Price Hill - Local Initiatives Support Corporation

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Year End Report

2010

Presentation Goals

1. Overview & General Trends Across Neighborhoods

2. Models of Capacity Building, Impact, and

Transformational Change

3. Summary, Recommendations and Next Steps for

Sustainability

4. Discussion and Questions

All Neighborhoods

Leveraging of Funds & Resources

Total Dollars Leveraged through place matters

Grants (Lead and Collaborative)

Neighborhood

Avondale

2007

$35,000

2008

$425,000

2009

$396,120

Covington

Price Hill

Fundraising

---

---

$280,000

$2,698,980

$5,000,0000

$3,157,260

Neighborhood

Avondale

Covington

Price Hill

Donations

Neighborhood

Avondale

Covington

Price Hill

2007

---

---

---

2007

$5,000

---

---

In-Kind Support/Other

Neighborhood

Avondale

Covington

Price Hill

2007

---

---

---

2008

---

$3,000

---

2008

$5,000

$2,800

---

2008

---

$20,900

---

2009

---

$10,900

---

2009

$6,200

$2,800

---

2009

$36,500

$25,100

---

2010

Avondale

Covington

Price Hill

$1,589,000

$3,801,655

$11,013,711*

These dollars were grants (lead and collaborative), dollars leveraged, fundraising, and donations.

*Includes 7.1M Elberon Project

All Neighborhoods

Community Engagement & Diversity Inclusion

Avondale

Housing

Number of Community Volunteers Involved in Neighborhood Strategies

2007 2008 2009

Youth Development – School-Age

Youth Development

– Early Childhood

Financial Stability

Community/ Organizational Involvement

---

---

---

---

---

100

50

240

80

3,075

120

79

360

110

3,314

Covington

Housing

Youth Development

– School-Age

Youth Development – Early Childhood

Financial Stability

Community/ Organizational Involvement

Price Hill

Housing

Community/ Organizational Involvement

Community/ Organizational Involvement – Santa Maria volunteers

Community Youth Volunteers-Youth/Education CAT

2007

0

---

N/A

0

1,067

2007

N/A

450

501

N/A

2008

20

180

N/A

7

2,109

2008

15

565

585

N/A

2009

1,200

339

N/A

10

4,660

2009

1,243

1,498

712

444

2010

2,185

2010

5,443

2010

4,399

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

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

• 3 rd & 4 th Grade Reading Achievement – 4 out of 7 schools showed positive trends

