Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 2,202,923 | 2,606,435 | 2,664,512 | 2,565,714 | 2,460,247 | 12,499,831 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 2,202,923 | 2,606,435 | 2,664,512 | 2,565,714 | 2,460,247 | 12,499,831 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 1,615,179 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 10,884,652 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,202,923 | 2,606,435 | 2,664,512 | 2,565,714 | 2,460,247 | 12,499,831 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | -6,964 | 57,910 | 358 | 595 | 3,808 | 55,707 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 123,520 | 14,442 | 59,714 | 81,321 | 11,583 | 290,580 |
| 11 | Total support. Add lines 7 through 10 | 12,846,118 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2019 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2019. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART VI, SECTION A, LINE 2 | CHERYL O'MALLEY AND BRIAN HAGAN HAVE A FAMILY RELATIONSHIP. JEANNE MATTERN AND TAMERA STIRES HAVE A BUSINESS RELATIONSHIP. SEAN KILBANE AND BRANDON MORRIS HAVE A BUSINESS RELATIONSHIP. |
| FORM 990, PART VI, SECTION B, LINE 11B | PRIOR TO FILING, THE FORM 990 IS PRESENTED TO THE FINANCE COMMITTEE, FINANCE STAFF, AND THE EXECUTIVE DIRECTOR FOR REVIEW AND APPROVAL. AT THE NEXT REGULARLY SCHEDULED BOARD MEETING, THE 990 IS PRESENTED TO THE FULL BOARD OF DIRECTORS FOR REVIEW. THE FORM 990 IS DISTRIBUTED IN ADVANCE OF THE BOARD MEETING IN ORDER TO ENSURE THAT DIRECTORS HAVE AN OPPORTUNITY FOR MEANINGFUL REVIEW. THE EXECUTIVE DIRECTOR SIGNS THE 990. |
| FORM 990, PART VI, SECTION B, LINE 12C | CONFLICT OF INTEREST STATEMENTS ARE SIGNED ANNUALLY BY OFFICERS AND DIRECTORS. CONFLICTS OF INTEREST NOTED ARE CIRCULATED TO COMMITTEE CHAIRS IN ORDER TO REQUIRE A VOLUNTEER(S) RECUSAL ON MATTERS WHERE A CONFLICT OF INTEREST EXISTS, IF ANY. |
| FORM 990, PART VI, SECTION B, LINE 15 | 15-A: THE EXECUTIVE COMMITTEE IS THE RESPONSIBLE BODY FOR THE ANNUAL COMPENSATION REVIEW OF THE EXECUTIVE DIRECTOR. COMPENSATION IS AWARDED COMMENSURATE WITH PERFORMANCE AND IS EVALUATED IN RELATION TO OTHER NORTHEASTERN OHIO NONPROFITS OF SIMILAR MISSIONS AND FINANCIAL CAPACITIES. 15-B: THE EXECUTIVE DIRECTOR IS RESPONSIBLE FOR THE ANNUAL COMPENSATION REVIEW OF THE OTHER OFFICERS AND KEY EMPLOYEES OF THE ORGANIZATION. COMPENSATION IS AWARDED COMMENSURATE WITH PERFORMANCE AND IS EVALUATED IN RELATION TO OTHER NORTHEASTERN OHIO NONPROFITS OF SIMILAR MISSIONS AND FINANCIAL CAPACITIES. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION'S GOVERNING DOCUMENTS, FORM 990, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC UPON REQUEST. THE FORM 990 CAN ALSO BE FOUND ON SEVERAL PUBLICLY ACCESSIBLE WEBSITES. |
| FORM 990, PART XII, LINE 2C | THIS PROCESS HAS NOT CHANGED SINCE LAST YEAR. |
