goals, planning,
and management
academic performance
• Increase in
opportunities for lifelong learning
Covington Logic Model: Youth Development
Community Learning Centers
Capacity Building/
Community Impact
Glenn O. Swing
Community Learning Center

Glenn O. Swing Parent and Community Participation

1200
1025
1000
Number
800

809
600
400

200
0
82
42
2009-2010
2007-2008
Academic Year
Parent Participants
Community Participants

One of only two schools in
the Covington Independent
district to meet AYP.
Of Covington’s elementary
schools, GOS is the
second-highest achieving
according to the Kentucky
Core Content Test results.
Parent participants in
school events has risen
from 809 in 2007-2008 to
1025 in 2009-2010.
Community engagement
has nearly doubled in two
years ( 42 in 07-08 to 82 in
09-10).
CGN’s vision is to make
the school the hub of the
community, helping to
raise achievement for all
students.
Covington: New Grants, Awards, Other Support/Leverage
•
•
$40,000 from City of Covington to the Center for Great Neighborhoods
$50,000 from “Weathering the Economic Storm” to the Northern Kentucky Protect My Kentucky Home
Coalition
• $350,000 in 21st Century Community Learning Center (CLC) grants to
•
•
•
•
•
•
•
•
•
•
•
•
•
Covington Independent Public Schools.
$14,000 from Covington Rotary Club
$10,000 from an individual donor for a playground and community space improvement project at John G.
Carlisle Elementary School
$5,000 place matters mini-grant
$10,000 Early Action Grant from LISC
$10,000 donation from Trinity Episcopal Church
$5,000 from NeighborWorks America to Covington leaders
$200,000 Licking River Greenway EPA Brownfield Assessment grant to Northern Kentucky Coalition/City of
Covington
$25,000 to Glenn O. Swing Elementary School from Ernst & Young to build a new playground + an estimated
$40,000 in volunteer time and materials
$1.9 million to Covington Independent Public Schools from 21st Century Community Learning Center grants
$2,500 in cash + $2,500 in technical assistance to Keep Covington Beautiful from Keep America Beautiful
$80,000 Recreational Trails Grant to the City of Covington from the State of Kentucky
$96,966 to The Covington Strive Early Childhood Student Success Network from Winning Beginnings funding
from United Way.
$359,000 to The City of Covington from HUD/DOT Community Challenge Grant
Covington Logic Model: Housing
Community Impact/
Transformational Change
Covington: Trends in Value of Property
Improvements: 2007- 2010
“Before Rehab”
value (acquisition)
Former Property
Tax Revenue to
Covington
“After Rehab” value
(sales price)
Current Property
Tax Revenue to
Covington
704 E. 17th St
$50,000
$148.81
$130,000
$389.90
620 E. 17th St
$50,000
$148.81
$89,900
$267.56
518 Thomas St
$11,000
$32.94
$150,000
$449.22
520 Thomas St
$11,000
$32.94
$161,000
$479.16
522 Thomas St
$11,000
$32.94
$160,000
$476.19
524 Thomas St
$11,000
$32.94
$150,000
$449.22
308 W. Robbins St
$38,500
$115.30
$130,000
$389.35
$0
$0
$130,000
$389.35
842 Philadelphia St
$29,500 (foreclosure)
$88.35
$150,000
$449.25
834 Main St
$49,500 (foreclosure)
$148.25
$215,000
$643.93
1114 Holman Ave*
$0
$0
$135,000
$404.33
1118 Holman Ave*
$3,300
$0
$175,000
$524.13
$264,800
$781.28
$1,775,900
(670% increase in
value)
$5,311.59
(679% increase in city
taxes)
Property Address
1105 Lee St*
TOTALS
Covington Housing Initiative
Housing:
•
•
•
•
•
•
•
•
•
Home sales
Resident housing grant awards
New construction and rehabilitation
Awarded the Leadership in Energy and Environmental Design (LEED) Gold
Status
Acquisitions to restore vacant or foreclosed buildings
Fundraising and identification of S&L for construction financing
Awarded 20 mini grants to 18 resident-led organizations for neighborhood
improvement and strengthening resident-led organizations
Property donations (to CGV) + loans for rehabilitation
Canvassed 700 homes in Covington for energy efficiency initiatives
through the Greater Cincinnati Energy Alliance
Covington
Community Engagement
Community Impact/
Transformational Change
Community Engagement in Covington
Examples of Community Engagement as Transformational Change
• Awarded 20 mini-grants (over $38,000) to 18 resident-led organizations for
projects including:
• Bilingual outreach efforts in the Westside
• Partnering with the City and Police Dept to develop Environmental Design
techniques for improving safety
• Reclaiming and improving the neighborhood, gateway and community parks
through increased litter-control, beautification, and the creation of community
gardens
• Mobilizing residents to help elderly neighbors and creating a community
mural
• Covington Neighborhood Summit (resident leadership training)
• CGN Community Engagement Forums for the Urban Campus Initiative of
Gateway Community & Technical College
• “Meet the Candidates Mixer” and “Fall Candidates Forum” hosted by CGN
and Partners for the Covington City Commission Primaries and Board of
Elections
Covington: Other Highlights
Financial Stability:
• Partnering with Brighton Center and other providers to create
a Center for Financial Stability network that will link Covington
residents to work supports, workforce development, housing
opportunities, and financial education services.