• 3 rd Grade Math Achievement – 5 out of 7 schools showed positive trends

4 th 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

All Neighborhoods

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

Transformational Change

Community and Neighborhood Involvement

Promoting Cohesion

Best Practices

Promoting Public Policy

Building Sustainable Structures

Transformational Change

 Capacity Building

 Community Impact

 Transformational Change

 Community and Neighborhood

Involvement

Promoting Cohesion

Best Practices

Promoting Public Policy

Building Sustainable Structures

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

Opportunities for Increasing Alignment and Sustainability

Programming

Evaluation

 Social Innovation Fund

 Promise Neighborhoods

 Health Initiatives

 Housing/Public Policy

 Impact and Other

Funding Streams

 Bold Goals

 SIF as a Model

 UW Impact Council

 District and Regional

Partner Priority

Outcomes

 Funder Alignment

Increasing Alignment

Model for Developing Shared Outcomes for PM and

Aligning Place Matters Outcomes with Bold Goals

Place Matters Housing Health Youth/

Early Childhood

EDUCATION

Financial/

Workforce

INCOME Bold Goals* HEALTH

Avondale

Price Hill

Covington

**Home value trends

**Rate of foreclosure/

Foreclosure prevention

**Number of homes sold and/or rehabilitated

Community

Engagement

*% ready for kindergarten

*4 th Grade

Achievement

* High School

Graduation

*% of individuals gainfully employed

*% children overweight

**Median income *%with usual place of care

**% Disadvantaged youth *% having a medical check up within 12 months

*Number/ % rate health as very good or excellent

**% who rate the neighborhood as a desirable place to live/ quality of life outcome

**Number of volunteers and continuing/new community partners working toward priority initiatives

*alignment with UW Bold Goals

**Neighborhood Level indicator tracked over time

Models of Capacity Building,

Community Impact and

Transformational Change

2010

Logic Model/ Program Summary

Avondale Logic Model: Youth Development

Avondale Youth Council

Capacity Building

AYC Participation

200

150

100

50

0

50

58

79

153

2007 2008 2009 2010

Number of Participants

Avondale Youth Council

Avondale Youth Council

AYC Work Development and Volunteer Hours

900

800

700

600

500

400

300

200

100

0

2009

AYC Total Volunteer Hours

2010

Year

AYC Total Work Development Hours

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

Avondale Logic Model: Early Childhood

Every Child Succeeds

Community Impact

Percent of Eligible Population Reached by ECS

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

23.0%

62.0%

2007 2010

Year

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.

Avondale Logic Model: Health

Center for Closing the Health Gap

Community Impact/

Transformational

Change

Center for Closing the Health Gap

Health

Kindergarten Overweight and Obesity Rates

2006 2007

Helping individuals live quality lives and achieve maximum health and independence.

2008 2009

% Change 2006-

2009*

Cincinnati

Avondale

26.6%

28.6%

34.6%

28.9%

32.9%

37.6%

27.3%

27.6%

2.6%

-3.5%

Price Hill n/a 33.5% 26.8% 36.3% 8.4%

Source: Health Department of Greater Cincinnati. * Trends for Price Hill are from 2007-2009.

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

Train the Trainer Courses/Workshops

Screenings/Assessments

Health Fairs/Rallies

Youth Gardens

CPS Health-School Partnerships

Programming Hours

Total Avondale Residents

Total

Engaged

13

600

1500

50

All Schools

1213

7400

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.

Decrease in Consumption of Unhealty Foods and

Media/Technology Usage

0.0%

-10.0%

-20.0%

-30.0%

-40.0%

-50.0%

-3.0%

Sodas

-11.0%

Fast Food

-16.0%

TV

-48.0%

Video Games

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.

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

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.

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.

2010

Logic Model

Covington: Logic Model

Domain:

Goal/Strategy Goal: Stabilize neighborhoods that are at-risk due to foreclosures and vacant buildings

Strategy: Consistent with community plans, rehab

10-20 units of vacant,

Build Capacity in

Neighborhoods/

Schools/

Residents

Outcomes

Promote

Quality of Life

Outcomes

Housing abandoned or foreclosed property in Covington’s urban core using multiple funding sources

Implement NSP and leverage additional funding in collaboration with City of Covington,

LISC, Catalytic

Development Funding

Corporation (Vision 2015)

Improve neighborhood conditions,

 Increase property values compared to pre-rehab value

Reduce blight level

Youth

Goal: Improve student educational outcomes

Strategy: Engage youth, parents, and a community stakeholders at the Community

Learning Center (CLC) at

John G. Carlisle School

Increase in family and community participation;

Integrate CLC into the

Comprehensive School

Improvement Plan

Community Engagement

Goal: Create self-sustaining structures for resident engagement.

Strategy: Provide leadership development and technical assistance to resident-led groups by researching best practices, promoting cohesion among

PM strategies, and building capacity of groups to manage affairs in their neighborhood and city

Increase leadership skills and participation in neighborhood and civic associations

• Increase in student academic performance

• Increase in opportunities for lifelong learning

People feel that their neighborhood is getting better

*Measurement for this outcome will begin in 2011

Financial Education

Goal: Improve the financial stability of

Covington residents

Strategy: Partner with

Brighton Center and other providers to create a network that will link

Covington residents to work supports, workforce development, housing opportunities, and financial education services

Connect residents to a variety of easily accessible financial services and products

Improve residents’ financial well-being through development of financial goals, planning, and management

Covington Logic Model: Youth Development

Community Learning Centers

Capacity Building/

Community Impact

1200

1000

800

600

400

200

0

Glenn O. Swing

Community Learning Center

Glenn O. Swing Parent and Community Participation

809

1025

42

2007-2008

82

2009-2010

Academic Year

Parent Participants Community Participants

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.

