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Announcements


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  • 14-Jan-10 11:59 | Site Administrator (administrator)

    We are happy to announce the HBS Scholarship Programfor Hispanic High School Students:

    - Available on a competitive basis to high school seniors graduating in 2010 and planning on being a first year freshman enrolled at a 2-year or 4-year U.S. accredited institution in the fall of 2010

    - Award amounts range from $1,500 to $5,000

    - Applicants must have a permanent address in the San Francisco Bay Area 

    Application deadline: 29 January 2010

    Deadline for Scholarship applications & submitting recommendations has been extended to January 29th 2010

    Further details and eligibility requirements:
    http://www.hsf.net/Telemundo.aspx


    To apply: https://apply.hsf.net/applications/


    Sponsored by: Telemundo

  • 13-Jan-10 23:47 | Site Administrator (administrator)
    We are happy to announce the CLF Scholarship Program to support undergraduate and graduate Latina college students in completing their education. 

    For eligibility details and to download applications: http://www.chicanalatina.org/scholarship.html

    Application deadline: 19 March 2010

    Sponsored by: Chicana Latina Foundation
  • 17-Dec-09 09:11 | Site Administrator (administrator)
    The newly revised Small Business/Self-Employed Virtual Tax Workshop is available online.

    There are nine lessons covering the following:

    Lesson 1: What You Need to Know About Federal Taxes & Your New Business
    Lesson 2: How to Set up & Run Your Business so Paying Taxes Isn’t a Hassle
    Lesson 3: How to File and Pay Your Taxes Using a Computer                                
    Lesson 4: What You Need to Know when You Run Your Business out of Your Home   
    Lesson 5: How to Set Up a Retirement Plan for Yourself & Your Employees
    Lesson 6: What You Need to Know About Federal Taxes when Hiring Employees/Contractors
    Lesson 7: How to Manage Payroll so You Withhold the Right Amount from Employees
    Lesson 8: How to Make Tax Deposits & File Your Payroll Taxes Using a Computer
    Lesson 9: What You Need to Know About Federal Unemployment Taxes (FUTA)

    The Virtual Small Business Tax Workshop is available on IRS.gov:
    http://www.irs.gov/businesses/small/article/0,,id=200274,00.html
  • 15-Dec-09 12:20 | Site Administrator (administrator)

    Position Summary:

    The Director, Communications, Media & Public Relations, is responsible for the media relations and public affairs activities for The California Endowment (TCE).

    Under the direction of the Senior Vice President, Healthy California, and in collaboration with and also in support of the activities of the Chief Executive Officer; Senior Vice President, Healthy Communities; and Executive Vice President; the Director will develop communications strategies and activities that will help position The California Endowment in a leadership role regarding health and health-related issues. The Director, Communications, Media & Public Relations, will establish and maintain media relationships, develop and execute plans for increasing advocacy and influence, and consistently reinforce the vision and goals of The California Endowment.

    Position Accountabilities:

    The Director, Communications, Media & Public Relations, will manage media relations and public affairs activities for The California Endowment building and maintaining relationships that will increase advocacy and strengthen influence to support the vision and goals of The California Endowment.

    Responsibilities:

    • Responsible for collaborating with executive leadership and senior management, director level peers, and program and other staff to develop effective communications strategies that support advocacy, grant making, partnership, and other activities that support TCE’s established goals and outcomes.
    • Responsible for developing and maintaining relationships with the media and public that will heighten awareness of and build broad-based support for TCE’s established goals and outcomes.
    • Responsible for developing communications support for the policy issues that affect the work of TCE. This includes story development, writing, and placement as well as oversight of media related activities (e.g., press releases, Op-Eds, bylined articles, editorial boards, etc.).
    • Responsible for consensus and coalition building to ensure that each set of efforts work in unison and complement one another to ensure a cohesive communications message.
    • Collaborates with executive leadership and senior management, director level peers, program and other TCE staff to develop proactive alliances with elected officials, civic and community leaders, advocates, and other important stakeholders to build support for TCE’s policy and program goals.
    • In coordination with the Creative Services department, provides guidance and support for internal communications, including but not limited to, All-Staff meetings, employee recognition programs, preparation of internal newsletter, and internal portal content development. Supports the Human Resources department in preparing important internal communications.
    • Provides or arranges for the provision of communications training and ongoing support for TCE leadership, management, and staff.
    • At times may act as spokesperson for the organization and/or issues important to TCE. May also prepare TCE, leadership, management, and staff to serve in the role as spokesperson as appropriate.
    • Establishes and maintains effective government and civic relations by responding to queries about TCE, as well as proactively informing key audiences about TCE’s health initiatives and grant-making efforts.
    • Works and coordinates closely with the Creative Services department.
    • Provides ongoing guidance in managing the attitudes, beliefs, and perceptions of key audiences about TCE and its work.
    • Manages and provides oversight of appropriate contracts that support the work of the department.
    • Responsible for participation in the ongoing maintenance of TCE's "relational database" to help build external partnerships and strategic alliances with key decision makers.

