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This is one of a series of case studies that grounds IS' larger post-Threads power dynamic work by providing the cornerstone for a set of prototype tools to help aid the transfer of healthy behaviors, practices, and conditions from one relationship to another. This case study reflects a number of transferable behaviors, practices, and conditions, including but not limited to:
Investment in organizations, not programs or projects. Weingart's commitment to building more effective organizations gave MOMS the flexibility to determine what that meant to them. They were able to leverage this flexibility not only to expand their reach, but also to conduct scientific research to validate their model.
Grounded in shared vision and goals. Both organizations want to see improved lives for vulnerable populations in Southern California. For MOMS, that is a specific focus on atrisk mothers and babies and for Weingart, it is ensuring MOMS has the internal capacity to achieve that goal.
Focusing on the desire to learn. MOMS and Weingart share the understanding that the desired goals specified in each engagement are a baseline for learning rather than a basis for punitive assessment.
No cap on how long funding will last. As long as an organization can meet Weingart's criteria, they are open to funding them. Effective organizations never stop building or strengthening their capacity.
Retaining a nonprofits' right to be responsive to issues in the communities in which they are working. Weingart's measure of success is the extent to which it has increased an organization's effectiveness in serving its community. Providing grantees flexibility allowed MOMS to adapt to the changing needs of their communities. This means trusting the organization to know how to achieve its goals.
Developing grant strategies and programs that are responsive to the real needs of nonprofits. Weingart believes that funders are most effective when they solicit and incorporate feedback from grantees and applicants into their grantmaking plans. Weingart develops an annual program plan that is informed by engaging the nonprofit to better understand its needs, challenges, and opportunities.
An abundance of open information technology (IT) jobs in Orange County, CA, go unfilled due to an insufficient local pool of skilled candidates. A disconnect exists between the IT skills that businesses need and available education and training programs.
Analyzes children's fitness, obesity, and park access by race/ethnicity, district, and poverty. Outlines the health, community, cultural, and environmental benefits of as well as equal justice issues related to green access. Makes recommendations.
Otis College of Art and Design;
Examines the combined economic impact of the arts, design, and entertainment industries in Los Angeles and Orange counties, including trends in employment, revenues, taxes, and nonprofit institutions. Provides industry snapshots and projections for 2014.
Annie E. Casey Foundation;
Evaluates Orange County's implementation of system improvement, including placement stability, and Casey's core strategies, including team decision making. Examines outcomes, elements of success, and obstacles such as communication and coordination.
Orange County Funders Roundtable;
Presents results of a survey of nonprofits in Orange County, California, on their outlook for 2009 revenue, changes to services and operations due to the economic downturn, actions leading to an increase or decrease in revenue, and survival strategies.
International Longevity Center-USA;
Who are the professional, in-home caregivers of older Americans and how are they trained? This report presents findings of a national review -- or environmental scan -- of caregiver training programs and curricula, conducted by the International Longevity Center (ILC) as an initiative of the Caregiving Project for Older Americans, a joint project of the ILC and the Schmieding Center for Senior Health and Education.While the review is national in scope, special emphasis is placed on Los Angeles and Orange Counties in Southern California, two of the most diverse and populous areas in the country.
Center for Studying Health System Change;
Examines six communities' efforts to build surge healthcare capacities to respond to terrorist attacks, epidemics, and natural and manmade disasters; the needed components and funding; and the effects of the restrictions and decline in federal funds.
Center for Studying Health System Change;
Examines from a community-based perspective the scope of the shortages in the public health workforce; contributing factors such as inadequate funding, salaries, and benefits; and strategies for training, recruiting, and retaining public health workers.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by the Second Harvest Food Bank of Orange County. 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 Second Harvest Food Bank of Orange County provides food for an estimated 198,100 different people annually.37% of the members of households served by the Second Harvest Food Bank of Orange County are children under 18 years old (Table 5.3.2). 47% of client households include at least one employed adult (Table 5.7.1). Among client households with children, 81% are food insecure and 21% are experiencing hunger (Table 6.1.1).27% of clients served by the Second Harvest Food Bank of Orange County report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1). 23% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1). 29% of households served by the Second Harvest Food Bank of Orange County report having at least one household member in poor health (Table 8.1.1)The Second Harvest Food Bank of Orange County included approximately 385 agencies at the administration of this survey, of which 222 have responded to the agency survey. Of the responding agencies, 158 had at least one food pantry, soup kitchen, or shelter. 70% of pantries, 59% of kitchens, and 43% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1). 49% of pantries, 43% of kitchens, and 50% of shelters of the Second Harvest Food Bank of Orange County reported that there had been an increase since 2001 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 the agencies, accounting for 67% of the food used by pantries, 43% of kitchens' food, and 33% of shelters' food (Table 13.1.1). For the Second Harvest Food Bank of Orange County, 95% of pantries, 91% of kitchens, and 84% of shelters use volunteers (Table 13.2.1).