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Trends in Domestic Violence and Firearm Domestic Violence During COVID‑19 in Five US Cities

July 21, 2023

PurposeThe COVID-19 pandemic and resulting social and economic disruptions may be associated with increased risk for reported domestic violence (DV) and firearm-involved DV (FDV). This study examines trends in DV, FDV, and the proportion of DV incidents that involved firearms (FDV/DV) in five large US cities before and during the coronavirus pandemic.MethodWe examined monthly trends in DV and FDV during January 1, 2018 through December 31, 2020, which included the early part of the pandemic, using Poisson or negative binomial regressions. We used binomial regressions to assess trends in FDV/DV. We considered the onset of the pandemic to be March 2020.ResultsFindings varied across outcomes and cities. DV decreased in three cities: Kansas City (Incidence Rate Ratio (IRR), 0.88; 95% confidence interval (CI), 0.86–0.90), Los Angeles (IRR, 0.99; 95% CI, 0.99–1.00), and Nashville (IRR, 0.99; 95% CI, 0.99–1.00) relative to trends pre-pandemic. FDV increased in three cities: Chicago (IRR, 1.05; 95% CI, 1.02–1.08), Los Angeles (IRR, 1.08; 95% CI, 1.06–1.10), and Nashville (IRR, 1.03; 95% CI, 1.01–1.05) and decreased in one: Kansas City (IRR, 0.89; 95% CI, 0.87–0.90). FDV/DV increased in three cities: Chicago (Risk Ratio (RR), 1.04; 95% CI, 1.02–1.06), Los Angeles (RR, 1.09; 95% CI, 1.07–1.11), and Nashville (RR, 1.04; 95% CI, 1.02–1.06).ConclusionsWe found variation among cities in trends in reported DV, FDV, and FDV/DV during the first months of the coronavirus pandemic. Variation may be due to a number of factors, including differences in baseline DV and FDV rates; economic strain and unemployment; compliance with social distancing; firearm ownership and purchasing; the availability of DV services; delays in court processing and the early release of prisoners; and community-law enforcement relations.

Tobacco 21 Policy Evaluation: Reducing Youth Tobacco Use Through Policy Change in Greater Cincinnati

April 18, 2023

From 2019-2022, Interact for Health partnered with the Center for Public Health Systems Science at the Brown School at Washington University in St. Louis to conduct an evaluation of policy efforts in southwest Ohio to increase the minimum legal sales age of tobacco products from 18 to 21 (known as Tobacco 21) and related enforcement strategies. Findings and lessons learned illuminate the role local laws play in protecting youth in our communities, what it takes to move through the policymaking lifecycle, and the policy's impact - including a decrease of 27% in ease-of-access to tobacco products among Cincinnati youth from 2018 to 2022.

Mental Health and Well-Being in Greater Cincinnati: Everyday Expert Perspectives

January 18, 2023

Interact for Health partnered with Cohear to gather insights on the mental health and well-being of  community members across the region.

Northern Cincinnati Foundation Annual Report 2021

October 4, 2022

Since 1999 the Northern Cincinnati Foundation has been the primary resource for philanthropy in the northern Cincinnati region, providing a variety of charitable funds and gift options for donors. As the savings account for the communities we serve, the Foundation is building a sustainable source of funding to meet current and future needs. The Northern Cincinnati Foundation brings together donors, professional advisors, and nonprofit agencies to transform generosity into impact.

Cross-Community Evaluation Findings 2019: for the Jewish Teen Education and Engagement Funder Collaborative

July 1, 2020

Four years into this collective effort to aggregate and analyze data of communities in the Jewish Teen Education and Engagement Funder Collaborative, we are beginning to yield some findings that are consistent year-over-year—and actionable. This report presents the findings of evaluation work completed during the 2018–2019 program year and homes in on those findings most ripe for appreciation and action.There is a strong correlation between teens' connection to Jewish values and and the influence those values have on the livesteens choose to lead. Substantive Jewish content creates a sense of belonging, a desire to do good in the world, and a platformfor teens to build friendships—these peer relationships also contribute to strong Jewish outcomes overall. Importantly, the report concludes with recommendations applicable beyond the 10 community-based teen initiatives, informing any organization committed to effective teen programs, professional development for youth professionals, and affordability of programs for parents.The report draws from a variety of sources to offer a snapshot of a moment in time, and evaluation alone cannot provide the full picture of tectonic shifts occurring on the ground in these 10 communities. Extremely complex efforts involving stakeholders, implementers, and the communities are making lasting and positive changes to the culture impacting teen engagement.We encourage you to read the complementary case studies documenting the work, along with previous reports, all found onthe Learnings page of TeenFunderCollaborative.com. 

The Health and Equity Impacts of Expanded Access to Preschool: Cincinnati's Fork in the Road

August 1, 2016

This knowledge product is an executive summary outlining The Health and Equity Impacts of Expanded Access to Preschool in Cincinnati.