| ACCOMPLISHMENTS: | UNIVERSITY SETTLEMENT'S (US) HUNGER CENTER SERVICES INCLUDE A CHOICE MODEL FOOD PANTRY, A COMMUNITY MEAL, AND A MONTHLY MOBILE PANTRY. THE PANTRY IS OPEN TUESDAY THROUGH FRIDAY, 11:30 AM - 2:00 PM. NEIGHBORS CAN VISIT ONCE A MONTH TO SELECT 3-5 DAYS' WORTH OF GROCERIES. THROUGH THE PANTRY, FAMILIES AND INDIVIDUALS RECEIVE PANTRY STAPLES, FRESH BREAD, FRESH PRODUCE, AND VARIOUS PERISHABLE AND NON-PERISHABLE ITEMS. EVERY TUESDAY EVENING, COMMUNITY RESIDENTS CAN COME IN FOR A FREE, HOT COMMUNITY MEAL. THE FIRST MONDAY OF THE MONTH, US HOSTS A MOBILE PANTRY THROUGH THE GREATER CLEVELAND FOOD BANK (GCFB). AT EACH MOBILE PANTRY, US RECEIVES 10,000-12,000 LBS. OF FRESH PRODUCE. DURING THE LAST PROGRAM YEAR, THE PANTRY SERVED 4,618 UNDUPLICATED INDIVIDUALS FOR A TOTAL OF 15,379 SERVICES, TOTALING APPROXIMATELY 138,411 MEALS. THE US COMMUNITY MEAL SERVED APPROXIMATELY 5,634 HOT MEALS TO 527 UNDUPLICATED INDIVIDUALS. EACH WEEK AN AVERAGE OF 30 MEALS ARE PREPARED AND DELIVERED TO THE ALEXIA AND LOUREXIS APARTMENTS IN SLAVIC VILLAGE. PARTNERING WITH THE GCFB ALLOWED THE HUNGER CENTER TO DISTRIBUTE JUST OVER 103,000 LBS. OF FRESH PRODUCE TO OVER 3,156 NEIGHBORS. NEO SKILL CORPS IS AN AMERICORPS PROGRAM WHICH PARTNERS WITH 10 NONPROFIT ORGANIZATIONS TO PROVIDE FINANCIAL LITERACY, ADULT LITERACY AND WORKFORCE DEVELOPMENT TO ADULTS IN NORTHEAST OHIO. MEMBERS ARE ASSIGNED TO PARTNER AGENCIES (HOST SITES) TO FACILITATE MONEY MANAGEMENT WORKSHOPS ADDRESSING TOPICS SUCH AS REALIST GOAL SETTING, CREDIT MANAGEMENT AND SETTING A BUDGET BASED ON PERSONAL INCOME AND EXPENSES. PARTICIPANTS HAVE THE OPTION TO REQUEST INDIVIDUAL COACHING TO ADDRESS PERSONAL ISSUES AND DEVELOP A PLAN TO MAKE ADJUSTMENTS WHERE NEEDED. MEMBERS ALSO FACILITATE WORKFORCE DEVELOPMENT PROGRAMS ON TOPICS SUCH AS DIGITAL LITERACY, CUSTOMER SERVICE, MANUFACTURING, CULINARY BASICS, HEALTH CARE PREPARATION, EMPLOYABILITY SKILLS AND JOB SEARCHING. NEO SKILLS CORPS SPONSORS TWO JOB FAIRS YEARLY TO HELP PARTICIPANTS OBTAIN AND MAINTAIN EMPLOYMENT. THROUGHOUT THE 2018 SERVICE YEAR, MEMBERS PROVIDED OVER 3,000 HOURS OF ADULT EDUCATION TO CLEVELAND RESIDENTS, AND 894 INDIVIDUALS ENROLLED IN FINANCIAL LITERACY TRAINING AND DEMONSTRATED INCREASED FINANCIAL KNOWLEDGE AS A RESULT. ADDITIONALLY, AMERICORPS MEMBERS WORKED WITH 363 PARTICIPANTS TO CREATE REALISTIC MONTHLY BUDGETS BASED ON THEIR INCOME, AND 942 PARTICIPANTS ENROLLED IN WORK READINESS PROGRAMS. THE ADULT WELLNESS PROGRAM IS OPEN MONDAY-FRIDAY, 9:30 AM -2:30 PM AND SERVES ADULTS THAT ARE 60 YEARS AND OLDER AS WELL AS INDIVIDUALS THAT ARE 18-59 WHO HAVE A DISABILITY. THE PROGRAM OFFERS THREE DISTINCT SERVICES INCLUDING CONGREGATE MEALS, TRANSPORTATION AND ADULT DEVELOPMENT. THE CONGREGATE MEAL PROGRAM CONSISTS