No result found
San Francisco Foundation;
The Foundation recognizes that nonprofits play a key role in disaster relief and recovery for vulnerable communities and that many of these organizations will serve as "first responders" because they are already trusted resources in these communities through their daily provision of safety net services. To enable the Foundation to help meet the immediate relief needs of vulnerable communities in the aftermath of a disaster, it developed agreements with key social service grantees for rapid, almost automatic, grantmaking during the initial post-disaster period when communication systems are compromised and needs assessments have not yet been conducted. Additionally, to increase the likelihood that these organizations would be in a position to deliver services and utilize these funds, the Foundation sought their commitment to disaster planning and offered technical assistance to support them in their efforts.
Quattrone Center for the Fair Administration of Justice at the University of Pennsylvania Law School;
This report, prepared on behalf of the San Francisco District Attorney by Quattrone Center affiliate John MacDonald and Steven Raphael, examines sources of racial disparity in criminal justice outcomes in San Francisco, complementing prior work on this topic completed by the Center on behalf of the San Francisco Public Defender. It finds that substantial disparities exist, but most can be explained by preexisting factors occurring prior to the lodging of cases with the district attorney's office. Moreover, racial disparities have narrowed since the passage of California Proposition 47 in November 2014.
San Francisco ExCEL is the After School Programs office of the San Francisco Unified School District (SFUSD), responsible for administering and monitoring federal and state funding for school-based after school programs and for aligning programming with district goals for student success. In the 2016-17 school year, 22 community-based organizations operated ExCEL programs in 88 schools throughout San Francisco.
Bob Harlow Research and Consulting;
The last in a series of 10 case studies explores how The Contemporary Jewish Museum in SanFrancisco worked to attract families of all backgrounds and build the next generation of museum supporters. It describes how the museum convened focus groups to better understand the needs of families with young children, designed programs and exhibitions to meet those needs, offered family discounts and entered into community partnerships to build awareness of the museum's offerings.Although The Contemporary Jewish Museum sought to attract families, it did not want to become a children's museum. It therefore took extra efforts to balance the needs of children and adults. It worked to manage parents' expectations, created spaces for children to work on activities and trained its staff to draw families to areas most appropriate for children.These efforts resulted in a nearly nine-fold increase in family visitors over seven years, the report finds. Authors suggest that the museum's successes relied in part on a nuanced understanding of its target audiences, mutually beneficial partnerships with schools and libraries and careful evaluation and refinement of engagement strategies.
Hamilton Family Center;
Hamilton Family Center (HFC) is a nonprofit organization with the mission of ending family homelessness in the San Francisco Bay Area. As part of their initiative to end family homelessness in San Francisco by 2019, HFC partnered with the San Francisco Unified School District (SFUSD) to more effectively assist families of public school students who are experiencing homelessness or housing instability. Google.org provided a $1 million grant to help launch this partnership and serve 100 homeless or at-risk SFUSD families from November 1, 2014 – October 31, 2016.During the first year of the pilot program (Nov. 2014 – Oct. 2015), 51 families received direct services through this partnership. Twenty-two homeless families were placed into permanent housing and 29 at-risk families were able to avoid eviction and probable homelessness. An additional 14 families were seeking housing as of October 31, 2015 and 86 were referred to other services (HFC data). The most significant finding to date is that the 22 families placed into permanent housing were homeless for an average of 8.2 months less than families served outside of this pilot project. Although this is a small sample size, the results from the first year of this pilot project indicate it has great potential to reduce the length of time a family is homeless.The partnership between HFC and the SFUSD is part of a larger effort to end family homelessness in San Francisco that began in late 2014. The result of this initiative has been a reduction in the average waitlist for family shelter by nearly 40% since the spring of 2013 (Connecting Point data). In addition, the number of homeless students decreased by 255 within one school year (SFUSD data). As a result of these successes, the City and County of San Francisco is providing additional public funding to expand the partnership between service providers and the school district.The purpose of this report is to provide information to other communities on the benefit of building similar partnerships to address family homelessness. It provides information based on experiences in San Francisco and highlights the need for further research and improvements to service delivery systems.
The Jewish Resource Specialist (JRS) Initiative, designed in 2008 by the Early Childhood Education Initiative (ECEI) of the Jewish Community Federation of San Francisco, the Peninsula, Marin and Sonoma Counties (the Federation), in partnership with the Jim Joseph Foundation, positions the early childhood years as a gateway into Jewish life for children and their families. It is a response to several catalyzing factors. First, preschool is a critical time for young families. Children are eager to learn and are developing socially, emotionally, cognitively and spiritually. For parents, at no other moment will they be so involved in their children's schooling. They are also choosing how they spend their time and with whom they spend it. The JRS Initiative came about to leverage this unique time for families.Second, the JRS Initiative also addresses the dearth of leaders working to build the field of Jewish early childhood education (ECE). Those who want to focus on Jewish ECE and build communities of engaged Jewish families with preschool-aged children are challenged to find the support, mentors and professional development opportunities they need to craft a career path. The JRS Initiative seeks to meet these field-wide demands by developing the skills and Jewish knowledge of the JRS educators who then bring ideas and guidance to their schools.
