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I want to invite you on a journey. What you're about to read is not your ordinary impact report with numbers, charts, and graphs. That's because Memphis is not an ordinary city, entrepreneurs aren't ordinary people, and this is not an ordinary story. No, it's much more than that, in fact it's extraordinary by every measure.The sections of this site reflect this reality. They are the big, eye-opening truths we've uncovered throughout our journey so far. They are the ideals that got us to where we are, and they will lead us as we continue on. We not only believe them wholeheartedly, we keep them in mind every day with every decision and interaction.So, regardless of your role, your location, or your experience, I hope these ideas can inform, broaden, or reaffirm your own entrepreneurial journey.
Mid-South Philanthropy Network;
Developed by the Mid-South Philanthropy Network as a self audit, the purpose of the Memphis Funders' Racial Equity Audit is to measure the extent of local equitable grantmaking, uncover shortfalls, and reflect on and put into action ways to create more racially equitable grantmaking. Twelve of the 21 Mid-South Philanthropy members participated, most by filling out a survey and completing a video conference interview with consultants. Three additional local intermediary funders also participated, resulting in a total of 15 participating funders. This report provides anonymized data that summarizes the findings of the surveys and interviews.
Memphis Music Initiative;
In Toward the Future of Arts Philanthropy, you'll find:- A review of the historic landscape and lack of equity in arts funding;- An overview of MMI's disruptive philanthropic approach rooted in equity; and- A discussion of opportunities and challenges in implementing a disruptive philanthropic approach.
Launched by a coalition of business and government leaders, Memphis Fast Forward(MFF) is a multi-layered collective impact initiative designed to increase economic prosperity and quality of life in Greater Memphis, Tenn.
Nonprofit Finance Fund;
Explores the artistic development of Ballet Memphis -- how it became a thriving company within a community that had not historically supported ballet, and how it continues to evolve artistically while remaining relevant to the community.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Memphis Food Bank. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed inperson interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network. Key Findings: The FA system served by The Memphis Food Bank provides emergency food for an estimated 186,500 different people annually.31% of the members of households served by The Memphis Food Bank are children under 18 years old (Table 5.3.2).27% of households include at least one employed adult (Table 5.7.1).Among households with children, 78% are food insecure and 34% are food insecure with very low food security (Table 184.108.40.206).38% of clients served by The Memphis Food Bank report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).26% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).19% of households served by The Memphis Food Bank report having at least one household member in poor health (Table 8.1.1)The Memphis Food Bank included approximately 195 agencies at the administration of this survey, of which 189 have responded to the agency survey. Of the responding agencies, 140 had at least one food pantry, soup kitchen, or shelter.77% of pantries, 69% of kitchens, and 46% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 81% of pantries, 80% of kitchens, and 65% of shelters of The Memphis Food Bank reported that there had been an increase since 2006 in the number of clients who come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for agencies with emergency food providers, accounting for 76% of the food distributed by pantries, 53% of the food distributed by kitchens, and 48% of the food distributed by shelters (Table 13.1.1).As many as 91% of pantries, 76% of kitchens, and 74% of shelters in The Memphis Food Bank use volunteers (Table 13.2.1).
The Intensive Partnerships for Effective Teaching initiative, designed and funded by the Bill & Melinda Gates Foundation, was a multiyear effort to dramatically improve student outcomes by increasing students' access to effective teaching. Participating sites adopted measures of teaching effectiveness (TE) that included both a teacher's contribution to growth in student achievement and his or her teaching practices assessed with a structured observation rubric. The TE measures were to be used to improve staffing actions, identify teaching weaknesses and overcome them through effectiveness-linked professional development (PD), and employ compensation and career ladders (CLs) as incentives to retain the most-effective teachers and have them support the growth of other teachers. The developers believed that these mechanisms would lead to more-effective teaching, greater access to effective teaching for low-income minority (LIM) students, and greatly improved academic outcomes.Beginning in 2009–2010, three school districts -- Hillsborough County Public Schools (HCPS) in Florida; Memphis City Schools (MCS) in Tennessee (which merged with Shelby County Schools, or SCS, during the initiative); and Pittsburgh Public Schools (PPS) in Pennsylvania -- and four charter management organizations (CMOs) -- Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities (PUC) Schools -- participated in the Intensive Partnerships initiative. RAND and the American Institutes for Research conducted a six-year evaluation of the initiative, documenting the policies and practices each site enacted and their effects on student outcomes. This is the final evaluation report.
