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In frontier and emerging media markets across the globe, there are many new opportunities in newsrooms to innovate through artificial intelligence, machine learning and data processing. In this report, IMS, The Fix and the Latin American Centre for Investigative Journalism (The CLIP) have drawn the lens to fast-rising developmental changes capable of driving digital transformation in business and journalism by understanding how those newsrooms can use technology to develop a data and user-led approach to newsgathering, content, distribution, marketing and sales, and post-sale services.
The emergence and rapid proliferation of Covid-19 made the 2020 implementation of the Global Media Monitoring Project (GMMP) the most extraordinary since the initiative's inception in 1995. Yet, despite the pandemic, the number of participating countries, media and stories monitored was the highest ever. GMMP 2020 was implemented in 116 countries and covered 30,172 stories published in newspapers, broadcast on radio and television, and disseminated on news websites and via news media tweets. Twenty-five percent of stories in the sample carried a coronavirus sub- or principal theme. A tweak in the methodology still made it possible to analyze the stories along the classic GMMP major topic categories of politics & government, economy, science & health, social & legal, crime & violence and celebrity/media/arts & sports. The GMMP 2020 topics' structure carved out a seventh major topic "gender & related", in which to cluster stories specific to sexual harassment, rape, #MeToo and similar gender-specific stories.
In Minnesota, a "gap" exists in the justice system for defendants with mental illness. Defendants in criminal cases are found incompetent to stand trial, yet do not meet the higher standard for civil commitment. Commitment is the only way to receive competency restoration treatment, so individuals who do not meet the standard are unable to resolve their criminal cases or to receive treatment. The Robina Institute conducted research see how other states address incompetency.
The overall goal of the Arcus Great Ape Program (GAP) is to achieve conservation and respect for great apes and gibbons. The foundation tracks and assesses the progress and effects of the Great Ape Program through a Monitoring and Evaluation (M&E) system that enables it to gather and analyze data from a variety of sources—grantees, conservationists in the field and in academic research settings, and relevant databases—to measure progress along specific indicators and milestones to assess the status of goals, outcomes, and targets. The 2016 Monitoring and Evaluation report presents the program's progress against baselines set in 2010;highlights important issues that will inform and shape broader strategy of GAP; and provides a indication of impact since the previous 2013 evaluation and 2010 baselines.
In January 2023, Momentum Nonprofit Partners and the University of Memphis Institute for Philanthropy and Nonprofit Leadership distributed an online survey to nonprofit executives in Memphis and the Mid-South. This survey gathered information about the overall health and capacity of the nonprofit sector, and examined what changes, if any, had occurred since the 2020 iteration.This year's report mirrors the 2020 report by providing a general overview of the sector, and highlights distinct characteristics of, and challenges among, the Mid-South nonprofit sector. This report provides in-depth information for three focus areas including organizational leadership, organizational capacity, and public policy and advocacy.The findings from the 2023 report reveal:* Continued racial leadership gaps, particularly at the executive organizational level.* A reported increase in program and service demand, with many respondents indicating that their organizations struggled to meet those demands.* Funding limitations and staffing challenges which have direct impact on organizational capacity.* A widely held indication that public policy has minimal to no effect on their organizations and operations.Overall, responding organizations are experiencing challenges and opportunities that are similar to those of their peers across the country. Still, we must continue to address shortcomings, both build on current successes, and ensure the continued stability and capacity of the sector.
California's Medicaid program, Medi-Cal, is undergoing an ambitious transformation known as CalAIM (California Advancing and Innovating Medi-Cal). A key focus of this transformation is removing barriers to care for populations who struggle to access services, including people experiencing homelessness. A critical goal of CalAIM is a more person-centered approach to publicly funded health care.This paper, from the Corporation for Supportive Housing, rests on a foundation of extensive research and examines the successes, challenges, and opportunities in providing person-centered care to people experiencing homelessness. In Part 1, the authors describe in detail how homelessness undermines a person's health. When people live outdoors or without reliable shelter, existing health issues are made worse, and people develop new ones. Californians experiencing homelessness die in large numbers from causes directly related to their lack of housing.The primary driver of homelessness is a lack of affordable housing. Part 2 describes opportunities in CalAIM, in the Providing Access and Transforming Health (PATH) initiative, and in the Home and Community-Based Services Spending Plan to fund housing support services that connect people to housing and help keep people stably housed. This section also includes explanations of CalAIM's Enhanced Care Management benefit and Community Supports, seven of which specifically focus on people experiencing homelessness.Despite the promise of CalAIM and related programs, CalAIM's impact has been limited to date. Part 3 describes the challenges providers and managed care plans face in implementing CalAIM and the provision of housing support services. Health care and social service providers offering services under CalAIM must navigate differing reimbursement rates — which may not be enough — and differing requirements set by each managed care plan, even among plans operating in the same county. Managed care plans may not know how best to identify and reach people experiencing homelessness, and to connect people to housing and housing support services. Meanwhile, people who are unhoused must still find and access the care and services they need by navigating complex systems of care and fragmented provider networks.
