Year End Report 2010

1. Avondale, Covington & Price Hill Year End Report 2010

2. Presentation Goals • Overview & General Trends Across Neighborhoods • Models of Capacity Building, Impact, and Transformational Change • Summary, Recommendations and Next Steps for Sustainability • Discussion and Questions

3. All Neighborhoods Leveraging of Funds & Resources

4. All Neighborhoods Community Engagement & Diversity Inclusion

5. 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

6. 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

7. 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 All Neighborhoods

8. Transformational Change • Community and Neighborhood Involvement • Promoting Cohesion • Best Practices • Promoting Public Policy • Building Sustainable Structures

9. Transformational Change • Capacity Building • Community Impact • Transformational Change • Community and Neighborhood Involvement • Promoting Cohesion • Best Practices • Promoting Public Policy • Building Sustainable Structures

10. 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

11. 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 Opportunities for Increasing Alignment and Sustainability

12. Increasing Alignment Model for Developing Shared Outcomes for PM and Aligning Place Matters Outcomes with Bold Goals *alignment with UW Bold Goals **Neighborhood Level indicator tracked over time

13. Models of Capacity Building, Community Impact and Transformational Change

14. Avondale 2010 Logic Model/ Program Summary

15. Avondale Logic Model: Youth DevelopmentAvondale Youth CouncilCapacity Building

16. Avondale Youth Council

17. Avondale Youth Council

18. 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

19. Avondale Logic Model: Early ChildhoodEvery Child SucceedsCommunity Impact

20. 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.

21. Avondale Logic Model: HealthCenter for Closing the Health GapCommunity Impact/TransformationalChange

22. Center for Closing the Health Gap

23. 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). • Strong Community Engagement in Health Activities

24. 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.

25. 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.

26. 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

27. 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.

28. 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.

29. Covington 2010 Logic Model

30. Covington: Logic Model

31. Covington Logic Model: Youth DevelopmentCommunity Learning CentersCapacity Building/Community Impact

32. 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. SwingCommunity Learning Center

33. 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

34. Covington Logic Model: HousingCommunity Impact/Transformational Change

35. Covington: Trends in Value of Property Improvements: 2007- 2010

36. 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

37. CovingtonCommunity EngagementCommunity Impact/Transformational Change

38. 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

39. 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

40. 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

41. 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.

42. 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.

43. Price Hill 2010 Logic Model

44. Price Hill Logic Model: All AreasCapacity Building* Youth*Housing*Financial Stability*Health*Community Engagement

45. New Grants, Awards, Other Support/Leverage through place matters

46. 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

47. 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

48. 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

49. 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

50. Price Hill Logic Model: Community ImpactHousing