• Conducted financial education sessions at Holmes High School
and community members
• Offered mid-year reviews to VITA customers in preparation for
the 2011 tax season
• Leading the Northern Kentucky Protect my Kentucky Home
Coalition to protect residents from foreclosure
Covington: Other Highlights
Early Childhood/Youth Development:
• Strategic planning to strengthen schools within Covington Independent
Public Schools
• Partnered with NKU to promote mentorship with John G. Carlisle
Community Learning Center students.
• Glenn O. Swing Elementary School was one of two schools in the
Covington Independent district to meet AYP
Health:
• CGN was a Special Community Partner of this year’s Farmers’ Fair event
• Working with CIPS to pilot a Walking School Bus route to Holmes Middle
and High Schools
• CGN is partnering with Harmony Garden to bring the program, Picturing a
Healthy Girl, to Covington in spring 2011
Summary and Recommendations
Summary and Recommendations - Short:
• Positive and steady progress in Housing/Neighborhood
Development, Community Engagement, and Youth
Development.
• Models are sustainable but scale-up is needed to ensure
broader community impact.
• Initiatives are also focused and increasing collaborative to
integrate schools and government.
• Recommendations are to strengthen health initiatives and
outcomes for early childhood and financial stability.
• Also consider aligning goals to funder priorities to increase
sustainability without compromising CGN priorities.
Summary and Recommendations: Covington
Summary and Recommendations - Full:
•
Evidence of Capacity Building is noted in Community Learning Center programs
where parent and youth involvement have increased significantly and where
academic outcomes are also improving. Community Impact/Transformational
Change is noted in Housing programs where the CGN rehabbed properties
increase neighborhood property values and contribute to the city’s taxes. Other
work with the city and policy strategies are noted, including canvassing 700
homes in to increase energy efficiency in collaboration with the Greater
Cincinnati Energy Alliance Community. Finally, Covington’s creation and growth
of resident lead organizations and mini-grants programs are a Model for
promoting community engagement in other neighborhoods.
•
Models are sustainable but scale-up is needed for some initiatives to ensure
broader community impact. To increase the potential for scale up and
sustainability, CGN should also consider aligning goals to funder priorities
without compromising priorities.
•
Recommendations are to strengthen health initiatives and outcomes for early
childhood and financial stability which will create a broader service model for
transformational change. A second recommendation is to define and document
best practices as they emerge to ensure replication in other communities.
2010
Logic Model
Price Hill Logic Model:
All Areas
Capacity Building
* Youth
*Housing
*Financial Stability
*Health
*Community
Engagement
New Grants, Awards, Other Support/Leverage
through place matters
New Grants, Awards, Other Support/Leverage through Price Hill place matters
2007
2008
2009
2010
---
$2,698,980
$3,157,260
$4,022,331 in funding leveraged
through grants, fundraising,
donations/volunteer time, in-kind
support and other financial support
leveraged for and through Price Hill
place matters. These dollars include
those leveraged through
partnerships and collaborations for
projects related to place matters.