OF BREAKFAST, LUNCH AND A SNACK PROVIDED TO OUR PARTICIPANTS ON A DAILY BASIS. THE PROGRAM CONTRACTS OUT TO A TRANSPORTATION COMPANY TO PROVIDE TRANSPORTATION FOR OUR PARTICIPANTS TO AND FROM THEIR HOMES TO THE AGENCY. THE ADULT DEVELOPMENT ACTIVITIES ARE BASED ON THE HETTLER WELLNESS MODEL THAT IS COMPRISED OF PROGRAMMING INCLUDING THE CATEGORIES OF PHYSICAL, EMOTIONAL, INTELLECTUAL, SOCIAL, SPIRITUAL AND OCCUPATIONAL WELLNESS. IN THE LAST PROGRAM YEAR, THE ADULT WELLNESS PROGRAM SERVED 63 INDIVIDUALS AND TRANSPORTED 36 CLIENTS TO AND FROM THEIR HOMES AS WELL AS ON FIELD TRIPS WHICH TOTALED 2,003 TRIPS. THE PROGRAM SERVED 3,257 MEALS INCLUDING BREAKFAST, LUNCH AND SNACK. UNIVERSITY SETTLEMENT SERVES AS THE LEAD AGENCY FOR MOUND STEM AND FULLERTON SCHOOLS IN THE COMMUNITY WRAPAROUND STRATEGY. UNIVERSITY SETTLEMENT PROVIDES OVERSITE TO THE SITE COORDINATORS WHO SUPPORT THE SCHOOLS THROUGH THE RECRUITMENT AND COORDINATION OF COMMUNITY RESOURCES TO MEET THE ACADEMIC NEEDS OF STUDENTS AND SUPPORT THEIR FAMILIES. BASED ON THE MONTH OF THE YEAR, SITE COORDINATORS MAY PROVIDE SERVICES TO 200-500 CHILDREN. TYPES OF SERVICES INCLUDE: PROVIDING BUS PASSES, BACKPACKS, SCHOOL UNIFORMS, SHOES, COATS, GLOVES, BOOTS, AND HOLIDAY GIFTS AND MEALS. PARENTS ARE REFERRED TO COMMUNITY RESOURCES TO RESOLVE ANY ISSUES THEY MAY HAVE. DURING THE COURSE OF THE PROGRAM YEAR, STRENGTHENING FAMILIES PROGRAM STAFF OFFER STRENGTH-BASED CASE MANAGEMENT, FAMILY-CENTERED FAMILY EDUCATION SESSIONS AND HOST PARENT CAFES TO PROVIDE FEEDBACK TO PROGRAM STAFF AND TO HELP FAMILIES LEARN THE SKILLS NECESSARY TO ADVOCATE FOR THEIR OWN NEEDS. ONCE ENROLLED IN THE PROGRAM, PARTICIPANTS WORK WITH STAFF TO IDENTIFY THEIR NEEDS AND SET PERSONAL GOALS IN 5 AREAS; HEALTHCARE, EMPLOYMENT, LEGAL ISSUES, PARENTING, AND EDUCATION. THOUGH STAFF MEETS WITH PARTICIPANTS REGULARLY TO TRACK PROGRESS TOWARD MEETING THEIR GOALS, THE DURATION OF CASE MANAGEMENT IS DEPENDENT UPON THE INDIVIDUAL NEEDS OF THE FAMILY. OFTEN, PROGRAM STAFF PROVIDE PARTICIPANTS WITH ITEMS SUCH AS BUS PASSES, CLEANING SUPPLIES, AND RENTAL ASSISTANCE TO ENSURE THAT PARTICIPANTS CAN CONTINUE TO ATTEND THE PROGRAM, AND THAT BOTH PARENTS AND CHILDREN REMAIN SAFELY HOUSED. IN ADDITION, MANY OF THOSE SERVED BY THE PROGRAM ATTEND AN 8-WEEK LONG FAMILY EDUCATION PROGRAM DESIGNED TO SUPPORT PARTICIPANTS AND COMMUNITY MEMBERS AS THEY IDENTIFY AND WORK TOWARD OVERCOMING THEIR BARRIERS TO PERSONAL SUCCESS. TO SUPPORT PARTICIPANTS AFTER THEY COMPLETE THE PROGRAM, 3 PARENT CAFES ARE HELD THROUGHOUT THE YEAR. THESE INFORMAL GATHERINGS OFFER FORMER AND CURRENT PARTICIPANTS THE OPPORTUNITY TO NETWORK AND SUPPORT EACH OTHER, AS WELL AS PROVIDE FEEDBACK TO THE PROGRAM STAFF. IN 2018, 100% OF FAMILIES WHO ATTENDED EDUCATION SESSIONS IMPROVED THEIR PROTECTIVE