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Sightline Institute (formerly Northwest Environment Watch);
Sightline Institute's report -- "Sprawl and Smart Growth in Greater Seattle-Tacoma" -- analyzes how the Puget Sound region did at curbing sprawl and developing efficiently in the 1990s. The report provides detailed rankings of counties' and municipalities' records in smart growth, and compares the Puget Sound region with the Northwest's other two major metropolises, Portland and Vancouver, BC.
Economic Opportunity Institute;
Washington has had an inheritance or estate tax since 1901. The United States has had an estate tax in place since 1916. Initiative 920, which would have repealed Washington's estate tax in November 2006, was resoundingly defeated by the people, 62% to 38%. Our estate tax raises over $100 million annually, on average.
Contains mission statement, message from the board chair and president, program information, list of contributors, grants list, financial highlights, and lists of board members and staff.
Seattle Indian Health Board;
Outlines strategies to ensure the benefits of healthcare reform for urban Indians, including securing resources, education, and advocacy for workforce development, targeted and technical assistance, clarification of definitions, and other needs.
Seattle Arts Education Consortium;
Within the past several decades, the emphasis in public education nationwide has steadily moved away from arts-rich and creativity based learning toward more standardized, test-based learning. In recent years, budget cuts and the "No Child Left Behind Act" have pushed the education climate even further toward high-stakes testing, narrowing curriculum. In line with this, Washington State has enacted the Washington Assessment of Student Learning standards, shifting local schools' priorities toward meeting test-based standards. At the same time, public education in Washington state faced significant budget cuts. By 2005, Washington ranked 42nd in the nation in public education spending.Public schools have had to cut many rich program offerings including in-school arts classes. In 2005, nearly 60 percent of Washington State principals reported one hour or less of music instruction per week in their schools. Worse yet, 60 percent of Seattle Public School elementary schools offered no visual arts program that same year.During this time, several existing organizations in King County and countless more practitioners were growing to meet a new demand for the arts gap through diverse, innovative programming both in and out of the school day. Seattle's nonprofit arts education organizations were natural advocates for more creative learning opportunities but remained somewhat disconnected from each other, lacking a cohesive, persuasive message to more effectively advocate for arts education. In response to these challenges, among others, seven of these regional nonprofit youth arts education organizations formed the Seattle Arts Education Consortium (Consortium), a collaborative, two-year project, in the summer of 2005.Reflecting on the work of the last two years, the Consortium offers several key findings and lessons learned related to both the process and the product. These findings may be an excellent resource to any group starting a similar process and especially for arts education programs hoping to elevate the rigor and public understanding of their programs' impacts. This report will also be useful to foundations interested in encouraging collaborations among their grantees.The sections that follow include descriptions of the process, outcomes and findings for each project activity including: Evaluation Planning & Implementation, Professional Development for Teaching Artists, Arts Education Communications & Messaging as well as What's Next for the Consortium.
This annual report details the activities of Arts Corps, including new initiatives, student artist spotlights, the 2012 Slam Poetry team, Museum of History and Industry poetry project, interviews with teaching artists, lists of impacts made, map of partner schools, a Q&A between a teaching artist and a nonprofit business consultant, lists of investors, and financial statements.
Founded in 2000 on the principle that all young people -- not just those with resources -- should have access to quality arts learning opportunities, Arts Corps is now a leading nonprofit arts education organization in Seattle. Starting with just a few classes at six sites, Arts Corps now serves over 2,000 K-12th grade students a year at approximately 40 sites. Arts Corps places after-school classes and in-school residencies primarily at schools and community centers serving low-income youth who often have few other opportunities for arts learning. Programs cover the spectrum of arts disciplines from dance to visual arts to photography to music, and include popular classes such as Brazilian dance, theater, comic illustration, spoken word, sculpture and more. Programming is designed to foster artistic competencies and creative habits of mind such as imagination, healthy risk-taking, reflection, persistence and critical thinking. The program operates on a school year, with select workshops occurring in the summer months. Arts Corps has conducted program evaluation since inception and has refined its focus each year to better explore and describe the impacts of arts classes on students. This report represents Arts Corps' evaluation work during the 2011-2012 program year.
