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 |
||||||
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.") .. | 2,664,512 | 2,565,714 | 2,460,247 | 2,840,077 | 4,633,345 | 15,163,895 |
| 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 | 2,664,512 | 2,565,714 | 2,460,247 | 2,840,077 | 4,633,345 | 15,163,895 |
| 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).. | 2,000,315 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 13,163,580 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,664,512 | 2,565,714 | 2,460,247 | 2,840,077 | 4,633,345 | 15,163,895 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 358 | 595 | 3,808 | 12,112 | 939 | 17,812 |
| 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.).. | 59,714 | 81,321 | 11,583 | 15,807 | 25,050 | 193,475 |
| 11 | Total support. Add lines 7 through 10 | 15,375,182 | |||||
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) |
||||
| 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) |
||||
| 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): |
|||||
| 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. |
||||
| 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) |
||||
| 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. |
||||
|
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. |
||||
|
7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
||||
| 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 |
|---|
| Return Reference | Explanation |
|---|
| 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. A BOARD OFFICER 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 | THE YEAR 2020 CREATED A UNIQUE SET OF CHALLENGES FOR PROGRAMS AND STAFF AT UNIVERSITY SETTLEMENT AS THE COVID-19 CRISIS DISRUPTED REGULAR DAY-TO-DAY ACTIVITIES. AS SERVICES WERE IN HIGH DEMAND, STAFF HAD TO CREATE SYSTEMS TO SERVE THE COMMUNITY THROUGH SAFE PRACTICES TO BENEFIT BOTH THE COMMUNITY AND STAFF. TECHNOLOGY BECAME A CRITICAL ELEMENT TO PROVIDING SERVICES THAT HAD ALWAYS BEEN IN PERSON. SOCIAL DISTANCING AND MASKING BECAME THE RULE OF THUMB FOR THE ENTIRE YEAR. UNIVERSITY SETTLEMENT'S (US) HUNGER CENTER SERVICES ARE COMPRISED OF A CHOICE MODEL FOOD PANTRY, A COMMUNITY MEAL, AND A MONTHLY MOBILE PANTRY. THE PANTRY IS OPEN TUESDAY THROUGH FRIDAY 11:30AM-2PM. NEIGHBORS CAN VISIT AS NEEDED 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 COME FOR A FREE, HOT COMMUNITY MEAL. THE FIRST MONDAY OF THE MONTH, US HOSTS A MOBILE PANTRY THROUGH THE GREATER CLEVELAND FOOD BANK (GCFB). DURING THE LAST YEAR, THE HUNGER CENTER SERVED 6,002 UNDUPLICATED INDIVIDUALS THROUGH THE FOOD PANTRY, 513 UNDUPLICATED INDIVIDUALS THROUGH THE COMMUNITY MEAL, 1,762 UNDUPLICATED INDIVIDUALS THROUGH THE MOBILE PANTRY, AND DELIVERED 1,570 GROCERY BAGS TO HOMEBOUND SENIORS. FIRST TIME VISITS TO THE PANTRY INCLUDED 3,247 INDIVIDUALS. FRESH PRODUCE IN THE AMOUNT 121,765 POUNDS WAS DISTRIBUTED DURING THE MOBILE PANTRY. NEO SKILL CORPS IS AN AMERICORPS PROGRAM THAT PROVIDES DIRECT INSTRUCTION ON FINANCIAL LITERACY AND WORKFORCE DEVELOPMENT FOR ADULTS FACING BARRIERS TO EMPLOYMENT, ADVANCEMENT AND POST-SECONDARY EDUCATION. AMERICORPS IS A