Barriers to Upward Mobility: A Spatial Analysis of Newark and the Challenges to Human Development
Like many American cities, Newark, New Jersey went through steady economic decline during the second half of the century. Waning industry, struggles over ethnic and racial succession, public policies that exacerbated population shifts to the suburbs and beyond–all sapped the Newark’s vitality. In recent years, the public, private, and nonprofit sectors have made significant investments in time and financial resource strategies to rekindle market forces, reform education and rebuild the physical infrastructure of the city. The efforts are starting to yield dividends, but there is still much to do. Among the many challenges still facing Newark is the large number of children living in concentrated poverty. Without necessary opportunities in education, shelter, personal health and well-being, it will be difficult to help these children and their families live what most Americans would say is a good life.
The Strong Health Communities Initiative (SHCI) commissioned this study to help understand defined target neighborhoods and the larger social and economic context in which these neighborhoods are embedded. This initiative is part of a national demonstration funded by Living Cities (a group of national and local foundations with a focus on revitalizing cities and communities) and its Integration Initiative. The theory of change rests on the SCHI supporting a comprehensive, targeted and coordinated set of initiatives in four Newark neighborhoods: Lower Broadway, Fairmont, Sussex and Clinton Hill.
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Growing Leaders to Enhance Civil Society: Assessing the Contributions of Leadership Newark
Leadership Newark (LN) is a nonprofit organization devoted to furthering the economic, social, and political development of the city of Newark, New Jersey, by providing learning opportunities for present and future leaders through classroom seminars and real-world professional partnerships. Now in its fourteenth year, the program brings together a group of talented professionals who learn how to collaborate in order to galvanize public will toward a common vision for Newark. In autumn 2011, the board and executive staff of LN asked Dr. Roland V. Anglin of Rutgers University to construct an assessment methodology that would measure the impact of the program. The board and staff felt a strong need to document the organization’s accomplishments, and they commissioned Dr. Anglin and his team to complete an extensive survey of its alumni and other stakeholders to determine feelings towards the program and what specific knowledge and skills were gained.
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