No result found
2009-04-27
The Pluralism Project;
In 1996 the Center for Interfaith Relations (formerly the Cathedral Heritage Foundation) of Louisville, Kentucky held its first annual Festival of Faiths to celebrate the religious heritage of the Louisville region. This interfaith event has since grown to be recognized by the United States Senate as a model for interfaith activity. This year marked the tenth anniversary of the Festival of Faiths.
2012-11-29
Metropolitan Housing Coalition;
This report updates Metropolitan Housing Coalition's nine annual measures of fair and affordable housing for the Louisville, KY Metropolitan Statistical Area: Concentration of Subsidized Housing; Housing Segregation; Renters with Excessive Cost Burden; Production and Rehabilitation of Affordable Housing; Homeownership Rate; Access to Homeownership; Foreclosures; Homelessness; and Community Development Block Grants (CDBG) and HOME Funds.The 2012 State of Metropolitan Housing Report clearly demonstrates Metropolitan Louisville's growing need for safe, fair, and affordable housing. For the first time, the tenth annual State of Metropoltian Housing Report includes data on the number of children experiencing homelessness in the MSA's public school systems; before MHC reported only on Jefferson County Public Schools.The 2012 report also includes a focus topic: vacant properties and their impact on the community as well as current efforts and best practices that to address this issue. Additionally, the report also drills down into the Neighborhood Stabilization Program, a federal program designed to address the issue of vacant properties, and how it was used in Louisville.
2013-09-04
Greater Louisville Project;
For more than a decade, the Greater Louisville Project has provided research and data to catalyze civic action. By highlighting progress and challenges in three Deep Drivers of Change -- Education, 21st Century Jobs, and Quality of Place -- the GLP has engaged the community in a shared agenda for long-term progress.With this special report, the focus shifts to an issue at the heart of the community's ability to prosper: the health of its residents and its connection to the city's progress and competitiveness.Health is linked -- directly and indirectly -- to the Deep Drivers of Change: Education, 21st Century Jobs, and Quality of Place. Healthier students achieve greater academic success and educational attainment. A healthier workforce is more productive, has lower healthcare costs, and makes Louisville more attractive for growth of 21st Century Jobs. Healthier residents promote and expect a greater quality of place. Conversely, education and income influence health and longevity. For example, low educational attainment is among the root causes of poor health. Thereby, raising educational attainment will result in healthier residents too.
2010-02-01
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Dare to Care Food Bank. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed inperson interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network. Key Findings: The FA system served by The Dare to Care Food Bank provides emergency food for an estimated 192,000 different people annually.38% of the members of households served by The Dare to Care Food Bank are children under 18 years old (Table 5.3.2).27% of households include at least one employed adult (Table 5.7.1).Among households with children, 78% are food insecure and 36% are food insecure with very low food security (Table 6.1.1.1).40% of clients served by The Dare to Care Food Bank report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).35% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).30% of households served by The Dare to Care Food Bank report having at least one household member in poor health (Table 8.1.1)The Dare to Care Food Bank included approximately 277 agencies at the administration of this survey, of which 231 have responded to the agency survey. Of the responding agencies, 189 had at least one food pantry, soup kitchen, or shelter.61% of pantries, 71% of kitchens, and 64% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 77% of pantries, 91% of kitchens, and 48% of shelters of The Dare to Care Food Bank reported that there had been an increase since 2006 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 agencies with emergency food providers, accounting for 85% of the food distributed by pantries, 63% of the food distributed by kitchens, and 56% of the food distributed by shelters (Table 13.1.1).As many as 96% of pantries, 91% of kitchens, and 87% of shelters in The Dare to Care Food Bank use volunteers (Table 13.2.1).
2010-10-28
Metropolitan Housing Coalition;
Examines indicators of housing affordability such as housing segregation, homeownership and foreclosure rates, and homelessness in the Louisville area. Recommends policy options for creating affordable housing opportunities for lower-income households.
2006-02-01
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by Dare to Care. Theinformation is drawn from a national study, Hunger in America 2006, conducted for America'sSecond Harvest (A2H), the nation's largest organization of emergency food providers. Thenational 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. Key Findings: The A2H system served by Dare to Care provides emergency food for anestimated 103,500 different people annually.27% of the members of households served by Dare to Care are children under 18years old (Table 5.3.2).26% of client households include at least one employed adult (Table 5.7.1).Among client households with children, 85% are food insecure and 54% areexperiencing hunger (Table 6.1.1).45% of clients served by Dare to Care report having to choose between paying forfood and paying for utilities or heating fuel (Table 6.5.1).40% of clients had to choose between paying for food and paying for medicine or medicalcare (Table 6.5.1).29% of households served by Dare to Care report having at least one householdmember in poor health (Table 8.1.1)Dare to Care included approximately 390 agencies at the administration of thissurvey, of which 251 have responded to the agency survey. Of the respondingagencies, 137 had at least one food pantry, soup kitchen, or shelter.75% of pantries, 68% of kitchens, and 38% of shelters are run by faith-basedagencies affiliated with churches, mosques, synagogues, and other religiousorganizations (Table 10.6.1).64% of pantries, 73% of kitchens, and 75% of shelters of Dare to Care reportedthat there had been an increase since 2001 in the number of clients who come totheir 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 77% of the food used by pantries, 58% of kitchens' food, and 57%of shelters' food (Table 13.1.1).For Dare to Care, 92% of pantries, 91% of kitchens, and 83% of shelters usevolunteers (Table 13.2.1).
2009-12-31
Annie E. Casey Foundation;
Evaluates Jefferson County's progress and key factors in system improvement, with a focus on non-family care, sibling group placements, and placement stability; and Casey's core strategies, such as team decision making and building community partnerships.
2015-12-15
National Fund for Workforce Solutions;
Since its inception in 2007, National Fund and its regional collaboratives have invested in improving America's education and workforce systems. Through the work of its regional funder collaboratives and their industry partnerships, National Fund communities have intentionally pursued systems change as a critical strategy to enhance its impact and scale by sustaining positive changes over time. This report provides in-depth case studies from the field in six communities in which National Fund collaboratives make a lasting improvement in their communities' workforce systems.
2009-05-31
Annie E. Casey Foundation;
Outlines Casey's support for efforts to place foreclosed properties into community land trusts, avoid eviction of renters, and mitigate foreclosures' effects. Lists other philanthropic options such as supporting research for solutions and direct services.
2011-01-01
ABG Consulting;
This report presents case studies of 12 nonprofit housing and community development organizations working to stabilize communities. It explains how the "five C's" of community stabilization help define and identify effective local community stabilization.
2009-07-09
Urban Institute;
Analyzes indicators of metropolitan conditions and trends critical to transforming isolated low-income neighborhoods at ten sites: the economy and labor market, demographic change, income and poverty, social conditions, and housing and mortgage market.
2010-08-27
Urban Institute;
Analyzes demographic, social, and poverty data and 2000-10 changes in the economies and housing markets of fourteen metropolitan areas to inform Casey's strategies for reinvesting in initiatives including rehabilitation and minimizing vacancies.