MASS Design Group;
When University of California at San Francisco (UCSF) Genentech Hall opened in 2003, there was one company in this sector in the city; by 2013, there were more than 100. The development of this campus also catalyzed the growth of infrastructure and commercial investment in a new neighborhood, including amenities that have made the area attractive for nearby residents. However, the campus and its growth have also led to stresses on local parking, transportation, and housing stock. Ultimately, this expansive project is the result of collaboration by visionaries across sectors. These partners worked with the community to create a campus that strengthens the University in its mission of "advancing health worldwide."This case study is based on research conducted by MASS Design Group between February and March 2016. Funded by The Atlantic Philanthropies, this case illustrates how a large-scale capital project can have a dramatic effect on public institutions and the work they conduct. It also illuminates challenges and opportunities inherent in responding to inevitable institutional as well as external changes over time.
California HealthCare Foundation;
CHCF is updating a series of market studies in six areas: Fresno, Los Angeles, Riverside/San Bernardino, Sacramento, San Diego, and the San Francisco Bay Area. These regional market reports highlight variations in health care affordability, access, and quality of care across the state. The reports are published as part of the CHCF California Health Care Almanac, an online clearinghouse for key data and analysis examining California's medical system.Key findings from the San Francisco Bay Area issue brief include:Although two hospital systems account for half of inpatient discharges, as a result of geographic barriers, much of health care delivery occurs within local submarkets.Health care providers weathered the economic downturn comparatively well, with hospital systems showing strong financial performance. However, county hospitals and smaller safety-net hospitals continued to struggle. Health reform and other developing trends are expected to tamp down revenues in coming years. Substantial seismic construction projects underway raise concerns that hospitals may not be able to pay debt obligations in the face of declining income.Bay Area providers and health plans are aggressively aligning. Health plans and providers formed narrow-network accountable care organizations (ACOs) in 2011. Safety-net providers are working to coordinate care through the medical home model, while a surge of physicians and hospitals have collaborated to expand geographic reach.
Levi Strauss Foundation;
The social justice sector is at a critical inflection point -- a moment where many of its fundamental assumptions and old ways of operating are being challenged. New tools and strategies are needed to strengthen the sector to advance its goals of achieving justice and opportunity for all.This report is a new case study by Heather McLeod Grant about the Levi Strauss Foundation's groundbreaking five-year effort to help a group of Bay Area social justice leaders scale their impact by investing in capacity building and supporting new ways of working. The case study shares many of the rich stores and lessons emerging from the Pioneers in Justice initiative, as these young leaders work to scale their impact and build social movements through the power of social media and networked action. What they are learning -- and how they learned it -- is something that everyone interested in the larger social sector will be curious to find out.
California Work & Family Coalition;
Changes in employment practices during the past decade have increased the number of hourly and part-time workers. These workers have little control over their work schedules, which leave them struggling to make ends meet and provide care to their families. This fact sheet outlines the difficulties facing these workers today, and efforts in San Francisco to find solutions.
National Council on Crime and Delinquency;
Crime in the United States has significant impacts on the health and well-being of individuals. Adults and children, who live in unsafe neighborhoods, whether this sense is perceived or actual, are less likely to engage in social activities in their neighborhoods thus increasing their levels of isolation; they are also less likely to participate in physical activities such as walking in their neighborhoods or enjoying their parks. Thus it is not surprising to find that communities with high crime rates also suffer from disproportionate higher rates of premature mortality due to chronic conditions such as obesity, high blood pressure and diabetes among others. Promoting public safety is an important factor in securing the well-being of communities.To understand the extent to which individuals and their families feel safe in their neighborhoods, the San Francisco Safety Network, a citywide partnership that utilizes district-based Community Organizers to build the capacity of neighborhoods to reduce crime and increase public safety, organized, and implemented a comprehensive survey of community perceptions of safety in San Francisco. The survey was implemented in April 2006 by organizers throughout the different neighborhoods. Additionally, an on-line version of the survey was launched to reach out to the diverse community sectors throughout San Francisco. A total of 2,379 surveys were completed by individuals throughout San Francisco over a one month period (March-April 2006).