FEDERAL PROGRAM ADMINISTERED BY THE CORPORATION FOR NATIONAL AND COMMUNITY SERVICE AND FUNDED BY A GRANT FROM SERVEOHIO. THE STATE COMMISSION ON SERVICE AND VOLUNTEERISM (SERVEOHIO) STRIVES TO PROVIDE SERVICE TO ADDRESS COMMUNITY PROBLEMS, STRENGTHEN COMMUNITIES, ENCOURAGE RESPONSIBILITY AND EXPAND VOLUNTEER OPPORTUNITIES. UNIVERSITY SETTLEMENT IS THE LEAD AGENCY RESPONSIBLE FOR THE DAY-TO-DAY ADMINISTRATIVE OVERSIGHT OF THE PROGRAM'S DESIGN, IMPLEMENTATION AND MEMBER MANAGEMENT. DURING 2019-2020, NEO SKILL CORPS DID NOT MEET ITS PERFORMANCE MEASURES DUE TO ALL OF UNIVERSITY SETTLEMENT'S HOST SITES BEING CLOSED AS A RESULT OF COVID-19 RESTRICTIONS PLACED IN FEBRUARY. MANY OF THESE SITES REMAIN CLOSED IN 2021, WHICH HAS HAD A DRAMATIC IMPACT ON PARTICIPANT ENROLLMENT AND A NEGATIVE EFFECT IN THE ABILITY TO CONTINUE PROGRAMMING AS ORIGINALLY DESIGNED. IN-PERSON CLASSES HAVE NOT BEEN POSSIBLE DUE TO HEALTH AND SAFETY CONCERNS OF CLIENTS, AMERICORPS MEMBERS AND PROGRAM STAFF. THE ADULT WELLNESS PROGRAM IS A MONDAY-FRIDAY, 9:30AM-2:30PM PROGRAM THAT SERVES ADULTS THAT ARE 60 YEARS OR OLDER, AND INDIVIDUALS THAT ARE 18-59 THAT 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 CLIENTS ON A DAILY BASIS. THE PROGRAM CONTRACTS OUT TO A TRANSPORTATION COMPANY TO PROVIDE TRANSPORTATION TO OUR CLIENTS 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 YEAR, THE PROGRAM SERVED 71 UNDUPLICATED CLIENTS. STAFF SERVED 2,992 MEALS THOUGH A DELIVERY OFF-SITE MODEL, WHICH BEGAN IN MARCH 2020. THROUGH THE BASIC NEEDS CARES ACT AND PC'S FOR PEOPLE, THE PROGRAM WAS ABLE TO PROVIDE 50 SENIORS WITH COMPUTERS, HOT SPOTS AND INTERNET ACCESS FOR SIX MONTHS. THIS ENABLED PROGRAM PARTICIPANTS TO JOIN SESSIONS THAT STAFF FACILITATED. THE SESSIONS OFFERED RECREATIONAL AND EDUCATIONAL ACTIVITIES BY VIDEO, WHICH PROVIDED COGNITIVE STIMULATION AND SOCIAL ENGAGEMENT TO THE SENIORS THROUGHOUT THE YEAR. UNIVERSITY SETTLEMENT (US) SERVES AS THE LEAD AGENCY FOR MOUND STEM AND A.B.HART SCHOOLS IN THE COMMUNITY WRAPAROUND STRATEGY. US PROVIDES OVERSITE TO THE TWO SITE COORDINATORS WHO SUPPORT THE SCHOOLS THROUGH THE RECRUITMENT AND COORDINATION OF COMMUNITY RESOURCES TO MEET THE ACADEMIC NEEDS OF STUDENTS AS WELL AS SUPPORT THEIR FAMILIES. DUE TO THE PANDEMIC, THE SCHOOLS HAD IN PERSON SESSIONS AS WELL AS VIRTUAL SESSIONS. THE SITE COORDINATORS HAD TO WORK WITH FAMILIES TO MAKE CERTAIN THEIR TECHNOLOGY WAS RUNNING AND THAT THE STUDENTS JOINED THE SESSIONS AS SCHEDULED. SERVICES WERE PROVIDED TO MANY OF THE FAMILIES, AS THERE WAS AN INCREASED NEED FOR FOOD, BUS PASSES, MEALS, AND HOLIDAY SUPPORT. THE COORDINATORS MADE THE BEST OF THIS UNPRECEDENTED SITUATION BY SUPPORTING CHILDREN AND PARENTS TO THEIR BEST ABILITY. DURING THE COURSE OF THE PROGRAM YEAR, STRENGTHENING FAMILIES STAFF OFFER STRENGTHS-BASED CASE MANAGEMENT, FAMILY-CENTERED PARENT EDUCATION SESSIONS, AND HOST PARENT CAFES TO PROVIDE FEEDBACK TO PROGRAM STAFF AND TO HELP FAMILIES LEARN THE SKILLS NECESSARY TO ADVOCATE FOR THEIR NEEDS. ONCE ENROLLED INTO THE PROGRAM, FAMILIES WORK WITH STAFF TO IDENTIFY THEIR NEEDS AND SET PERSONAL GOALS IN 5 AREAS - HEALTHCARE, EMPLOYMENT, LEGAL