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Nonprofit Workforce Shortage Survey In Maryland

September 5, 2023

In April 2023, more than 1,600 charitable nonprofit organizations throughout the United States completed the nonprofit workforce shortages survey designed to gauge whether job vacancies continue to be a problem for the missions of those organizations, how the vacancies impact communities, and what actions have been taken and are proposed for alleviating the challenges. More than forty Maryland nonprofits shared insights that provide the substance of this report.

Review and Analysis: Resilient Communities Grantmaking Portfolio (2020-2022)

July 27, 2023

The Sozosei Foundation launched its Resilient Communities Program (RCP) in the summer of 2020 at the request of Otsuka America Pharmaceutical, Inc. (OAPI), with the intent of evolving the company's longstanding commitment to philanthropy. The goal of the program was to refine the company's philanthropic commitment by designing guidelines and priorities to support diverse, under-resourced communities where the company has a presence. Over the two years of its grantmaking, the program provided over $1 million in grants and served over 177,000 people across six target communities.

Baltimore, Maryland, The Cost of Gun Violence: The Direct Cost to Tax Payers

June 2, 2023

The National Institute for Criminal Justice Reform (NICJR) has conducted this Cost of Gun Violence study that documents the government expenses accompanying every injury shooting in Baltimore. In tracking the direct costs per shooting incident, NICJR has deliberately used the low to mid end of the range for each expense. This study does not include the loss-of-production costs when the victim or suspect were working at the time of the incident. Nationally, those costs have been estimated at an additional $1-2 million for each shooting incident. This means that NICJR's calculated cost of $2,427,333 for a homicide in Baltimore is a conservative estimate; the real cost is likely even higher.

Montgomery Moving Forward: A Decade of Community Engagement and Action

March 6, 2023

Montgomery Moving Forward (MMF) was established in 2012 to address multifaceted community challenges in Montgomery County, Maryland, and increase opportunities for cross-sector community stakeholders to exchange ideas and collaborate. MMF's collective impact efforts rely heavily on a Leadership Group (LG) drawn from public and private sectors in the county to move its initiatives forward. The LG also engages with local policymakers to help create institutional change in more formal ways, as shown in its Calls to Action for workforce development and early childhood education. The LG created a logic model to build shared understanding of its work and goals, and as a tool for communicating with community stakeholders. MMF's Accountability Workgroup developed performance measures aligned with the logic model and tenets of collective impact. In 2022 the workgroup surveyed MMF leaders and community partners to better understand the strengths and gaps of its collective impact activities.

The East Baltimore Development Initiative: A Long-Term Impact Evaluation of a Comprehensive Community Initiative

November 2, 2022

East Baltimore Development Initiative (EBDI), one of the nation's largest, longest-standing, and most prominent comprehensive community initiatives. EBDI has directly invested or leveraged more than $1 billion into the East Baltimore community since 2003. This report uses the synthetic control method to conduct the first impact assessment of the initiative. The study finds some changes to population levels and rents, but not to income, poverty rates, or racial composition.

2022 State of the Baltimore Nonprofit Sector

November 2, 2022

As a result of years of collaboration with community partners throughout the city of Baltimore, dozens of data points collected through assessments and surveys, and deep analysis by trusted partners, this report consists of 10 core insights connected to the health and effectiveness of nonprofit organizations.These key findings include:Partnerships are the key to strong organizations.The nonprofit leadership pipeline remains tenuous at best.Effective capacity building requires organizations to dig deep into financial realities and sometimes face hard truths.To increase funding, organizations need dedicated staff and capacity to support it.The best expense is technology.When it comes to evaluation practices, it is better to focus on learning, not counting.There's a difference between having a strategic plan and being a strategic organization.Effective management can result in stronger programs and increased revenue streams.To achieve diversity in leadership, it's imperative to target recruitment and advancement efforts.Reimagine the governance structure

Agricultural Conservation Practices: Clean Water and Climate Smart Investments

November 2, 2022

The six states and the District of Columbia that share the 64,000-square-mile Chesapeake Bay watershed are currently carrying out plans—called Watershed Implementation Plans (WIPs)—to achieve the pollution reductions called for in the Chesapeake Clean Water Blueprint, the science-based plan designed to restore the health of the Bay. The 2025 deadline for implementation is fast approaching and more than 90 percent of the remaining reductions must come from agriculture. Though progress has been made, it is still far short of what is needed. Increased funding for conservation practices, as outlined in the state plans, is therefore critical to success.The Chesapeake Bay Foundation (CBF) worked with natural resource economists to estimate the economic impact of implementing the remaining agricultural conservation practices in the state plans. The analysis shows that investing in these conservation practices is truly that—an investment with positive economic effects above and beyond the cost. For every dollar spent implementing additional agricultural conservation practices under the Blueprint, the Chesapeake Bay region can expect $1.75 in economic returns to local businesses and workers through additional sales of goods and services and greater earnings, totaling $655.2 million annually through 2025. This investment will also support an estimated 6,673 jobs a year between 2020 and 2025.

