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2005-02-03
Research Center for Leadership in Action;
Salvador Reza, a longtime organizer for indigenous Mexican rights, helped lead a successful campaign to organize taco vendors in Phoenix. Faced with a local ordinance that would restrict the operation of mobile food stands, effectively banning them, Reza and his colleagues at Tonatierra mobilized the vendors to fight back. Their ultimate success recaptured the spirit of a community traumatized by 500 years of colonization and cultural destruction. Tonatierra's strategies included the following:Involve Vendors: Once vendors understood that the ordinance targeted them and threatened their livelihoods, they were able to establish a working group, representative of the community. They fashioned a way of regulating vendors that would ensure safe food and safe neighborhoods.Create a Team and a United Voice: The vendors negotiated among themselves until they could present their recommendations as a team.Rekindle Culture: According to Reza, "We are fighting back, but not with weapons of guns. Our weapons are culture and understanding and communication."
2012-02-22
Assessment Technology Incorporated;
How can teachers use student assessment data to improve student learning and target their individual needs? At the Creighton School District in Phoenix, Arizona, educators wanted an assessment system that could guide teachers to make the best instructional decisions for each child. There was urgency for the task: In 2008, the Arizona Department of Education had designated Creighton as a failing district, slated for state takeover. Six of its nine schools had been labeled "Underperforming" and one as "Failing to Meet to Academic Standards."As a high poverty, inner city, elementary and middle school district, Creighton faced an enormous challenge. So in 2008, it launched a reform initiative that led to a remarkable turnaround: Today, eight of its schools have been relabeled "Performing Plus" and one is "Highly Performing," based on Arizona Learns achievement profiles. Creighton is no longer a failing district. How did Creighton achieve this dramatic improvement? A key ingredient for their success, say district leaders, was changing how they assessed students and, more importantly, how they analyzed results to fine-tune instruction. "This district," says Dr. Lynne Spiller, Creighton's Director of Research and Evaluation, "believes profoundly that there is no reason to assess a child if you are not going to use the data to determine the best instructional decisions for that child."Integrating assessment with instruction and curriculum was a cornerstone of the district's reform plan. Creighton wanted to build a system that gave classroom teachers immediate data—not just a test score but assessments that were diagnostic, showing student misconceptions about learning objectives and how to address them. The system was developed in partnership with WestEd, a nonprofit research and service agency, and Assessment Technology Incorporated (ATI), whose Galileo K-12 Online Instructional Improvement System (IIS) provided a powerful and innovative technological component for the reform effort. Dr. Jason Feld, Vice President of Corporate Projects at ATI, describes Galileo as a comprehensive set of assessment, reporting, instructional, and intervention tools "designed to support educator goals to elevate student learning." These tools, he adds, are research-based, reliable, and aligned to both state standards and the new Common Core State Standards.For its part, WestEd provided district site and school site staff with a full menu of ongoing professional development and technical assistance focused on improving instruction, curriculum, and assessment systems in Creighton. The multi-year reform initiative is funded by the Ellis Center for Educational Excellence, a Phoenix-based philanthropy focused on improving inner city, high poverty districts such as Creighton. WestEd and ATI drew on their shared expertise and experience as partners, working with other districts and schools on successful reform efforts. The marriage of intensive, high-level professional development and sophisticated but user-friendly assessment tools has helped Creighton sustain their reform effort.
2006-01-01
Virginia G. Piper Charitable Trust;
Contains mission statement, message from the board of trustees, president's message, program information, grantee profiles, financial statements, and list of board members and staff.
2003-09-01
Flinn Foundation;
Compares the approach being taken to support investment in arts and culture in nine peer and competitor regions.
2003-12-01
Flinn Foundation;
Contains a summary of interviews, focus groups, and community dialogues with civic and business leaders, educators, members of the arts and culture community, and representatives of the philanthropic sector.
2007-01-01
Virginia G. Piper Charitable Trust;
Contains mission statement, message from the board of trustees, president's message, program information, grantee profiles, financial statements, and list of board members and staff.
2009-11-30
Virginia G. Piper Charitable Trust;
Contains message from the board of trustees, message from the president, special section on "10 Lessons Learned in the First 10 Years," grants list, chief financial officer's report, and list of board members and staff.
2010-12-22
Virginia G. Piper Charitable Trust;
Contains message from the board of trustees; message from the president; donor profiles; grants list; chief financial officer's report; and list of staff.
2011-01-01
WestEd;
In 2008, the struggling Creighton Elementary School District in Phoenix was offered a unique opportunity for comprehensive improvement. Now, two years later, student achievement exceeds expectations, and the district itself has transformed the way it operates.
2016-08-03
Shared Hope International;
Proactive, inter-agency, multidisciplinary collaboration has proven helpful in effectively addressing human trafficking surrounding large events, such as the Super Bowl, as multiple municipal entities, neighboring law enforcement agencies, various service providers, local and visiting volunteers, and heightened media focus are generally involved.
2013-05-07
Department of Urban Planning and Policy, University of Illinois at Chicago;
This report presents findings from a survey of Latinos regarding their perceptions of law enforcement authorities in light of the greater involvement of police in immigration enforcement. Lake Research Partners designed and administered a randomized telephone survey of 2,004 Latinos living in the counties of Cook (Chicago), Harris (Houston), Los Angeles, and Maricopa (Phoenix).The survey was designed to assess the impact of police involvement in immigration enforcement on Latinos' perceptions of public safety and their willingness to contact the police when crimes have been committed. The survey was conducted in English and Spanish by professional interviewers during the period November 17 to December 10, 2012.Survey results indicate that the increased involvement of police in immigration enforcement has significantly heightened the fears many Latinos have of the police, contributing to their social isolation and exacerbating their mistrust of law enforcement authorities.These findings reveal one of the unintended consequences of the involvement of state and local police in immigration enforcement -- a reduction in public safety as Latinos' mistrust of the police increases as a result of the involvement of police in immigration enforcement.
2009-04-30
Center for Studying Health System Change;
Examines whether specialty hospitals draw well-insured patients away from general and safety-net hospitals, reducing their ability to cross-subsidize less profitable services and uncompensated care, in three cities. Notes challenges and implications.