Community Center for Education Results;
The Road Map Project's annual report card shows data on 29 indicators of student success, which are important measures related to student achievement from cradle through college. Data in the report are often disaggregated by district, student race/ethnicity or income level to illustrate the region's challenges and progress.The Road Map Project is a region-wide collective impact effort aiming to dramatically improve education results in South King County and South Seattle, the county's areas of greatest need. The project's goal is to double the number of students who are on track to graduate from college or earn a career credential by 2020, and to close opportunity gaps. Seven school districts -- Auburn, Kent, Federal Way, Highline, Renton, Seattle (south-end only) and Tukwila -- are among the hundreds of partners working together toward the Road Map Project's 2020 goal. The 2014 results report includes a special focus on whether the region is on track to reach the goal.
The Wallace Foundation;
This case study describes the Seattle Opera's four-year-long effort to test which kinds of technology channels work well in audience engagement. Its experiments with technology included a simulcast of Madama Butterfly at an 8,300-capacity sports arena, interactive kiosks in the opera house lobby and online videos that took viewers behind the scenes of the opera's signature production of Wagner's Ring cycle. Every season employed at least some winning engagement tools, driven in large part by the company's efforts to gather information before determining what applications to use. Although the majority of the tools were most effective at enhancing the experience of patrons who already had a deep connection with the company, the simulcast, in project's fourth year, also brought in opera newcomers. One important lesson from the work was that effective strategies required the involvement not just of the marketing department, but of the entire organization, including its union representatives.
The Wallace Foundation;
This case study examines how the Pacific Northwest Ballet set about trying to cultivate the next generation of ballet-goers. Focusing on teens and adults under the age of 25, the Seattle-based ballet company sought in part to knock down the view of many young people that ballet is stuffy or boring and replace it with the view that ballet could be exciting and meaningful to them. The ballet company attacked the problem on a number of fronts, including revising promotional materials to appeal to younger audiences, posting online videos to familiarize viewers with the ballet, holding teen-only previews, and offering heavily discounted tickets. One result was a doubling over four years of ticket sales to teens.
Bob Harlow Research and Consulting;
This case study describes the Seattle Opera's efforts to test which kinds of communications technologies work best in audience engagement. To that end, it systematically tried out different tech tools in a series of four yearlong experiments. The work included simulcasting Madama Butterfly at an 8,300-person capacity sports arena, introducing interactive kiosks in the opera house lobby and posting online videos taking viewers behind the scenes of the opera's signature production of Wagner's Ring cycle. Each season employed at least some winning engagement technologies, likely the result of the company's efforts to gather information before determining which ones to use. Although the majority of the tools were most effective at enhancing the experience of patrons who already had a deep connection with the company, the simulcast, in the project's fourth year, also brought in opera newcomers. One important lesson from the work was that effective strategies require the involvement not just of the marketing department, but also of the entire organization, including its union representatives.Bob Harlow, the author of the report, also wrote a summary of the study for the summer 2015 issue of Opera America magazine (made available here with permission of Opera America).This report is part of a set of case studies and reports looking at the efforts of arts organizations that received Wallace Excellence Awards to reach new audiences and deepen relationships with current ones.
Bob Harlow Research and Consulting;
This case study examines how the Pacific Northwest Ballet (PNB) set about trying to cultivate the next generation of ballet-goers. Focusing on teens and young adults (under the age of 25), the Seattle-based ballet company sought to counter the perception held by many young people of the art form as stuffy or boring and replace it with a view that ballet could be exciting and relevant to their lives. First, the PNB conducted focus groups that explored teen and young adult perceptions of the company and research into general arts and cultural attendance patterns, in addition to motivations for and barriers to attending PNB performances. With the insights garnered from that work, the company designed an engagement strategy attacking the problem on a number of fronts, including revising promotional materials to appeal to younger audiences, revamping the website to make it easier to navigate and more visually exciting, posting online videos to familiarize viewers with the ballet, holding teen-only previews and offering heavily discounted tickets. Over a four-year period, PNB's ticket sales to teens more than doubled.This report is part of a set of case studies and reports looking at the efforts of arts organizations that received Wallace Excellence Awards to reach new audiences and deepen relationships with current ones.