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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.
National League of Cities;
This report examines the meanings and practices associated with the term 'smart cities.' Smart city initiatives involve three components: information and communication technologies (ICTs) that generate and aggregate data; analytical tools which convert that data into usable information; and organizational structures that encourage collaboration, innovation, and the application of that information to solve public problems.
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.
In 2014, the Citi Foundation launched Pathways to Progress, a three-year, $50 million initiative in the United States to help 100,000 low-income youth -- ages 16 to 24 -- develop the workplace skills and leadership experience necessary to compete in a 21st century economy.
To achieve its ambitious goal, the Foundation enacted a multi-tiered strategy in ten cities: Boston, Chicago, Dallas, Los Angeles, Miami, New York City, Newark, St. Louis, San Francisco, and Washington, D.C. The U.S. strategy also includes complementary national and local investments, including the Boys and Girls Clubs of America, the National Academy Foundation, and the National Association for Urban Debate Leagues. In addition to the core and complementary program investments, the Citi Foundation's multitiered strategy includes substantial volunteer engagement by Foundation employees, and a significant communications platform -- augmenting grantee organizations' efforts to share their impact with the field.
In its efforts to advance youth economic opportunity on a significant scale, the Citi Foundation has invested in solutions that offer promise of sizeable and replicable impact.
In May 2015, a national summit convened in Chicago to take an in-depth look at green schoolyards. At this summit, practitioners, advocates, researchers and others shared their knowledge and experiences and explored innovative approaches for advancing green schoolyards. This report shares the collective experience and knowledge of the participants and explores some of these new and emerging opportunities.
Successful green schoolyard programs in six cities across the country are examined in case studies in this report. These studies distill important factors that helped to determine project success, including diverse partnerships and funding mechanisms, carefully leveraged policy at every level and documented impact that wins support.
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.
Cities for Financial Empowerment Fund;
Across the country, municipal Summer Youth Employment Programs (SYEPs) provide hundreds of thousands of young people, often from low-income communities, with short-term work experience and a regular paycheck. Building off this existing, widespread infrastructure and connection to young people, the Citi Foundation and the Cities for Financial Empowerment Fund (CFE Fund) saw an opportunity to connect young workers to bank accounts and targeted financial education, turning this large-scale youth employment program into a linchpin for building long-term positive financial behaviors. More broadly, Summer Jobs Connect (SJC) demonstrates how banking access efforts can be embedded in municipal infrastructure, a core goal of the CFE Fund's national Bank On initiative.
Boston Foundation, The;
A new study commissioned by the Boston Foundation on how Boston and comparable cities support the arts shows that only New York City has higher per capita contributed revenue for the art than Boston, among major American cities.
The study, titled "How Boston and Other American Cities Support and Sustain the Arts: Funding for Cultural Nonprofits in Boston and 10 Other Metropolitan Cities," also examined Baltimore, Chicago, Cleveland, Houston, Minneapolis-St. Paul, Philadelphia, Portland Oregon, San Francisco, and Seattle. "How Boston" is a follow-up of sorts to a 2003 Boston Foundation report titled, "Funding for Cultural Organizations in Boston and Nine Other Metropolitan Areas."
Key findings of this study, regarding Boston, include the fact that Boston's arts market is quite densely populated. While Greater Boston is the nation's 10th largest metro area and ranks ninth for total Gross Domestic Product, its non-profit arts market, which consists of more than 1,500 organizations, is comparable to that of New York and San Francisco, and consistently surpasses large cities such as Houston, Chicago and Philadelphia, in terms of the number of organizations and their per capita expenses.
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.