Systems Change in the National Fund: Case Studies from the Field

December 15, 2015

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.

Building District Capacity for System-Wide Instructional Improvement in Cincinnati Public Schools

December 1, 2013

This report summarizes findings from one component of the Consortium for Policy Research in Education's (CPRE) evaluation of the General Electric Foundation's (GEF) Developing FuturesTM in Education program in Cincinnati Public Schools (CPS). The purpose was to closely analyze the district's capacity to support system-wide instructional improvement. To understand how CPS, one of the four Developing FuturesTM districts that were examined, built capacity for system-wide instructional improvement, our study during Phase Two focused on a single, overarching question: to what extent has CPS central office adopted and institutionalized the seven core principles of Developing FuturesTM?

America's Big Cities in Volatile Times: Meeting Fiscal Challenges and Preparing for the Future

November 11, 2013

The Great Recession created fiscal challenges for the 30 cities at the centers of the nation's most populous metropolitan areas that continued well past the recession's official end in June 2009. For most of these cities, the fiscal brunt was borne later than for the national and state governments and recovery has been slow. Cities dealt with fiscal strain in a variety of ways: dipping into reserve funds, cutting spending, gaining help from the federal or state governments, and increasing revenue from tax and nontax sources. Although these strategies offered short-term solutions, many cities still faced declining revenue in 2011, the consequence of reduced spending, shrunken reserves, and rising pension and retiree health care costs. Property taxes, which can be slow to respond to economic swings, helped delay the early fiscal effects of the Great Recession for most of these cities, but they began to decline in 2010, reflecting a deferred impact of the housing crisis. This trend was compounded by increasingly unpredictable aid from states and the federal government that were dealing with their own budgetary constraints. Researchers from Pew standardized data from the Comprehensive Annual Financial Reports from 2007 through 2011, the latest year of complete data available, for all of these 30 cities. This report examines key elements of each city's fiscal conditions, including revenue, expenditures, reserves, and long-term obligations, and adjusted them for inflation to facilitate comparison across the years. These adjustments allow insight into fiscal trends across cities and over time. Direct comparisons between cities may be limited, however, by differences in cities' tax structures and the range of services each city provides

Food on Wheels: Mobile Vending Goes Mainstream

September 19, 2013

Mobile food vending generates approximately $650 million in revenue annually. The industry is projected to account for approximately $2.7 billion in food revenue over the next five years, but unfortunately, most cities are legally ill-equipped to harness this expansion. Many city ordinances were written decades ago, with a different type of mobile food supplier in mind, like ice cream trucks, hot dog carts, sidewalk peddlers, and similar operators. Modern mobile vending is a substantial departure from the vending typically assumed in outdated local regulations. Vendors utilize large vehicles packed with high-tech cooking equipment and sanitation devices to provide sophisticated, safe food usually prepared to order. Increasingly, city leaders are recognizing that food trucks are here to stay. They also recognize that there is no "one size fits all" prescription for how to most effectively incorporate food trucks into the fabric of a community. With the intent of helping city leaders with this task, this guide examines the following questions: What policy options do local governments have to regulate food trucks? What is the best way to incorporate food trucks into the fabric of a city, taking into account the preferences of all stakeholders?Thirteen cities of varying size and geographic location were analyzed for this study. Information on vending regulations within each of these cities was collected and analyzed, and supplemented with semi-structured interviews with city staff and food truck vendors.

Collective Impact Case Study: Partners for a Competitive Workforce

September 10, 2013

Partners for a Competitive Workforce (PCW) supports a collective impact initiative that marries workforce development with employer demand -- accelerating the ability of each to solve their own challenges and those of the region.

Continuous Improvement in Education

May 6, 2013

In recent years, 'continuous improvement' has become a popular catchphrase in the field of education. However, while continuous improvement has become commonplace and well-documented in other industries, such as healthcare and manufacturing, little is known about how this work has manifested itself in education.This white paper attempts to map the landscape of this terrain by identifying and describing organizations engaged in continuous improvement, and by highlighting commonalities and differences among them. The findings classify three types of organizations engaged in continuous improvement: those focused on instructional improvement at the classroom level; those concentrating on system-wide improvement; and those addressing collective impact. Each type is described in turn and illustrated by an organizational case study. Through the analysis, six common themes that characterize all three types of organizations (e.g., leadership and strategy, communication and engagement, organizational infrastructure, methodology, data collection and analysis, and building capacity) are enumerated. This white paper makes four concluding observations. First, the three case studies provide evidence of organizations conducting continuous improvement work in the field of education, albeit at different levels and in different ways. Second, entry points to continuous improvement work are not mutually exclusive, but are nested and, hence, mutually informative and comparative. Third, continuous improvement is not synonymous with improving all organizational processes simultaneously; rather, research and learning cycles are iterative and gradual in nature. Fourth, despite being both iterative and gradual, it is imperative that improvement work is planned and undertaken in a rigorous, thoughtful, and transparent fashion.