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National Council on Crime and Delinquency;
In 2006, the Santa Clara County Probation Department (SCCPD) changed its approach to serving youth in two of its juvenile justice programs--the William F. James Boys' Ranch and the Muriel Wright Center. The overarching objectives of the change were to provide specific therapeutic services to youth and families while maintaining a commitment to public safety. The new cognitive-behavioral model marks a vastly different structure and philosophy, patterned after the evidence-based program developed by the Missouri Division of Youth Services. The new model, entitled the Enhanced Ranch Program, targets youth heavily entrenched in the juvenile justice system and emphasizes positive, peer-based group interactions and a holistic approach to developing individual case plans. Specially trained teams of staff work with small groups of youth offenders.
Teams function as therapeutic units that share the daily activities of life with youth and focus on their critical thinking, personal development, and group processes. The Enhanced Ranch Program serves high-risk, high- need youth with gang affiliations, substance abuse issues, and significant criminal histories. This model was designed to improve outcomes for youth with extensive criminal histories by ensuring that they receive the most appropriate and purposeful services. The primary focus is to help youth internalize healthy behavior that will help them succeed.
In November, 2008, Santa Clara County Chief Probation Officer Sheila Mitchell, commissioned NCCD to evaluate the implementation of the Enhanced Ranch Program. In large part, this report presents the findings of a process evaluation--an analysis of the specific structure and practice instituted by the County. It also presents some preliminary outcomes for youth.
This report, commissioned by the Lucile Packard Foundation for Children's Health and the Preteen Alliance, presents a profile of the preteen population in Santa Clara and San Mateo counties in California. Data compiled from a wide variety of sources depict the demographic and economic characteristics of the preteen population in the two counties, as well as detailed information about their emotional, behavioral, physical and academic health compared to available data on preteens in the state and the nation. Recommendations to increase community awareness about the particular issues and needs of youth in this age range and to address gaps in available data are offered.
Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by SH FB of Santa Clara & San Mateo Counties. 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.
The FA system served by SH FB of Santa Clara & San Mateo Counties provides emergency food for an estimated 416,800 different people annually.32% of the members of households served by SH FB of Santa Clara & San Mateo Counties are children under 18 years old (Table 5.3.2).52% of households include at least one employed adult (Table 5.7.1).Among households with children, 79% are food insecure and 28% are food insecure with very low food security (Table 126.96.36.199).50% of clients served by SH FB 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).32% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).41% of households served by SH FB of Santa Clara & San Mateo Counties report having at least one household member in poor health (Table 8.1.1)SH FB of Santa Clara & San Mateo Counties included approximately 249 agencies at the administration of this survey, of which 197 have responded to the agency survey. Of the responding agencies, 119 had at least one food pantry, soup kitchen, or shelter.52% of pantries, 43% of kitchens, and 17% 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, 81% of pantries, 87% of kitchens, and 81% of shelters of SH FB of Santa Clara & San Mateo Counties 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 80% of the food distributed by pantries, 46% of the food distributed by kitchens, and 55% of the food distributed by shelters (Table 13.1.1).As many as 93% of pantries, 84% of kitchens, and 84% of shelters in SH FB of Santa Clara & San Mateo Counties use volunteers (Table 13.2.1).
Silicon Valley Community Foundation;
In early 2013, with Comprehensive Immigration Reform (CIR) looming on the horizon, Silicon Valley Community Foundation launched a technology innovation project to support the technology needs and aspirations of immigration legal services providers in San Mateo and Santa Clara Counties in California. The effort was envisioned as an opportunity to engage a cohort of agencies in a unique co-creation process exploring the use of technology to enhance citizenship and naturalization services for immigrants in Silicon Valley.
This report analyzes comprehensive cross-sector information about the entire population of residents who experienced homelessness in Santa Clara County at any point during a six year period -- a total of 104,206 individuals. This information includes the demographic and medical attributes of each person, justice system history, services received, and the cost of those services. Records for this population were linked across all justice system, health care, social service, nonprofit, and housing agencies. With information about over one hundred thousand people over the six years from 2007 to 2012, including detailed records from each service provider, this is the largest and most comprehensive body of information that has been assembled in the United States to understand the public costs of homelessness.
P/PV conducted a two-year study for The Lucile Packard Foundation for Children's Health to assess the effectiveness of the foundation's youth development grantmaking program and to offer lessons for future grantmaking endeavors. The resulting report describes benchmarks of quality programs for youth and strategies for addressing common program challenges.
Lucile Packard Foundation for Children's Health;
Illustrates the need to adapt services to be more respectful, effective, and appropriate to culturally diverse populations, by building mechanisms into organizations' daily operations that foster continual learning.
Green for All;
The fundamental link between poverty and health mandates a new approach to both, one capable of raising community health standards by lifting individuals, families and communities out of poverty.
Merely providing access to healthcare does not address fundamental societal inequities that translate into greater health risks and more extensive exposure to environmental hazards for low-income communities and communities of color -- risks aggravated by climate change.
In Bridging the Equity Gap: Driving Community Health Outcomes Through the Green Jobs Movement, Green For All makes the case that the Green Jobs Movement -- a broad, progressive coalition of environmental and health advocates, social justice and civil rights organizations, labor and community-based groups, and business -- can bring about a systems change to improve economic, environmental and health conditions for low-income communities.
Silicon Valley Community Foundation;
The Silicon Valley Index has been telling the Silicon Valley story since 1995. Released early every year, the Index is based on indicators that measure the strength of the economy and the health of the community -- highlighting challenges and providing an analytical foundation for leadership and decision making.
Presents highlights from evaluations of a comprehensive health insurance coverage program for children, launched by Children's Health Initiatives and supported by the California Endowment, in Los Angeles, San Mateo, and Santa Clara counties.
Silicon Valley Community Foundation;
In 2013, Silicon Valley Community Foundation launched the Parent Story Project -- the ?rst-ever regional study to investigate what it is like to be a parent of a young child in San Mateo and Santa Clara counties. The Parent Story Project provides us with a better understanding of today's early learning landscape, the region's most challenging problems and the ripest opportunities for affecting the lives of Silicon Valley's youngest children -- birth through age 8 -- and their families
Silicon Valley Out-of-School-Time Collaborative;
The Silicon Valley Out-of-School-Time Collaborative (SVOSTC) launched in 2010 as a Northern California-based regional capacity-building initiative for select organizations in Santa Clara and San Mateo counties. Each of the nine member agencies serves secondary-aged students outside the formal school day through a variety of academic supports, including tutoring, academic advising and summer enrichment programs.
The Sand Hill Foundation, The David and Lucile Packard Foundation, SV22, and The Sobrato Family Foundation provided $2.6 million in funding to the Collaborative from 2010-16.
Phase I (2010-13) focused on building organizational capacity to serve youth by leveraging the skills and network of Executive Directors, who engaged in five collective learning sessions per year on topics ranging from board development to program evaluation to staff management and leadership.
For Phase II (2014-16), the Executive Directors of the Collaborative agencies elected to focus on cultivating non-cognitive factors such as grit, character, and curiosity, among the youth they served, since these skills help young people succeed in school, the workplace and the community. After a five month planning process, the Collaborative members collectively selected three non-cognitive skills as the focus of their efforts: Academic Mindsets, Learning Strategies, and Social Skills.