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

Covington Logic Model: Housing

Community Impact/

Transformational Change

Covington: Trends in Value of Property

Improvements: 2007- 2010

Property Address “Before Rehab” value (acquisition)

704 E. 17 th St

620 E. 17 th St

518 Thomas St

520 Thomas St

522 Thomas St

$50,000

$50,000

$11,000

$11,000

$11,000

524 Thomas St

308 W. Robbins St

1105 Lee St*

$11,000

$38,500

$0

842 Philadelphia St $29,500 (foreclosure)

834 Main St $49,500 (foreclosure)

1114 Holman Ave*

1118 Holman Ave*

TOTALS

$0

$3,300

$264,800

Former Property

Tax Revenue to

Covington

$148.81

$148.81

$32.94

$32.94

$32.94

$32.94

$115.30

$0

$88.35

$148.25

$0

$0

$781.28

“After Rehab” value

(sales price)

$130,000

$89,900

$150,000

$161,000

$160,000

$150,000

$130,000

$130,000

$150,000

$215,000

$135,000

$175,000

$1,775,900

(670% increase in value)

Current Property

Tax Revenue to

Covington

$389.90

$267.56

$449.22

$479.16

$476.19

$449.22

$389.35

$389.35

$449.25

$643.93

$404.33

$524.13

$5,311.59

(679% increase in city taxes)

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

Covington

Community Engagement

Community Impact/

Transformational Change

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

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

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

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.

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.

2010

Logic Model

Price Hill Logic Model:

All Areas

Capacity Building

* Youth

*Housing

*Financial Stability

*Health

*Community

Engagement

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

New Grants, Awards, Other Support/Leverage through Price Hill place matters

2007

---

2008

$2,698,980

2009 2010

$3,157,260 $4,022,331 in funding leveraged through grants, fundraising, donations/volunteer time, in-kind support and other financial support leveraged for and through Price Hill place matters. These dollars include those leveraged through partnerships and collaborations for projects related to place matters.

Plus $7.4 Million Elberon project was leveraged because of pm

Plus TBD Portion of $8.1 Million for

36 Units of Senior Rental Rehab

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

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

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

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

Price Hill Logic Model:

Community Impact

Housing

Price Hill Housing Initiative

Project outcomes in housing and financial stability for the rest of 2010 are as follows:

*Santa Maria’s Affordable

Housing Program

2007 2008 2009

Projected

2010

% Increase

(start-2010)

Total Clients Served*

Avoid Eviction

348

63

602

105

1031

139

1130

166

225%

164%

Obtain Housing

Improve Housing

Conditions

69

-

37

8

64

164**

108

53

57%

563%

Tenant Education 87 261 195 124%

*“

Total clients served” includes additional families/individuals who received housing services not listed in the table.

Other services include information session, phone counseling, and referrals.

**Includes Paint The Town.

Price Hill: Housing Trends

Homes in Price Hill Rehabbed and Sold

10

8

6

4

2

0

20

18

16

14

12

2009 2010

Number of Homes Rehabbed

Ye ar

Number of Rehabbed Homes Sold

Price Hill Housing/Neighborhood

Development Initiative

Appreciation of property values in the area- As a result of housing development from 1/1/2010 through the present, the average sale value in Cedar Grove and the Incline District increased $14,960.00 and

$8,969.00 respectively.

In 2010, Price Hill purchased 11 homes, rehabbed 16 and sold 9 with 4 more under purchase contracts.

Home sales- Family homes in all of Price Hill have increased over the same month of the previous year for twelve months in a row before falling off after the federal tax-credit ended May 31. This drop was experienced nation-wide.

Price Hill acquired a total of 10 homes and sold 7.

Of the 18 homes sold in Cedar Grove, 6 belonged to PHW.

Sold the 1st NSP rehab in Cincinnati and sold the highest value home to date at $148,000.

A purchase contract pending for The Elberon Senior Housing Building using NSP II funding.