Plus $7.4 Million Elberon project was
leveraged because of pm
Plus TBD Portion of $8.1 Million for
36 Units of Senior Rental Rehab
Price Hill: New Grants, Awards, and Other
Support/Leverage
•
•
•
•
•
•
•
•
•
•
•
Industrial Grade Litter Vacuum donation ($3,399) for CAT Projects/Public Space
Improvements
$447 Keep Cincinnati Beautiful Merit Grant
$36,682 from the Greater Cincinnati Foundation’s Weathering the Economic
Storm fund to help families who have recently become unemployed maintain
their housing or find new affordable housing
$100,000 annually for 3 years in funding for the Stable Families pilot
$30,000 grant from Greater Cincinnati Foundation for housing programs in
Spanish
$3,000 from the Scripps Howard Foundation to benefit Santa Maria’s Promoting
our Preschoolers home visitation program
$5,000 from LISC to benefit the International Welcome Center
40,000 (Youth), $415,000 (POP), $270,000 (Housing), $115,000 (Wellness) from
United Way funds to Santa Maria Programs
$8,620 in employment costs from the Community Building Institute to hire a
marketing consultant to create a marketing plan for Price Hill
Center for Financial Stability was awarded AmeriCorps volunteer through LISC
$15,000 from Charles H. Dater Foundation to benefit Youth Enrichment
Price Hill: New Grants, Awards, and Other
Support/Leverage
•
•
•
•
•
•
•
•
$15,000 Economic Security Grant from the Women's Fund of the Greater
Cincinnati Foundation and the Charlotte R. Schmidlapp Fund for Stronger
Family Child Care Providers in Price Hill
$170,000 for two years from a private foundation to Promoting Our
Preschoolers Program
$76,000 per year from the City of Cincinnati Human Service funding for
truancy prevention and conflict resolution services for youth
$7,000 plus additional $15,000 from SPARK to support Kindergarten
Readiness at Carson School
$41,000 from Injury Free Coalition for Kids for the construction of another
playground
$1,500 from LISC plus $22,000 from an anonymous corporation given to
support the International Welcome Center
$20,000 from the Pfau Foundation for Youth Development
$2,500 from a private foundation for Santa Maria’s East Price Hill Center
renovations
Price Hill: New Grants, Awards, and Other
Support/Leverage
Grants Funded to Other Initiatives as a Result of Place Matters:
• $1,323,000.00 (East & West Price Hill)- NSP I
• TBD Portion of $8.1 Million for 36 Units of Senior Rental Rehab- NSPII
• $110,000 Lead Abatement Contract 11/09-HUD
• $110,000 TIF District Grant 05/10- CDBG
• $10,000 Green Grant-Home Depot
• $13,318 from Weathering the Economic Storm; $115,000 United Way for
Wellness Program
• $10K-$15K from NKU’s “Virtual CIO” project
• $3,000 Youth Photography Program from Charles H. Dater Foundation
• $3,000 grant form LISC to contract with UC’s Niehoff Design Studio/Carolina
Segura Drafting & Design to create an urban design/land use plan for the
Incline NBD
Price Hill: New Grants, Awards, and Other
Support/Leverage
Grants Funded to Other Initiatives/Neighborhood Projects Dollars Leveraged
as a Result of Place Matters:
• $15,000 for an AmeriCorps volunteer and emergency prescription assistance
for Wellness Program from The John A. Schroth Family Charitable Trust
• $35,000 from Health/Good Samaritan Hospital to rehab and add exam rooms
at Santa Maria’s East Price Hill office.
• $200,000 from Good Samaritan Foundation for first-year clinic operating
expenses.
• $58,075 for Price Hill Healthy Communities, Healthy Girls Initiative led by
Harmony Garden
• $300 for the Price Hill Showcase of Homes
• $10,000 from Sutphin Foundation Santa Maria’s Wellness Program
• $100,000 Cincinnati Neighborhood Business District United grant with a
verbal commitment of another $340,000 in CDBG funds and $60,000 in land
to assist with the construction of a medical office building in West Price Hill
Price Hill Logic Model:
Community Impact
Housing
Price Hill Housing Initiative
Project outcomes in housing and financial stability for the rest of 2010 are as follows:
*Santa Maria’s Affordable
Housing Program
Total Clients Served*
2007
2008
2009
Projected
2010
% Increase
(start-2010)
348
602
1031
1130
225%
Avoid Eviction
63
105
139
166
164%
Obtain Housing
69
37
64
108
57%
Improve Housing
Conditions
-
8
164**
53
563%
Tenant Education
-
87
261
195
124%
*“Total clients served” includes additional families/individuals who received housing services not listed in the table.
Other services include information session, phone counseling, and referrals.
**Includes Paint The Town.
Price Hill: Housing Trends
Homes in Price Hill Rehabbed and Sold
Total number of Homes
20
18
16
14
12
10
8
6
4
2
0
2009
2010
Ye ar
Number of Homes Rehabbed
Number of Rehabbed Homes Sold
Price Hill Housing/Neighborhood
Development Initiative
•
•
•
•
•
•
•
•
Appreciation of property values in the area- As a result of housing
development from 1/1/2010 through the present, the average sale value
in Cedar Grove and the Incline District increased $14,960.00 and
$8,969.00 respectively.
In 2010, Price Hill purchased 11 homes, rehabbed 16 and sold 9 with 4
more under purchase contracts.