    Qualifications:

    • Possesses collaborative, team-building management skills to encourage cooperation, understanding and camaraderie.
    • Five to seven years strategy development experience at the highest levels of organizations with ability to develop plans that achieve far-reaching goals.
    • Has developed and maintained relationships with influential leaders in political, business, civic and nonprofit communities who might be called upon to embrace or champion the vision and goals of The California Endowment.
    • Five to seven years of management experience supervising staff and interfacing with cross-functional teams with demonstrated ability to generate “teamwork” among organizational departments, staff, and partners.
    • Demonstrated use of excellent written and oral communications skills.

    Minimum Education:

    • Undergraduate degree required.
    • An advanced degree in Communication, Public Policy, Journalism or another relevant discipline is desirable; as is an internship with a civic leadership development program.

    Minimum Experience:

    • Ten or more years of overall communications, media relations, and public affairs experience.
    • History of successful campaigns, where positive influence and desired results have been achieved in political, health industry, and philanthropic circles.
    About The California Endowment

    The California Endowment, established in 1996, is a private, statewide health care. Since its inception, The Endowment has made roughly 10,000 grants totaling more than $1.8 billion to community-based organizations throughout the state. Its mission is to expand access to affordable, quality health care for underserved individuals and communities, and to promote fundamental improvements in the health status of all Californians.
    Through its programs, The Endowment employs a spectrum of approaches including grant making, policy and advocacy, convenings and supporting research. The Endowment has adopted a grassroots, regional orientation for its work to ensure a better understanding of the unique assets and needs of California’s diverse people and their communities. The Endowment is headquartered in Los Angeles with additional offices in Fresno, Oakland, San Diego and Sacramento.

    APPLICATION PROCESS

    Please send a cover letter and resume with salary history in confidence. 

    Your cover letter should outline results you achieved through your efforts to expand media coverage and promote the work of your organization.  No phone calls, please.

    Email or fax ONLY to:

    The California Endowment
    Human Resources Department
    E-mail:
    jobs@calendow.org
    Fax: (213) 253-0972
    For more information: www.calendow.org

  • 15-Dec-09 12:00 | Site Administrator (administrator)
    College Access Foundation of California is currently seeking to hire a Program Officer.

    About the Foundation

    College Access Foundation of California was founded in 2005 to help low-income and under-represented students in California reach and succeed in college. The Foundation awards grants to community-based college advising and academic preparation programs, which use the funds to offer college scholarships to the students they serve. The Foundation recognizes that financial aid is crucial for low-income students but believes that financial aid is more effective when coupled with the advice and support that our grantee programs offer.

    With an endowment of over $350 million, the Foundation is one of the largest independent college scholarship providers in California. Since its founding, the Foundation has awarded over $43 million in grants to over 100 organizations, which in turn have awarded nearly 20,000 scholarships to low-income California students. In 2010, the Foundation expects to award $13.5 million in new and renewal grants during several competitive funding cycles.

    The Foundation is committed to thoughtful, strategic grantmaking, informed by data collection and analysis. We require grantees to compile and submit demographic, economic and academic data on all scholarship recipients and we track the educational progress of those recipients to assess the impact of our financial support. We are also cultivating a learning community of grantees and other stakeholders to share and promote best practices.

    For more information on College Access Foundation of California, visit www.collegeaccessfoundation.org

    Position Responsibilities

    The Program Officer will serve as a member of the team responsible for framing the Foundation’s grantmaking agenda, implementing grantmaking programs, collecting and analyzing data, and communicating results to key audiences.

    The Program Officer will report to the Vice President for Programs and will work collaboratively with colleagues inside and outside the Foundation. Specific responsibilities include:
    • Respond to inquiries about the Foundation’s goals, priorities, and grantmaking strategy
    • Solicit and review grant proposals during several annual grant cycles
    • Critically assess grant application materials, including written narratives, financial statements and other supporting documents
    • Conduct telephone follow-up, site visits and other due diligence
    • Prepare grant recommendations for review by the Foundation President and Vice President and consideration by the Board of Directors
    • Maintain ongoing relationships with grantees to offer advice and technical assistance
    • Review and analyze written reports from grantees and data on scholarship recipients
    • Support efforts to cultivate a learning community of grantees and widely disseminate outcomes and best practices
    • Plan, design and manage Foundation-sponsored conferences and events
    • Contribute to the Foundation’s strategic planning and program priority-setting efforts
    • Raise awareness about the Foundation and its grantmaking priorities among educators, non-profit professionals, public officials and other community leaders
    • Explore other areas of potential interest and manage special projects as assigned
    • Develop and maintain his/her own professional and personal skills
    Profile of the Successful Candidate

    The successful candidate will bring at least five years of increasingly responsible professional experience in the educational, non-profit or foundation sectors in California. He/she should also be familiar with issues affecting college access and educational opportunity for low-income and first generation students.

