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2019-12-13
Campaign Zero;
Campaign Zero evaluated the policing practices of San Diego Police Department (SDPD) and San Diego Sheriff's Department (SDSD).Our results show both departments to be engaged in a pattern of discriminatory policing. Both departments stopped black people at a rate more than 2x higher than white people and were more likely to search, arrest, and use force against black people during a stop. Both departments not only use force more often but also use more severe forms of force against black people than other groups, even after controlling for arrest rates and alleged level of resistance.We also found evidence of anti-Latinx bias, anti-LGBT bias and bias against people with disabilities in both departments' search practices.
2010-02-01
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by Feeding America San Diego. 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 in-person 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 Feeding America San Diego provides emergency food for an estimated 437,500 different people annually.46% of the members of households served by Feeding America San Diego are children under 18 years old (Table 5.3.2).62% of households include at least one employed adult (Table 5.7.1).Among households with children, 72% are food insecure and 44% are food insecure with very low food security (Table 6.1.1.1).62% of clients served by Feeding America San Diego report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).34% had to choose between paying for food and paying for medicine or medicalcare (Table 6.5.1).29% of households served by Feeding America San Diego report having at least one household member in poor health (Table 8.1.1)Feeding America San Diego included approximately 91 agencies at the administration of this survey, of which 80 have responded to the agency survey. Of the responding agencies, 70 had at least one food pantry, soup kitchen, or shelter.58% of pantries, 62% of kitchens, and 50% 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, 92% of pantries, 86% of kitchens, and 60% of shelters of Feeding America San Diego 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 65% of the food distributed by pantries, 36% of the food distributed by kitchens, and 18% of the food distributed by shelters (Table 13.1.1).As many as 91% of pantries, 88% of kitchens, and 75% of shelters in Feeding America San Diego use volunteers (Table 13.2.1).
2006-11-10
Institute for Nonprofit Education and Research, University of San Diego;
In conjunction with the University of San Francisco's Institute for Nonprofit Organization Management, the Center produced a report focused on the contributions of the San Diego nonprofit sector to the local economy. This report's intent is to create an understanding of the nonprofit sector, measure its capacity and economic contributions, and chart its future. This project was presented November 13, 2006.
2008-09-15
Institute for Nonprofit Education and Research, University of San Diego;
This report is a collaboration between San Diego Grantmakers and the Caster Family Center for Nonprofit Research. The overriding questions that this research leads us to ask are how can our community leverage our growing philanthropic resources, inspire more giving (both locally and nationally), and be strategic in matching community needs with community support? The Caster Family Center for Nonprofit Research is housed in the Institute for Nonprofit Education and Research.
2008-09-23
San Diego Regional Disaster Fund;
Looks at recovery efforts following major fires in San Diego County and projected community needs as of August 2008. Details priority areas such as mental and physical health, rebuilding, and the environment, and the situation in each impacted community.
2007-10-05
Visual Understanding In Education;
This summary will share some of the highlights from the study conducted from Winter 2000 through Spring 2002 by Visual Understanding in Education with the support of the San Antonio Independent School District (SAISD), Artpace, and the San Antonio Museum of Art. The study was designed to measure the impact of the multi-year Visual Thinking Strategies(VTS) program on students in gradesthreethrough five.VTS is a student-centered curriculum in which students examine and discuss worksof art, prompted by questions selected to support careful, evidentiary looking. The three basic VTS questions are: "What's going on in this picture?" "What do you see that makes you say that?" when an interpretative comment is made, and "What more can we find?" Classroom teachers facilitate the discussions by asking the questions, pointing, paraphrasing and linking responses. There are ten lessons each year, the last of which is a museum visit.Data was collected twice a year for three years, before the first yearly VTS lesson and after the last VTS lesson of the year, to follow the growth of aesthetic and more general critical thinking skills of an initialsample of 25 experimental and 25 control students. Pre- and post-VTS aesthetic development interviews(ADIs), demographic questionnaires, museum biographies, material object interviews(MOIs), and writing samples were collected from experimental and control groups.