FACTORS SURVEY SCORES AND 97% OF THOSE ENGAGED IN CASE MANAGEMENT MET A LEAST ONE CLIENT-DRIVEN GOAL. THE SURVEY TESTS FAMILIES ON THEIR KNOWLEDGE IN THE DOMAINS OF FAMILY FUNCTIONING, SOCIAL SUPPORT, CONCRETE SUPPORT, AND NURTURING AND ATTACHMENT. FATHERHOOD CONNECTIONS TAKES A SIMILAR APPROACH TO FAMILY DEVELOPMENT BUT WORKS SPECIFICALLY WITH FATHERS AND FATHER FIGURES TO HELP THEM INCREASE THEIR INVOLVEMENT IN THEIR CHILDREN'S LIVES BOTH AT HOME AND AT SCHOOL. THIS PAST SPRING, FATHERHOOD CONNECTIONS HELD ITS ANNUAL FATHER-DAUGHTER DANCE AT BOHEMIAN NATIONAL HALL. NOW IN ITS 3RD YEAR, THE EVENT WAS ATTENDED BY OVER 400 INDIVIDUALS AND RAISED AWARENESS ABOUT THE CRUCIAL ROLE THAT FATHERS PLAY IN CHILD DEVELOPMENT. THE TRANSITION-IN-PLACE HOUSING PROGRAM PROVIDES FOUR MONTHS OF INTENSIVE CASE MANAGEMENT TO NEWLY HOUSED FAMILIES EXITING THE CUYAHOGA COUNTY SHELTER SYSTEM. WHILE PARTICIPATING IN CASE MANAGEMENT, FAMILIES ALSO RECEIVE A TEMPORARY RENTAL ASSISTANCE VOUCHER THROUGH EDEN, INC. PROGRAM SERVICES ADHERE TO THE RAPID RE-HOUSING (RRH) MODEL. STAFF AND FAMILIES COLLABORATE TO ADDRESS THE BARRIERS THAT LED TO HOMELESSNESS AND TOGETHER THEY CREATE A HOUSING STABILIZATION PLAN. THIS BENCHMARK SYSTEM REQUIRES STAFF AND FAMILIES TO MEET REGULARLY TO ASSESS PROGRESS AND LINK FAMILIES TO ADDITIONAL SERVICES IN-HOUSE AND THROUGHOUT THE COMMUNITY. ON-SITE, CLIENTS ARE REGULARLY REFERRED TO THE HUNGER CENTER AND FAMILY STABILIZATION SERVICES AS WELL AS THE NEO SKILL CORPS, WHICH HELPS FAMILIES WITH FINANCIAL LITERACY, BUDGETING, AND JOB READINESS. OFF-SITE, CLIENTS ARE REFERRED TO MENTAL HEALTH SERVICES, OHIO MEANS JOBS, THE OHIO DEPARTMENT OF JOB AND FAMILY SERVICES, AND MANY OTHERS. WHEN CLIENTS COMPLETE THEIR FOUR MONTHS OF CASE MANAGEMENT, PROGRAM STAFF REFER THEM TO THEIR LOCAL COMMUNITY COLLABORATIVE TO PROVIDE LONGER-TERM SUPPORT AND SERVICES. IN 2018, 90% OF THE 52 FAMILIES SERVED DURING THE LAST YEAR HAVE MAINTAINED THEIR HOUSING FOR AT LEAST ONE MONTH AFTER COMPLETING THE PROGRAM. OF THE FOUR FAMILIES WHO DID NOT, ALL BUT ONE FOUND OTHER SUITABLE HOUSING IN THE COMMUNITY. FURTHERMORE, 100% OF PROGRAM CLIENTS ACCESSED IMPORTANT MAINSTREAM BENEFITS SUCH AS FOOD ASSISTANCE, HOME ENERGY ASSISTANCE, AND PIPP BENEFITS AT THE TIME THEY LEFT CASE MANAGEMENT. ALL CLIENTS EXITED CASE MANAGEMENT WITH MEDICAL INSURANCE COVERAGE IN PLACE. THE SMARTY'S PROGRAM IS A CRITICAL OUT-OF-SCHOOL TIME (OST) PROGRAM THAT IS DESIGNED TO ESTABLISH A COMMUNITY LEARNING CENTER. YOUTH RECEIVE DAILY HOMEWORK HELP AND TUTORING IN THE CORE SUBJECTS OF READING AND MATH. YOUTH ARE ALSO OFFERED A BROAD ARRAY OF ENRICHMENT ACTIVITIES THAT CAN COMPLEMENT THEIR REGULAR ACADEMICS SUCH AS ARTS, MUSIC, SCIENCE, TECHNOLOGY, RECREATION, SERVICE LEARNING PROJECTS, AND DRUG AND ALCOHOL PREVENTION ACTIVITIES. AS A RESULT OF THE SMARTY'S PROGRAM, STUDENT ATTENDANCE AT LOCAL SCHOOLS INCREASED, SUSPENSION RATES HAVE DECREASED AND THE MAJORITY OF STUDENTS CONTINUE TO ACHIEVE IMPROVEMENTS IN TEST SCORES. 