    Specifically, we expect that the successful candidate will have:
    • A graduate or professional degree
    • An ability to synthesize information from multiple sources, recognize key issues, critically assess options and reach conclusions
    • Strong oral and written communications skills, including an ability to quickly produce clear, cogent written reports and confidently answer questions from decision makers
    • Proven ability to design, manage and evaluate programs and initiatives
    • Excellent time management and task prioritizing skills
    • An engaging personality and comfort interacting with people from many different backgrounds
    • A strong sense of purpose and an awareness of the important role that philanthropy can play to advance educational opportunity
    • An ability and willingness to travel in the state of California
    • A sense of humor and the ability to contribute to a collegial, respectful, and supportive office environment
    Start Date

    We seek to have the right individual in place by February 2010.
    Compensation
    This permanent, full-time position offers competitive compensation and excellent benefits.

    To Apply
    Please submit your credentials and a letter of interest in complete confidence to: jobs@collegeaccessfoundation.org

    Review of applications will begin immediately and will continue until the position is filled. No calls, please.
  • 15-Dec-09 10:11 | Site Administrator (administrator)
    Thanks to the generosity of our local business community, there are many ways you can still contribute to the RCEF, without putting extra strain on your budget before the end of the year.
     
    Purchases at any of these businesses generate automatic contributions to the RCEF:
    1. Buy your tree at Redwood City's Whole Foods any time this month.
    2. Make a donation to the San Carlos REI 2009 Giving Tree.
    3. Have your REI purchases gift wrapped by RCEF volunteers
      on December 19, 10 am to 4 pm.
    4. Bring your own shopping bag to Whole Foods or Key Markets.
    5. Buy books, magazines, or anything else at Kepler's. Don't forget to mention you are an RCEF supporter).
    6. Get your holiday party hair styling done at MAHRZ the salon. Be sure to let them know you are an RCEF supporter.
    7. Shop online at Amazon.com and Kepler's through our shopping portal. Go to www.rcef.org and click on "GIVE AS YOU SHOP ONLINE."
    8. Buy your favorite person a puzzle from JigSaw Java.
    9. Make a card or gift with your kids during Open Studio Sundays at Celebrate Art.
    10. Support all our valued Local Business Program partners. For a complete listing, please visit www.rcef.org/businesspartners
    Or make your gift online
  • 14-Dec-09 17:00 | Site Administrator (administrator)
    United States Senate Committee on Small Business and Entrepreneurship Chair Mary Landrieu, D-La., and Ranking Member Olympia J. Snowe, R-Maine, today introduced legislation to increase access to capital for small businesses and help create jobs.

    S. 2869, the "Small Business Job Creation and Access to Capital Act of 2009" would increase the small business loan limit to as high as $5.5 million and extend for a year the fee eliminations and increased guarantee set to expire under the Recovery Act.

    "Our nation's small businesses have created 64 percent of all new jobs in the last fifteen years, yet in the last year nearly 85 percent of the jobs lost have come from small businesses," Sen. Landrieu said. Given the timely need to get 15.4 million unemployed Americans back to work, it is critical that we expeditiously pass this bipartisan bill to help our nation's small businesses spur a sustained lasting, and job-filled recovery."

    The Recovery Act provided $375 million to increase the guarantee on small business loans and eliminate the fees charged to borrowers. This funding supported $16.5 billion in lending to more than 40,000 small businesses, with borrowers reporting that these loans would save or create more than 450,000 jobs.

    The "Small Business Job Creation and Access to Capital Act of 2009" would:
    • Increase the loan limit on 7(a) loans from $2 million to $5 million;
    • Increase the loan limit on 504 loans from $1.5 million to $5.5 million;
    • Increase the loan limit on microloans from $35,000 to $50,000 and increase the maximum loan made to a microloan intermediary from $3.5 million to $5 million;
    • Allow the 504 loan program to refinance short-term commercial real estate debt into, long-term, fixed rate loans;
    • Extend the authorization to provide 90 percent guarantees on 7(a) loans and fee elimination for borrowers on 7(a) and 504 loans through December 31, 2010; and
    • Direct the SBA to create a website where small businesses can identify lenders in their communities.
  • 11-Dec-09 12:28 | Site Administrator (administrator)
    Samaritan House has been dedicated to meeting the needs of low income families in our community for over 30 years.

    Samaritan House's motto is "neighbor helping neighbor"

    Samaritan House have assisted 12,000 individuals work towards self-sufficiency.