2014-06-10
Climate Education Partners - San Diego Region;
Recent public opinion surveys have found that an overwhelming majority -- 84% -- of San Diego County residents believe climate change is happening, and almost as many expect the impacts to affect them, their families and future generations. This report is meant to provide those who live, do business and govern in our region with up to date scientific understanding of how the impacts of climate change are likely to affect our region and how regional leaders are already responding to those impacts. Better understanding can help us, individually and collectively, decide which paths will define the kind of future we want to create. Information for this report was provided by a group of more than 40 multidisciplinary experts from local universities, governments, public sector agencies, nonprofits and private sector organizations throughout the San Diego region. Working together, these experts collected the most up to date science based on historical data and current trends, as well as complex models that project the various impacts of climate change expected in the region related to extreme weather events, water supply, wildfires, natural resources and public health.
2008-06-30
Institute for Nonprofit Education and Research, University of San Diego;
From November 2007 to January 2008, a total of 1,002 adult San Diego County residents responded to a survey designed to assess their confidence in the ability of local nonprofit organizations to provide quality services on the public's behalf and to spend money wisely. At the beginning of this survey, participants were given an identification test to determine their awareness of nonprofit organizations. Additionally, respondents were asked several questions related to their confidence in San Diego County nonprofit sub-sectors (i.e., arts, human services, environment, etc.), as well as their involvement in the local nonprofit sector through giving and volunteerism.When comparing the nonprofit, for-profit, and government sectors, San Diegans had the most confidence in nonprofits to provide quality services, spend money wisely, and represent the public's interest. Other key findings in this report include the following:- Seventy-five percent of respondents expressed either a great deal or a fair amount of confidence in the ability of San Diego County nonprofits to spend money wisely- Seventy-five percent of respondents reported making a financial contribution to a nonprofit organization in 2007 Media coverage, opinions of friends and colleagues, and an organization's website were the leading sources of information consulted prior to making a financial donation- San Diegans expressed more confidence in the ability of local nonprofit organizations to spend money wisely than the American public has expressed in national surveys of public confidence- Persons demonstrating higher levels of nonprofit awareness were nearly three times as likely to express higher levels of confidence in the ability of nonprofit organizations to effectively provide quality services - Persons demonstrating higher levels of nonprofit awareness were nearly two times as likely to express higher levels of confidence in the ability of nonprofit organizations to spend money wisely- According to the survey results, more than a third of San Diegans (40 percent) indicated that they volunteered with a nonprofit organization in 2007- More than 86 percent of respondents had an overwhelmingly positive impression of the support provided by local nonprofits during the 2007 firestorm- Despite their generally positive view of the nonprofit sector, many San Diegans indicated that they were unlikely to choose a nonprofit service provider in the areas of education and healthcare.The Caster Family Center for Nonprofit Research which is housed in the Institute for Nonprofit Education and Research.
2016-01-01
San Diego Foundation;
We encourage you to read through the annual report to learn more about our achievements and where philanthropy is making an impact in San Diego. Through the commitment of our Board of Governors and staff, as well as a multitude of community partners, we remain steadfast in our work toward a civil society through innovation and collaboration.
2015-04-01
Point Loma Nazarene University;
The purpose of Project 25 is to investigate whether providing permanent housing with intensive individualized support, coupled with an identified, "Medical Home," can realize a significant reduction in the use and cost of public services. This study focuses on those individuals who were among the most frequent users of public services in the San Diego metropolitan area, such as emergency rooms, jails, and hospitals. It was based on the "Housing First" approach, which embraces the concept that secure housing is the first step and essential to stabilizing the personal and financial lives of individuals.
2016-01-01
San Diego Foundation;
The purpose of the Malin Burnham Center for Civic Engagement at The San Diego Foundation is to bring community together to learn and discuss social challenges and opportunities by facilitating dialogue and collaborative action to create a vibrant San Diego region.The San Diego Foundation maximizes the impact of charitable giving to enact positive social change in the region. We champion civic engagement and embrace it as a core value of our organization.The Center was founded by Malin Burnham, a respected civic leader, admired philanthropist and visionary thought leader for San Diego.
2014-10-01
Caster Center for Nonprofit and Philanthropic Research, University of San Diego;
This report provides findings from a program evaluation of Weingart Foundation's 2014 Small Grants Program in San Diego County. The 2014 grant cycle was the fourth overall and the first cycle where funds were distributed through collaboration with the Jewish Community Foundation (JCF) in a new re-granting relationship called the JCF-Weingart Grant Program. The evaluation included an assessment of the grantmaking approach, applicants' perceptions of the current operating environment and future trends, and feedback from program officers about the process of transitioning and operating the program under this new collaboration.