ISSUES, PARENTING, AND EDUCATION. THOUGH STAFF MEET WITH CLIENTS REGULARLY TO TRACK PROGRESS TOWARD MEETING THEIR GOALS, THE DURATION OF CASE MANAGEMENT IS DEPENDENT ON THE INDIVIDUAL NEEDS OF THE FAMILY. OFTEN, PROGRAM STAFF UTILIZE WRAPAROUND SUPPORT TO PROVIDE CLIENTS WITH ITEMS SUCH AS BUS PASSES, CLEANING SUPPLIES, AND RENTAL ASSISTANCE TO ENSURE THAT CLIENTS 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 THE FAMILY EDUCATION SESSIONS (8 WEEKS) DESIGNED TO SUPPORT CLIENTS AND COMMUNITY MEMBERS AS THEY IDENTIFY, AND WORK TOWARD OVERCOMING THEIR BARRIERS TO SUCCESS. TO SUPPORT CLIENTS AFTER THEY COMPLETE THE PROGRAM, THREE PARENT CAFES ARE HELD THROUGHOUT THE YEAR. THESE INFORMAL GATHERINGS OFFER FORMER AND CURRENT CLIENTS THE OPPORTUNITY TO NETWORK AND SUPPORT EACH OTHER, AS WELL AS PROVIDE FEEDBACK TO PROGRAM STAFF. IN THE LAST YEAR, 82 INDIVIDUALS PARTICIPATED IN FAMILY EMPOWERMENT SESSIONS. CONTINUALLY, 38 FAMILIES PARTICIPATED IN STRENGTHS-BASED CASE MANAGEMENT. ALL CLIENTS WHO PARTICIPATED IN CASE MANAGEMENT WERE PROGRESSING TOWARDS GOAL ATTAINMENT BY THE END OF THE YEAR. HOWEVER, THOSE INDIVIDUALS WITH GOALS IN EMPLOYMENT AND EDUCATION HAD THE LOWEST PERCENT OF SUCCESS. DUE TO THE CHANGING CLIMATE OF COVID 19, THESE TWO AREAS WERE NEGATIVELY IMPACTED. MANY CLIENTS HAD EXPERIENCED JOB LOSS, REDUCED HOURS, AND LIMITED JOB OPPORTUNITIES. IN THE AREA OF EDUCATION, MANY FACILITIES HAD STOPPED OFFERING CLASSES, OR OFFERED ONLY A FEW CLASSES THAT DID NOT ALWAYS MEET THE SCHEDULE OF THE CLIENTS. FATHERHOOD CONNECTIONS FOCUSES ON FATHERS AT THE FOLLOWING SCHOOLS: MOUND, AB HART AND WARNER ROAD GIRL'S ACADEMY. THE PROGRAM OFFERS CASE MANAGEMENT, SUPPORT GROUPS, FATHER CHILD ACTIVITIES AND EVENTS, AND PARENT EDUCATION SESSIONS. IN THE LAST PROGRAM YEAR, 100 UNDUPLICATED FATHERS PARTICIPATED IN VARIOUS PROGRAM ACTIVITIES, 57 FATHERS PARTICIPATED IN WEEKLY VIRTUAL SUPPORT GROUPS, AND CASE MANAGEMENT WAS PROVIDED TO 40 FATHERS. STAFF ASSISTED FATHERS WITH CUSTODY ISSUES, CHILD SUPPORT MODIFICATIONS, ESTABLISHING PARENTAL RIGHTS, AND RENTAL ASSISTANCE. 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 |
| ACCOMPLISHMENTS CONTINUED | SERVICES, OHIO MEANS JOBS, THE OHIO DEPARTMENT OF JOB AND FAMILY SERVICES AMONG OTHERS. WHEN CLIENTS COMPLETE THEIR FOUR MONTHS OF CASE MANAGEMENT, PROGRAM STAFF REFER THEM TO THE COLLABORATIVE IN THEIR COMMUNITY TO PROVIDE LONGER-TERM SUPPORT AND SERVICES. IN THE LAST PROGRAM YEAR, 63 HOUSEHOLDS WERE SERVED WHICH INCLUDED 215 INDIVIDUALS. OF THESE INDIVIDUALS, 33 HAVE BEEN DIAGNOSED WITH MENTAL HEALTH ISSUES, 15 ARE VICTIMS OF DOMESTIC VIOLENCE, AND 20 HAD A FAMILY MEMBER WHO SUFFER FROM SUBSTANCE ABUSE. THE BARRIERS THAT LED TO HOMELESSNESS CAN BE PLENTIFUL, BUT THE FAMILIES ARE DETERMINED TO BECOME ANCHORED IN THE COMMUNITY AND WORK TOWARDS HOUSING STABILIZATION. THE PROGRAM SERVES ELEVEN ZIP CODES THROUGHOUT CUYAHOGA COUNTY, INCLUDING: 44103, 44104, 44105, 44106, 44108, 44111, 44112, 44120, 44121, 44127, AND 44128. THE SMARTY'S (SMART, YOUNG AND SIGNIFICANT) PROGRAM IS A CRITICAL OUT-OF-SCHOOL TIME (OST) PROGRAM THAT IS DESIGNED TO ESTABLISH A COMMUNITY