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Silicon Valley Community Foundation;
Silicon Valley Community Foundation – together with pfc Social Impact Advisors – has published a case study to commemorate SVCF's first 10 years. During this period, SVCF made more than $4.3 billion in grants and significantly expanded its charitable reach.
The new report provides details about how Silicon Valley Community Foundation was formed in 2007 from the merger of Peninsula Community Foundation and Community Foundation Silicon Valley, and how it has grown to become the largest funder of Bay Area charities and the largest community foundation in the world.
Following the historic merger of the two parent foundations, Silicon Valley Community Foundation began seeking public input on how it could best approach the challenges faced by the residents of Santa Clara and San Mateo counties. SVCF's discretionary grantmaking focus areas were announced in 2008, supporting local education, economic security, immigration and regional planning that improves transportation and housing systems. In addition to these vital issues, SVCF's family of more than 2,000 donors have used their charitable funds at SVCF to support thousands of local, national and international charities across a wide range of interests, as the case study attests.
This report highlights the Opportunity Fund's continued successful expansion in Greater Los Angeles. We lent $6.2 million, helping more than 550 L.A. small businesses. Our community of supporters grew even wider and we invested in the dreams and ideas of more people, in more places, than ever before. In the past year, Opportunity Fund helped drive economic mobility for 3,235 California families. This means that more entrepreneurs grew their businesses and more students achieved their college dreams than in any prior year, including Brianna and Rosa, who are profiled in the report.
Wallace Foundation, The;
These "Stories From the Field" describe five Wallace-funded programs working to expand learning and enrichment for disadvantaged children, so they can benefit from the types of opportunities their wealthier counterparts have access to, from homework help to swimming classes. The report details each program's approach, successes and challenges, offering a well-rounded picture of the effort nationally to expand learning opportunities for low-income children -- and the work that remains.
In 2012, FSG and the Michael & Susan Dell Foundation published five in-depth case studies on leading blended learning practitioners across the country called "Blended Learning in Practice: Case Studies from Leading Schools". A key question that emerged from this work was how schools can manage the rapid pace of change inherent in blended learning. This case study, a Year 2 follow up in the 2012-13 school year, examines how a rigorous, intentional process for innovation has enabled Summit Public Schools San Jose to continuously improve its blended and whole school learning model.
Domestic workers play a significant role in the California economy, yet these workers are vulnerable to substandard employment because their work is both invisible and largely excluded from employment protections. Nannies, caregivers, and housecleaners, hired directly by their employers, are not subject to a range of protections that apply to other workers. They are excluded from the federal right to organize and bargain collectively and health and safety law. Many are also excluded from workers' compensation, rights to overtime pay and meal and rest breaks, and anti-discrimination laws.
The work of nannies, housecleaners, and caregivers is notoriously difficult to document because of the hidden nature of the work, and it is this isolation that renders domestic workers vulnerable to substandard working conditions. In part to address the lack of systematic data on domestic work and workers, the National Domestic Worker Survey was conducted in 14 cities. The sample analyzed in this report includes 631 domestic workers in four metropolitan areas in California: Los Angeles, San Diego, San Francisco, and San Jose.
John S. and James L. Knight Foundation;
Communities across our nation are experimenting with new ways to engage citizens in the decisions made by civic leaders from the public, private and non-pro!t sectors, working sometimes together and sometimes at cross purposes. Ultimately, success at making democracy work and sustaining healthy communities requires engaged individuals, organizations, and institutions.
Across our country, community engagement bright spots are emerging. These initiatives foster a sense of attachment, expand access to information and resources, and create opportunities for citizens to play more active roles in setting priorities, addressing issues, and planning the longer-term sustainability of their communities.
The National League of Cities, working with The John S. and James L Knight Foundation, selected 14 communities that the two institutions are engaged with to explore how well or poorly some of these experiments are faring today. This analysis then focused more closely on four communities -- Detroit, Philadelphia, Chicago, and Austin -- to document the lessons learned and the challenges ahead.