In response to research showing the critical role that teachers play in student learning and the inadequate job that districts have historically done judging teachers' effectiveness, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative. The initiative involves three school districts (Hillsborough County Public Schools [HCPS] in Florida, Memphis City Schools [MCS] in Tennessee,1 and Pittsburgh Public Schools [PPS] in Pennsylvania) and four charter management organizations (CMOs) based in California (Aspire Public Schools, Alliance College-Ready Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools). These sites have worked over a multiyear period to align teacher evaluation, staffing, professional development, compensation, and careerladder policies to boost teaching effectiveness and increase low-income minority (LIM) students' access to effective teaching.2 The initiative's goal is dramatic gains in student achievement, graduation rates, and collegegoing, especially for LIM students. At the core of these changes is each site's adoption of a definition of effective teaching and development of a rigorous measure of effectiveness that combined classroom observation, gains in student achievement, and other factors to rate every teacher. Each site used its vision of effective teaching and the new evaluation metrics to improve its management of its teacher workforce, including hiring, placement, professional development and support, compensation, retention, and career advancement.
In school year 2009–2010, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative, a $290 million project aimed at improving student achievement through more-effective management and support of the teacher workforce. The foundation identified seven Intensive Partnership sites—three school districts and four CMOs—to implement, over a six-year period, reforms covering teacher evaluation, staffing, professional development, and compensation and career ladders.Sites began planning and implementing the reforms during the 2009–2010 school year, and most elements were in place in some form by 2012–2013. However, the sites continued to add new components and fine-tune their strategies after 2012–2013, and foundation support continues through the 2015–2016 school year.This report describes results through 2013–2014. Because implementation unfolded over time, it is not clear when to expect to see initial effects on student outcomes. Initial effects might be expected by 2012–2013, when many components were in place, but effects might be expected to grow as the components are implemented more completely and transform practice more deeply.
Describes the implementation of a model that organizes care around an interdisciplinary team of providers who work to identify and remove barriers to access and clinical effectiveness in primary care clinics. Outlines two case studies and lessons learned.
National Committee for Responsive Philanthropy;
In light of the national uprising sparked by the murders of George Floyd and Breonna Taylor (and building on other recent tragic movement moments going back to the 2014 murder of Michael Brown in Ferguson, Missouri), NCRP is analyzing grantmaking by community foundations across the country to find out exactly how much they are – or are not – investing in Black communities.We started by looking at the latest available grantmaking data (2016-2018) of 25 community foundations (CFs) – from Los Angeles to New Orleans to New York City to St. Paul. These foundations represent a cross section of some of the country's largest community foundations as well as foundations in communities where NCRP has Black-led nonprofit allies.
In school year 2009–2010, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative, a $290 million project aimed at improving student achievement through more-effective management and support of the teacher workforce. The foundation identified seven Intensive Partnership sites— three school districts and four charter management organizations (CMOs)—to implement reforms covering teacher evaluation, staffing, professional development, and compensation and career ladders over a six-year period.1 These reforms are intended, among other things, to improve teachers' overall effectiveness and to ensure that low-income minority (LIM) students have access to highly effective teachers. A detailed description of the initiative is available in a RAND report, Implementation: The Intensive Partnerships for Effective Teaching Through 2013–2014.2 As part of an evaluation of the Intensive Partnerships initiative, RAND Corporation researchers investigated the relationship between teachers' effectiveness in raising student achievement in mathematics and reading (the teachers' value added) and the demographic characteristics of the students the teachers serve. We measured whether, on average, LIM students were taught by more or less effective teachers than non-LIM students were. We examined the issue among teachers and students in grades 4 through 8 in four sites (Hillsborough County Public Schools in Florida; Pittsburgh Public Schools in Pennsylvania; Memphis City Schools in Tennessee; and Aspire Public Schools, a California CMO) and investigated whether site policies designed to improve LIM students' access to effective teachers have worked. We also explored differences in student access to effective teachers between schools and differences in access between classes within schools. We focused the analyses on the three years prior to the initiative's implementation and the four years following implementation.