Home sales- Family homes in all of Price Hill have increased over the
same month of the previous year for twelve months in a row before
falling off after the federal tax-credit ended May 31. This drop was
experienced nation-wide.
Price Hill acquired a total of 10 homes and sold 7.
Of the 18 homes sold in Cedar Grove, 6 belonged to PHW.
Sold the 1st NSP rehab in Cincinnati and sold the highest value home to
date at $148,000.
A purchase contract pending for The Elberon Senior Housing Building
using NSP II funding.
Price Hill is also leading or collaborating on a number or housing policy
issues.
Price Hill Logic Model:
Community Impact
Early Childhood
Price Hill: Early Childhood
Points of Impact
Price Hill Early Childhood Meetings
5 CPS Schools*
TECCS Project
POPS Project
SPARK Project
5 Parochial Schools**
Strive Early Childhood Success Network
Every Child Succeeds
*4 of 5 schools improving on the KRAL
**Baseline Data Collected in 2010-11
Price Hill: Trends in Community
Participation and Volunteerism
Number of Community Residents and Volunteers Involved in Neighborhood Strategies
Price Hill
2007
2008
2009
Housing
N/A
15
1,243
Community/ Organizational
Involvement
450
565
1,498
Community/ Organizational
Involvement – Santa Maria
volunteers
501
585
712
Community Youth VolunteersYouth/Education CAT
N/A
N/A
444
Early Childhood Development
--
--
--
Health
--
--
--
2010
4,399 volunteers
were involved in
housing, schoolage youth
development,
early childhood
development,
financial stability
and community/
organizational
involvement in
2010.
Price Hill: Health Highlights
Health:
• CAT Projects/Neighborhood Promotion - Queen City Bike: Bike to
Work Week 2010
• Wellness/Free Clinic - Key partners The Family Medical Group, SC
Ministry Foundation, The Health Foundation of Greater Cincinnati,
Robert Castellini Foundation) partnered to renovate space at Santa
Maria’s East Price Hill Center (3301 Warsaw Avenue) this fall. The
clinic is scheduled to open January 2011.
• The Wellness/Bienestar program screened 352 individuals for blood
pressure, glucose, cholesterol, BMI, hearing, dental, vision, pap
smears, mammograms, asthma, allergies and bone density.
Additionally, 160 individuals now have a medical home and if
needed, are receiving treatments and/or resources.
• Prematurity Initiative – Price Hill is one of a few target areas for this
project led by TriHealth and Cincinnati Children’s Hospital Medical
Center. Monthly meetings of providers are held at Price Hill Chili to
explore the problem and possible solutions.
Summary & Recommendations
Summary - Short:
• Santa Maria/PHW is coordinating a number of initiatives
in the areas, with impact and transformational change in
early childhood, housing, and community engagement.
• Price Hill’s Center for Financial Stability and
health/wellness initiatives are building capacity and have
achieved their initial set of goals while working on a
number of policy issues aimed at improving quality of life
for residents in Price Hill.
• Santa Maria’s/Price Hill’s ability to engage volunteers,
partners, as well as to engage funders and leverage
dollars has been significant
• Recommendations are to continue to strengthen
alignment and to demonstrate effective and replicable
models of impact that can be spread to other
communities.
Summary & Recommendations: Price Hill
Summary and Recommendations - Full:
•
Santa Maria/PHW is coordinating a number of initiatives in the areas, with
Community Impact and Transformational Change in early childhood, housing,
and community engagement. As an example of transformational change in Early
Childhood, Santa Maria is the convener of the monthly PH Early Childhood
Meetings while also leading work on the TECCS Project, the Parenting Our
Preschoolers Project, ECS, coordinating KRAL assessments in 5 Parochial
schools, serving on the Strive Early Childhood Success Network, and
collaborating on the SPARK Project, Strengthening Families, and work in 5 CPS
public schools and linking outcomes when possible to KRA-L data . Housing and
Community Engagement strategies are similarly comprehensive. Santa
Maria’s/PHW’s ability to engage volunteers, partners, as well as to engage
funders and leverage dollars in each of the focus areas has been significant.
•
Price Hill’s Center for Financial Stability and health/wellness initiatives are
building capacity and have achieved their initial set of goals while working on a
number of policy issues aimed at improving quality of life for residents in Price
Hill. These initiatives will require Santa Maria/PHW to leverage additional
resources without compromising existing programs.
•
Recommendations are to strengthen outcomes and partnerships in the area of
Youth Development, which are less defined relative to Early Childhood. It will
also be important for Price Hill to continue to strengthen alignment in new
programmatic areas and, in areas of strength, to define and demonstrate
effective and replicable models that can be spread to other communities.