The Annie E. Casey Foundation has found large and widening gaps in youth detention by race and place in its three-year analysis of the effects of the coronavirus pandemic on juvenile justice systems. When it comes to the odds of being detained, young people in the United States live in different worlds, depending on their race and the region and jurisdiction where they reside. The disproportionate use of detention for Black youth — already distressingly high before the pandemic — has increased. Also, over that three-year period, where youth lived mattered to a greater extent to their odds of being detained than it did before.
To support movement toward a country where all young people can thrive, this brief provides:An explanation of what financial security means for youth and young adults and what allows them to experience it now and in later adulthood.An analysis of the state of young adults' financial well-being today and barriers to it.A vision for what it will take to provide the necessary foundations of financial well-being for all young adults and the policy solutions that could move the needle.High impact recommendations for philanthropy to catalyze a whole-of-society approach to investing in young people.
This guide offers insights and inspiration for family philanthropists to consider how they can implement participatory grantmaking into their giving. It shares how one family, the Marklyns, established The Share Fund, a participatory giving model that is not funded with endowed funds, but by their deliberate, annual redistribution of their assets to their mission. Their experience is an offering — to the broader philanthropic community and families curious about the model — to learn about one family's journey to developing a participatory grantmaking model that is intentionally designed to shift power and redistribute wealth. As one of The Share Fund Group members expressed, their model is about "creating something new in a way that will be able to serve the community without strings attached."
This 2022 Annual Report documents the 75th year of the Richard King Mellon Foundation, and the second year of our 2021-2030 Strategic Plan. We received 646 applications for funding in 2022. In response, we awarded 303 grants and program-related investments (PRIs), totaling more than $152 million. And we continued in 2022 to broaden significantly the circle of visionary grantees with whom we work. The 2022 grant and PRI recipients included 71 organizations that never before had received Foundation funding, eclipsing the record for new grantees set the year before.In the pages that follow, you will read stories of some of the visionaries we funded in 2022. The leaders and organizations you will meet in those stories are inspiring representatives of our remarkable grantees. Yet they are only a small fraction of the extraordinary people and groups we worked with in 2022, all of whom are worthy of such stories.
The two essays in this report highlight ways in which two global authoritarian powers, Russia and China, provide surge capacity to kleptocratic networks in Africa. In his essay, "Criminal States, Militarized Criminals, and Profiteers: Russia, Africa, and the Evolving Ecosystem of Transnational Kleptocracy," J.R. Mailey (senior expert at the Global Initiative Against Transnational Organized Crime) dissects the Wagner Group's illicit activities in key parts of Africa. The Wagner Group's activities are complex, but Mailey zeroes in on the fact that the military support offered to African kleptocrats has little to do with providing security and stability for the African people. Rather it is focused on extracting resources, advancing geopolitical goals, and serving as a brutal cog in the authoritarian mutual support machinery. Even if the ultimate fate of the Wagner Group remains unclear, these trends are unlikely to abate. The opaque economic relationships that the Wagner Group has developed on the continent no doubt are too lucrative for the Kremlin to surrender.China's party state and its proxies are entrenched in corrupt networks in Africa as well. Chinese-linked kleptocratic networks are tapping into likeminded networks on the continent, helping to embolden and empower local kleptocrats seeking to enrich themselves at the expense of their populations. Andrea Ngombet Malewa's (activist and founder of the Sassoufit Collective) essay, "How China Fuels African Kleptocratic Networks: The Case of Congo-Brazzaville," highlights the ways in which Beijing facilitates Congo-Brazzaville's deeply kleptocratic regime. In addition to long-standing Chinese involvement in the timber and extractive industries, Ngombet's analysis spotlights the establishment of a Sino-Congolese Bank for Africa that could allow kleptocrats to bypass the transparency requirements of Western-linked banks, thereby affording opportunities to launder money with impunity. This development has significant implications for accountability norms worldwide.Civil society and independent media seeking to identify and expose kleptocratic networks in Africa face enormous challenges. They often lack the resources, specialized knowledge, and skills needed to track illicit financial flows, and the complex vehicles kleptocrats use to move money around the world. Resourcerich regimes in countries such as Congo-Brazzaville, Sudan, and the Central African Republic already suffer from gaping deficits in accountability and transparency. Despite these odds, both authors identify critical steps to elevate civil society's essential work exposing and combatting kleptocracy.
This six-year impact report is the result of a comprehensive review of Hudson-Webber Foundation's grantmaking and strategic activities between 2017-2022. This report will tell readers why Hudson-Webber Foundation adopted a new strategic framework in 2017 and how the strategic framework drove work within the Foundation's mission areas and the policy and research arena to impact communities and improve the quality of life in Detroit.
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