Collaborative Outcomes from the Youth Justice and Employment Community of Practice

October 18, 2022

Established in mid-2021, the Youth Justice and Employment Community of Practice (CoP) is a partnership of the Annie E. Casey Foundation (AECF), the National Youth Employment Coalition (NYEC), and Pretrial Justice Institute (PJI) formed to improve outcomes for youth with justice involvement by increasing collaboration among local workforce and juvenile justice systems. The CoP began during the middle of COVID-19 at a time when counterparts in each jurisdiction were seeking to reestablish pandemic-disrupted communication and collaboration. CoP participants met monthly to share knowledge and expertise on topics of importance to both systems. Based on work from the CoP, participating cities and counties produced notable improvements in building relationships, expanding partnerships, and promoting investments that benefit justice-involved young people in their communities. This report documents successes and offers recommendations for others seeking to improve outcomes for these young people.

Chesapeake Bay 2022 State of the Blueprint Report

October 5, 2022

Less than four years remain to the 2025 implementation deadline for the Chesapeake Clean Water Blueprint. The success of the science-based, federal-state plan to restore water quality in the Chesapeake Bay is critical to our region's health, economy, outdoor heritage, and quality of life.Our State of the Blueprint report asks one question: Are the Bay states on track to reduce pollution by the Blueprint's 2025 deadline? Based on our assessment of progress in Maryland, Pennsylvania, and Virginia, which together account for roughly 90 percent of the Bay's pollution, the answer collectively is 'no.' States are not on track to reduce pollution to the levels needed for a healthy Bay, or implement the practices necessary to achieve them by the 2025 deadline.

Evaluation of the Baltimore Health Corps Pilot: An Economic and Public Health Response to the Coronavirus

September 30, 2022

The Baltimore Health Corps was a city-run pilot launched in June 2020 and concluding in December, 2021. The pilot simultaneously addressed two issues: the spread of COVID-19 and the resulting employment crisis faced by Baltimore residents.The Baltimore City Health Department and the Mayor's Office of Employment Development led the Baltimore Health Corps, drawing on their experiences with equitable recruitment and hiring practices, workforce-supporting activities and public health worker training. Together, they led a team of public and private partners that included the Baltimore Civic Fund, Baltimore Corps, HealthCare Access Maryland (HCAM), Jhpiego and the Mayor's Office of Performance and Innovation.The initiative tracked those who contracted the virus at the height of the pandemic and connected COVID-19-positive individuals with testing, resources and other assistance. In doing so, the Baltimore Health Corps also placed unemployed workers on a path to high-quality, lasting careers via temporary positions as community health workers with the Baltimore City Health Department and HealthCare Access Maryland (HCAM). The program hired from a pool of Baltimore residents who reflected the city's racial and ethnic demographics and were unemployed, underemployed or furloughed because of the pandemic. By September 2021, 336 health workers had received training and took on roles within either the Health Corps' contact tracing and outreach program or the care coordination and access program.While these health worker positions were intended to last just eight months, as the pandemic persisted, the jobs were extended thanks to funding from the American Rescue Plan Act. As of May 2022, 126 Baltimore Health Corps workers remain employed with either the health department or HCAM, while 119 former staff members have since moved on to other employment opportunities.This is the Final Report to follow the Early Lessons Report for the Baltimore Health Corps Pilot Study. Readers are encouraged to review the Early Lessons Report for a detailed description of the formation of the Pilot Study, the role of each partner, as well as findings from the first year of the Pilot Study.

Tackling the Dual Economic and Public Health Crises Caused by Covid-19 in Baltimore: Early Lessons from the Baltimore Health Corps Pilot

April 13, 2022

On March 12, 2020, the first case of Covid-19 was diagnosed in Baltimore City. Its infection rate increased rapidly through March and into April and May, proving to be 4 times higher among Latino residents and 1.5 times higher among Black residents than the city's White population. At the same time, the city's unemployment rate surged from 4.9 percent in March to a peak of 11.6 percent in April 2020. In June, The Rockefeller Foundation supported the Baltimore City government in launching the Baltimore Health Corps (BHC), a pilot program to recruit, train, and employ 275 new community health workers who were unemployed, furloughed, or underemployed, living in neighborhoods hardest hit by the health crisis and especially those residents unemployed as a result of Covid-19. BHC used equitable recruitment and hiring practices to employ contact tracers, care coordinators, and support staff, with a focus on good jobs, fair pay, training, skill-building, and support to improve career trajectories. This report, compiling data and interviews midway through the project, is a look at some of the early successes and the challenges ahead.

Access to Reproductive Health Care for Women in Treatment for Substance Use Disorder

April 6, 2022

Women of reproductive age with substance use disorder (SUD) have lower rates of contraceptive use and higher rates of unintended pregnancy than women without SUD. Understanding the barriers to reproductive health care faced by these women is essential to meeting their health needs. We examined the reproductive health care access and needs of women in treatment for SUD using key informant interviews and focus groups conducted in Maryland and Ohio in 2019 and 2020. Study participants identified many unique reproductive health needs for women in treatment for SUD, including competing social and general health needs; histories of domestic violence, transactional sex, and sexual trauma; and the risks of experiencing an unplanned pregnancy during the sensitive treatment and recovery periods. Barriers to care may include stigma from health care providers, distrust of the health care system, and a perceived lack of autonomy over reproductive decisions. The siloed nature of the health care system, in which SUD treatment and recovery services are typically separated from other health care, was also identified as a major access barrier; study participants suggested co-locating reproductive health services in SUD treatment clinics to improve access to such care. They also emphasized the importance of delivering reproductive health care to women in treatment for SUD in supportive, noncoercive ways, and suggested offering culturally effective reproductive health care as part of women's overall health and well-being, rather than as a pregnancy prevention tool.