80% OF THE 40 STUDENTS WHO PARTICIPATED IN UNIVERSITY SETTLEMENT YOUTH PROGRAM IN 2018 ACCOMPLISHED AT LEAST ONE YEAR'S GROWTH IN READING, AND 76% EXPERIENCED AT LEAST ONE YEAR'S GROWTH IN MATH COMPETENCY AS MEASURED BY THEIR NORTHWEST EVALUATION ASSESSMENT SCORES. FURTHERMORE, 85% ALSO ACHIEVED IMPROVEMENT IN THEIR MEASURED SOCIAL/EMOTIONAL COMPETENCY. |
| ACCOMPLISHMENTS (CONTINUED): | THE FAMILY TO FAMILY PROGRAM ASSISTS FAMILIES WHO ARE INVOLVED WITH OR WHO ARE AT RISK OF BECOMING INVOLVED WITH, THE DEPARTMENT OF CHILDREN AND FAMILY SERVICES (DCFS). FAMILIES RECEIVE ONE-TIME ASSISTANCE OR LONG-TERM CASE MANAGEMENT SERVICES WHICH ASSIST FAMILIES WITH THE RESOURCES AND SKILLS NEEDED TO EITHER REUNITE WITH THEIR CHILDREN IN PLACEMENT OR TO KEEP THE CHILDREN FROM BEING TAKEN INTO CUSTODY BY DCFS. UNIVERSITY SETTLEMENT IS THE LEAD AGENCY IN THE BROADWAY COLLABORATIVE-A FORMAL, COLLABORATIVE PARTNERSHIP BETWEEN AGENCIES IN BROADWAY-SLAVIC VILLAGE. LAST YEAR THE PROGRAM ASSISTED 259 FAMILIES, IN ADDITION TO HOSTING COMMUNITY EVENTS SUCH AS SAVE OUR BABIES. THIS EVENT ATTRACTED OVER 25 NEW MOTHERS WHO ATTENDED IN ORDER TO GATHER INFORMATION ON SAFE SLEEP, RECEIVE A FREE BABY BOX, AND SPEAK TO EXPERTS ON INFANT CARE. EVENTS LIKE THESE HELP TO PREPARE INDIVIDUALS FOR PARENTHOOD, PROVIDING KNOWLEDGE SO THEY CAN MAKE INFORMED DECISIONS ABOUT THE HEALTH AND WELLNESS OF THEIR CHILDREN, AND SO THAT THEY WILL NOT REQUIRE THE ASSISTANCE OF THE FAMILY TO FAMILY PROGRAM IN THE FUTURE. THE MAGIC JOHNSON COMMUNITY EMPOWERMENT CENTER (MJCEC) PROVIDES ACCESS TO RESOURCES AND PROGRAMMING THAT EDUCATE, EMPOWER AND STRENGTHEN INDIVIDUALS THOUGH THE INNOVATIVE USE OF TECHNOLOGY. THE MJCEC REGULARLY HOSTS CLASSES AIMED AT HELPING COMMUNITY MEMBERS OF ALL AGES TO LEARN ABOUT THE VARIOUS USES OF TECHNOLOGY AND FIND WAYS TO USE TECHNOLOGY TO IMPROVE THEIR LIVES PERSONALLY, ACADEMICALLY AND PROFESSIONALLY. IN ADDITION TO HOLDING CLASSES ON-SITE, CLASSES AND TECH SUPPORT WERE PROVIDED AT FOUR LOCAL SENIOR HIGH-RISE APARTMENTS SO RESIDENTS COULD LEARN HOW TO BETTER UTILIZE TECHNOLOGY IN THEIR EVERYDAY LIFE. THE MJCEC PROVIDED REGULAR PROGRAMMING FOR YOUTH IN UNIVERSITY SETTLEMENT'S SMARTY'S OUT-OF-SCHOOL-TIME PROGRAM. STUDENTS LEARNED ESSENTIAL READING AND MATH SKILLS, DIGITAL LITERACY, AND TOOK PART IN PROGRAMMING AIMED AT IMPROVING THEIR SOCIAL AND EMOTIONAL HEALTH. OLDER ADULTS AND COMMUNITY RESIDENTS ALSO RECEIVED REGULAR PROGRAMMING SERVICES. THE MJCEC SERVED OVER 400 UNDUPLICATED INDIVIDUALS THROUGH ITS VARIOUS PROGRAMS AND SERVICES. |
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