Center for American Progress;
Profiles the goals, activities, implementation, and challenges of the twelve states that won Race to the Top federal funds to improve teacher quality and preparation program accountability; analyzes their strategies; and makes policy recommendations.
California cities have the least affordable housing and the most congested traffic in the nation. California's housing crisis results directly from several little-known state institutions, including local agency formation commissions (LAFCos), which regulate annexations and the formation of new cities and service districts; the California Environmental Quality Act, which imposes high costs on new developments; and a 1971 state planning law that effectively entitles any resident in the state to a say in how property owners in the state use their land. Cities such as San Jose have manipulated these institutions and laws with the goal of maximizing their tax revenues.
Meanwhile, California's transportation planning has allowed transit agencies, such as San Jose's Valley Transportation Authority and Los Angeles' Metropolitan Transportation Authority, to hijack tax revenues that were originally dedicated to highways so they can build rail empires that will do little or nothing to relieve congestion. New highway construction in the 1990s cut San Jose congestion in half, but congestion is again worsening as funds once spent on highways are now diverted to expensive and little-used rail transit projects.
California should change its planning laws to forbid cities and counties from conspiring to drive up housing prices in order to maximize tax revenues. California and its urban areas should also fund transportation out of user fees instead of taxes, thus making transportation more responsive to the needs of users instead of politically powerful special interest groups. Other states should avoid passing laws that create similar conditions. These recommendations and eight others in this report will greatly improve the livability of San Jose and other California urban areas.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by the Second Harvest Food Bank of Santa Clara & San Mateo Counties. The information is drawn from a national study, Hunger in America 2006, conducted for America's Second Harvest (A2H), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 52,000 clients served by the A2H food bank network, as well as on completed questionnaires from more than 30,000 A2H agencies. The study summarized below focuses mainly on emergency food providers and their clients who are supplied with food by food banks in the A2H network.
Key Findings: The A2H system served by the Second Harvest Food Bank of Santa Clara & San Mateo Counties provides food for an estimated 127,100 different people annually.32% of the members of households served by the Second Harvest Food Bank of Santa Clara & San Mateo Counties are children under 18 years old (Table 5.3.2).40% of client households include at least one employed adult (Table 5.7.1). Among client households with children, 69% are food insecure and 31% are experiencing hunger (Table 6.1.1). 33% of clients served by the Second Harvest Food Bank of Santa Clara & San Mateo Counties report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1). 30% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).30% of households served by the Second Harvest Food Bank of Santa Clara & San Mateo Counties report having at least one household member in poor health (Table 8.1.1) The Second Harvest Food Bank of Santa Clara & San Mateo Counties included approximately 429 agencies at the administration of this survey, of which 306 have responded to the agency survey. Of the responding agencies, 235 had at least one food pantry, soup kitchen, or shelter. 23% of pantries, 30% of kitchens, and 14% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1). 57% of pantries, 74% of kitchens, and 37% of shelters of the Second Harvest Food Bank of Santa Clara & San Mateo Counties reported that there had been an increase since 2001 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 the agencies, accounting for 87% of the food used by pantries, 45% of kitchens' food, and 51% of shelters' food (Table 13.1.1). For the Second Harvest Food Bank of Santa Clara & San Mateo Counties, 97% of pantries, 88% of kitchens, and 66% of shelters use volunteers (Table 13.2.1).
John S. and James L. Knight Foundation;
Evaluates the impact of a program that provided home Internet access to low-income families on their economic and social outcomes, including employment, education, access to financial services and health care, and civic participation.
James Irvine Foundation;
Provides an overview of Irvine's Communities Organizing Resources to Advance Learning program, a ten-year effort working with Pasadena, Long Beach, San Jose, Fresno, and Sacramento communities to support out-of-school educational programs for youth.