LEARNING CENTER WHERE 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: ARTS, MUSIC, SCIENCE, TECHNOLOGY, RECREATION, SERVICE LEARNING PROJECTS, AND DRUG AND ALCOHOL PREVENTION ACTIVITIES. DURING THE SCHOOL YEAR, THE FOLLOWING WERE OFFERED TO YOUTH: 471 ACADEMIC SESSIONS AND 339 SEL SESSIONS. EIGHTEEN FAMILY ENGAGEMENT EVENTS WERE OFFERED TO 60 FAMILIES AND NINE STAFF COMPLETED 473 HOURS OF PROFESSIONAL DEVELOPMENT. IN TOTAL, 78 YOUTH WERE SERVED. THE PROGRAM WAS HELD BOTH ON-SITE (JANUARY - MARCH) AND VIRTUALLY (APRIL - DECEMBER). THE YOUTH PREVENTION PROGRAM OFFERS WEEKLY PREVENTION EDUCATION PROGRAMMING THROUGH A SERVICE DELIVERY METHOD OF BOTH IN-PERSON AND VIRTUALLY. THE PROGRAM OPERATED DURING THE AFTERSCHOOL HOURS, PROVIDING SESSIONS TO 78 YOUTH. THE PROGRAM IS DESIGNED TO SUPPORT SOCIAL EMOTIONAL COMPETENCIES BY ENGAGING YOUTH IN DRUG FREE ACTIVITIES AND PREVENTION EDUCATION. BY THE END OF THE SCHOOL YEAR, 81% OF REGULAR ATTENDEES MAINTAINED A TYPICAL RATING OR SHOWED GROWTH IN THEIR SOCIAL EMOTIONAL COMPETENCIES. UNIVERSITY SETTLEMENT HAS BEEN THE LEAD AGENCY FOR THE DIVISION OF CHILDREN AND FAMILY SERVICES (DCFS) FOR THE BROADWAY FAMILY TO FAMILY CONTRACT FOR 20 YEARS. IN 2020, THE NAME OF THE PROGRAM WAS CHANGED TO BROADWAY COMMUNITY BASED SERVICES. THIS PROGRAM SERVES FAMILIES WITH CHILDREN UNDER THE AGE OF 18 WHO ARE IN OR AT RISK OF ENTERING THE CHILD WELFARE SYSTEM. STAFF CONNECT FAMILIES TO COMMUNITY BASED RESOURCES, PROVIDE MONTHLY SUPPORT TO FOSTER, ADOPTIVE AND KINSHIP FAMILIES, AND IS A VISITATION SITE FOR FAMILIES WHO ARE TRYING TO REGAIN CUSTODY OF THEIR CHILD. WHEN CHILDREN ARE UNABLE TO REMAIN IN THEIR HOMES, PARENTS ARE GRANTED WEEKLY VISITATIONS WITH THEIR CHILDREN TO HELP MAINTAIN THE PARENT/CHILD BOND. DURING THE PAST YEAR, BROADWAY-CBS STAFF HOUSED 258 VISITATIONS. TEAM DECISION MEETINGS (TDMS) ARE HELD WHEN FAMILIES AND OTHER PROFESSIONALS MEET TO DISCUSS THE SAFETY AND WELFARE OF THE CHILDREN, AND DEVELOP A PLAN TO ADDRESS ANY NEEDS THE FAMILIES IDENTIFY. AGENCY STAFF SUPPORT AND ADVOCATE ON BEHALF OF THE FAMILIES AT THESE MEETINGS. STAFF ATTENDED 277 TDMS IN 2020. ALL PROGRAM SERVICES WERE OFFERED IN-PERSON. PROGRAM EVENTS THAT WERE DONE VIRTUALLY INCLUDED A SELF-CARE RETREAT, PAINT WITH US, AND SAVE OUR BABIES. IN APRIL 2020, UNIVERSITY SETTLEMENT ACQUIRED THE CONTRACT FOR THE SOUTHWEST COMMUNITY BASED SERVICES PROGRAM (SWCBS). THIS PROGRAM MIRRORS THE BROADWAY PROGRAM MENTIONED ABOVE. IT COVERS FOURTEEN COMMUNITIES IN SOUTHWEST CUYAHOGA COUNTY AND INCLUDES THE FOLLOWING ZIP CODES: 44070, 44017, 44138, 44142,44129, 44130, 44131, 44134, 44133, 44144, 44141, 44147, 44136, AND 44149. IN NINE MONTHS, THE PROGRAM RECEIVED 93 REFERRALS FOR SERVICE, HOSTED 218 FAMILY VISITS, AND ATTENDED 207 TEAM DECISION MEETINGS. 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 BOTH LEARN ABOUT THE VARIOUS USES OF TECHNOLOGY, AS WELL AS FIND WAYS TO USE TECHNOLOGY TO IMPROVE THEIR PERSONAL, ACADEMIC, AND PROFESSIONAL LIVES. THE MJCEC PROVIDED VIRTUAL 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 VIRTUAL PROGRAMMING SERVICES. |
| Software ID: | |
| Software Version: |