Year End Report 2010

Year End Report2010

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 NeighborhoodsLeveraging of Funds & Resources

Total Dollars Leveraged through place matters

Grants (Lead and Collaborative) 2010

Avondale –

$1,589,000

Covington –

$3,801,655

Price Hill –

$11,013,711*

These dollars were grants (lead and collaborative), dollars

leveraged, fundraising, and donations.

*Includes 7.1M Elberon Project

Neighborhood 2007 2008 2009

Avondale $35,000 $425,000 $396,120

Covington --- $280,000 $5,000,0000

Price Hill --- $2,698,980 $3,157,260

Fundraising


Avondale --- --- ---

Covington --- $3,000 $10,900

Price Hill --- --- ---

Donations


Avondale $5,000 $5,000 $6,200

Covington --- $2,800 $2,800


In-Kind Support/Other


Avondale --- --- $36,500

Covington --- $20,900 $25,100


All NeighborhoodsCommunity Engagement & Diversity Inclusion

Number of Community Volunteers Involved in Neighborhood Strategies

Avondale 2007 2008 2009 2010

Housing --- 100 120

2,185

Youth Development – School-Age --- 50 79

Youth Development – Early Childhood --- 240 360

Financial Stability --- 80 110

Community/ Organizational Involvement --- 3,075 3,314

Covington 2007 2008 2009 2010

Housing 0 20 1,200

5,443

Youth Development – School-Age --- 180 339

Youth Development – Early Childhood N/A N/A N/A

Financial Stability 0 7 10

Community/ Organizational Involvement 1,067 2,109 4,660

Price Hill 2007 2008 2009 2010

Housing N/A 15 1,243

4,399Community/ 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

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 NeighborhoodsPositive 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 NeighborhoodsSharing 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 AlignmentModel for Developing Shared Outcomes for PM andAligning Place Matters Outcomes with Bold Goals

*alignment with UW Bold Goals **Neighborhood Level indicator tracked over time

Place Matters Housing Youth/Early Childhood

Financial/Workforce

Health CommunityEngagement

Bold Goals* EDUCATION INCOME HEALTH

Avondale

Price Hill

Covington

**Home value trends

**Rate of foreclosure/Foreclosure prevention

**Number of homes sold and/or rehabilitated

*% ready for kindergarten

*4th Grade Achievement

* High School Graduation

*% of individuals gainfully employed

**Median income

**% Disadvantaged youth

*% children overweight

*%with usual place of care

*% having a medical check up within 12 months

*Number/ % rate health as very good or excellent

**% 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 CouncilCapacity Building

50 5879

153

0

50

100

150

200

2007 2008 2009 2010

Number of Participants

AYC Participation

Avondale Youth Council

AYC Work Development and Volunteer Hours

0

100

200

300

400

500

600

700

800

900

2009 2010

Year

To

tal

Nu

mb

er o

f H

ou

rs

AYC Total Volunteer Hours AYC Total Work Development Hours



• 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 SucceedsCommunity Impact

23.0%

62.0%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%

Per

cen

t

2007 2010

Year

Percent of Eligible Population Reached by ECS

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


Health Helping individuals live quality lives and achieve maximum health and independence.

Kindergarten Overweight and Obesity Rates

2006 2007 2008 2009 % Change 2006-2009*

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.


Is a collaborative on the CDC funded 6.7m “We Strive” Obesity Prevention grant ($625,000 award to CCHG).

Strong Community Engagement in Health Activities

Total Engaged

Train the Trainer Courses/Workshops 13

Screenings/Assessments 600

Health Fairs/Rallies 1500

Youth Gardens 50

CPS Health-School Partnerships All Schools

Programming Hours 1213

Total Avondale Residents 7400


-3.0%

-11.0%-16.0%

-48.0%-50.0%

-40.0%

-30.0%

-20.0%

-10.0%

0.0%

Pe

rce

nt

Sodas Fast Food TV Video Games

Decrease in Consumption of Unhealty Foods and Media/Technology Usage

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.


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/LeverageChase 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 ModelDomain: Housing Youth Community Engagement Financial Education

Goal/Strategy Goal: Stabilize neighborhoods that are at-risk due to foreclosures and vacant buildingsStrategy: 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 outcomesStrategy: 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 inNeighborhoods/

Schools/ResidentsOutcomes

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

PromoteQuality of Life

Outcomes

Improve neighborhood conditions,

Increase property values compared to pre-rehab value

Reduce blight level

•Increase in student academic performance

•Increase in opportunities for life-long learning

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

Covington Logic Model: Youth Development

Community Learning Centers

Capacity Building/Community Impact

Glenn O. SwingCommunity Learning Center

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.

Glenn O. Swing Parent and Community Participation

809

1025

42 820

200

400

600

800

1000

1200

2007-2008 2009-2010

Academic Year

Nu

mb

er

Parent Participants Community Participants

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- 2010Property Address “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

1105 Lee St* $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

TOTALS $264,800 $781.28 $1,775,900(670% increase in

value)

$5,311.59(679% increase in

city taxes)

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 Housing Initiative

Covington

Community Engagement

Community Impact/Transformational Change

Community Engagement in CovingtonExamples 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

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

Covington: Other Highlights

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: CovingtonSummary 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 AreasCapacity 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

• $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


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


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

*Santa Maria’s Affordable Housing Program 2007 2008 2009 Projected

2010% Increase(start-2010)

Total Clients Served* 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%

Project outcomes in housing and financial stability for the rest of 2010 are as follows:

*“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 Initiative

Price Hill: Housing Trends

Homes in Price Hill Rehabbed and Sold

0

2

4

6

8

10

12

14

16

18

20

2009 2010

Year

To

tal

nu

mb

er

of

Ho

me

s

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 ImpactPrice Hill Early Childhood Meetings5 CPS Schools*TECCS ProjectPOPS ProjectSPARK Project5 Parochial Schools**Strive Early Childhood Success NetworkEvery 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 2010

Housing N/A 15 1,243 4,399 volunteers were involved in housing, school-age youth development, early childhood development, financial stability and community/ organizational involvement in 2010.

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

Early Childhood Development -- -- --

Health -- -- --

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.

Price Hill: Health Highlights

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 HillSummary 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.

Year End Report 2010

Documents

Transcript of Year End Report 2010