Price Hill is also leading or collaborating on a number or housing policy issues.

Price Hill Logic Model:

Community Impact

Early Childhood

Price Hill: Early Childhood

Points of Impact

Price Hill Early Childhood Meetings

5 CPS Schools*

TECCS Project

POPS Project

SPARK Project

5 Parochial Schools**

Strive Early Childhood Success Network

Every Child Succeeds

*4 of 5 schools improving on the KRAL

**Baseline Data Collected in 2010-11

Price Hill: Trends in Community

Participation and Volunteerism

Price Hill

Number of Community Residents and Volunteers Involved in Neighborhood Strategies

2007 2008 2009 2010

Housing

Community/ Organizational

Involvement

Community/ Organizational

Involvement – Santa Maria volunteers

Community Youth Volunteers-

Youth/Education CAT

N/A

450

501

N/A

15

565

585

N/A

1,243

1,498

712

444

4,399 volunteers were involved in housing, schoolage youth development, early childhood development, financial stability and community/ organizational involvement in

2010.

Early Childhood Development ----

Health ----

Price Hill: Health Highlights

Health:

CAT Projects/Neighborhood Promotion - Queen City Bike: Bike to

Work Week 2010

• Wellness/Free Clinic - Key partners The Family Medical Group, SC

Ministry Foundation, The Health Foundation of Greater Cincinnati,

Robert Castellini Foundation) partnered to renovate space at Santa

Maria’s East Price Hill Center (3301 Warsaw Avenue) this fall. The clinic is scheduled to open January 2011.

The Wellness/Bienestar program screened 352 individuals for blood pressure, glucose, cholesterol, BMI, hearing, dental, vision, pap smears, mammograms, asthma, allergies and bone density.

Additionally, 160 individuals now have a medical home and if needed, are receiving treatments and/or resources.

Prematurity Initiative – Price Hill is one of a few target areas for this project led by TriHealth and Cincinnati Children’s Hospital Medical

Center. Monthly meetings of providers are held at Price Hill Chili to explore the problem and possible solutions.

Summary & Recommendations

Summary - Short:

• Santa Maria/PHW is coordinating a number of initiatives in the areas, with impact and transformational change in early childhood, housing, and community engagement.

• Price Hill’s Center for Financial Stability and health/wellness initiatives are building capacity and have achieved their initial set of goals while working on a number of policy issues aimed at improving quality of life for residents in Price Hill.

• Santa Maria’s/Price Hill’s ability to engage volunteers, partners, as well as to engage funders and leverage dollars has been significant

• Recommendations are to continue to strengthen alignment and to demonstrate effective and replicable models of impact that can be spread to other communities.

Summary & Recommendations: Price Hill

Summary and Recommendations - Full:

Santa Maria/PHW is coordinating a number of initiatives in the areas, with

Community Impact and Transformational Change in early childhood, housing, and community engagement. As an example of transformational change in Early

Childhood, Santa Maria is the convener of the monthly PH Early Childhood

Meetings while also leading work on the TECCS Project, the Parenting Our

Preschoolers Project, ECS, coordinating KRAL assessments in 5 Parochial schools, serving on the Strive Early Childhood Success Network, and collaborating on the SPARK Project, Strengthening Families, and work in 5 CPS public schools and linking outcomes when possible to KRA-L data . Housing and

Community Engagement strategies are similarly comprehensive. Santa

Maria’s/PHW’s ability to engage volunteers, partners, as well as to engage funders and leverage dollars in each of the focus areas has been significant.

Price Hill’s Center for Financial Stability and health/wellness initiatives are building capacity and have achieved their initial set of goals while working on a number of policy issues aimed at improving quality of life for residents in Price

Hill. These initiatives will require Santa Maria/PHW to leverage additional resources without compromising existing programs.

Recommendations are to strengthen outcomes and partnerships in the area of

Youth Development, which are less defined relative to Early Childhood. It will also be important for Price Hill to continue to strengthen alignment in new programmatic areas and, in areas of strength, to define and demonstrate effective and replicable models that can be spread to other communities.

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