    Please donate by Clicking Here

  • 11-Dec-09 11:33 | Site Administrator (administrator)
    Hispanics are the largest and youngest minority group in the United States. One- in-five schoolchildren is Hispanic. One-in-four newborns is Hispanic.

    Never before in this country's history has a minority ethnic group made up so large a share of the youngest Americans. By force of numbers alone, the kinds of adults these young Latinos become will help shape the kind of society America becomes in the 21st century.

    This report takes an in-depth look at Hispanics who are ages 16 to 25, a phase of life when young people make choices that-for better and worse-set their path to adulthood. For this particular ethnic group, it is also a time when they navigate the intricate, often porous borders between the two cultures they inhabit-American and Latin American.

    The report explores the attitudes, values, social behaviors, family characteristics, economic well-being, educational attainment and labor force outcomes of these young Latinos. It is based on a new Pew Hispanic Center telephone survey of a nationally representative sample of 2,012 Latinos, supplemented by the Center's analysis of government demographic, economic, education and health data sets.

    The data paint a mixed picture. Young Latinos are satisfied with their lives, optimistic about their futures and place a high value on education, hard work and career success. Yet they are much more likely than other American youths to drop out of school and to become teenage parents. They are more likely than white and Asian youths to live in poverty. And they have high levels of exposure to gangs.

    These are attitudes and behaviors that, through history, have often been associated with the immigrant experience. But most Latino youths are not immigrants. Two-thirds were born in the United States, many of them descendants of the big, ongoing wave of Latin American immigrants who began coming to this country around 1965.

    As might be expected, they do better than their foreign-born counterparts on many key economic, social and acculturation indicators analyzed in this report. They are much more proficient in English and are less likely to drop out of high school, live in poverty or become a teen parent.

    But on a number of other measures, U.S.-born Latino youths do no better than the foreign born. And on some fronts, they do worse.

    For example, native-born Latino youths are about twice as likely as the foreign born to have ties to a gang or to have gotten into a fight or to have carried a weapon in the past year. They are also more likely to be in prison.

    The picture becomes even more murky when comparisons are made among youths who are first generation (immigrants themselves), second generation (U.S.-born children of immigrants) and third and higher generation (U.S.-born grandchildren or more far-removed descendants of immigrants).1

    For example, teen parenthood rates and high school dropout rates are much lower among the second generation than the first, but they appear higher among the third generation than the second. The same is true for poverty rates.

    Identity and Assimilation

    Throughout this nation's history, immigrant assimilation has always meant something more than the sum of the sorts of economic and social measures outlined above. It also has a psychological dimension. Over the course of several generations, the immigrant family typically loosens its sense of identity from the old country and binds it to the new.

    It is too soon to tell if this process will play out for today's Hispanic immigrants and their offspring in the same way it did for the European immigrants of the 19th and early 20th centuries. But whatever the ultimate trajectory, it is clear that many of today's Latino youths, be they first or second generation, are straddling two worlds as they adapt to the new homeland.

    According to the Pew Hispanic Center's National Survey of Latinos, more than half (52%) of Latinos ages 16 to 25 identify themselves first by their family's country of origin, be it Mexico, Cuba, the Dominican Republic, El Salvador or any of more than a dozen other Spanish-speaking countries. An additional 20% generally use the terms "Hispanic" or "Latino" first when describing themselves. Only about one-in-four (24%) generally use the term "American" first.

    Among the U.S.-born children of immigrants, "American" is somewhat more commonly used as a primary term of self-identification. Even so, just 33% of these young second generation Latinos use American first, while 21% refer to themselves first by the terms Hispanic or Latino, and the plurality-41%-refer to themselves first by the country their parents left in order to settle and raise their children in this country.

    Only in the third and higher generations do a majority of Hispanic youths (50%) use "American" as their first term of self-description.

    Immigration in Historical Perspective

    Measured in raw numbers, the modern Latin American-dominated immigration wave is by far the largest in U.S. history. Nearly 40 million immigrants have come to the United States since 1965. About half are from Latin America, a quarter from Asia and the remainder from Europe, Canada, the Middle East and Africa. By contrast, about 14 million immigrants came during the big Northern and Western European immigration wave of the 19th century and about 18 million came during the big Southern and Eastern European-dominated immigration wave of the early 20th century.2

    However, the population of the United States was much smaller during those earlier waves. When measured against the size of the U.S. population during the period when the immigration occurred, the modern wave's average annual rate of 4.6 new immigrants per 1,000 population falls well below the 7.7 annual rate that prevailed in the mid- to late 19th century and the 8.8 rate at the beginning of the 20th century.

    All immigration waves produce backlashes of one kind or another, and the latest one is no exception. Illegal immigration, in particular, has become a highly-charged political issue in recent times. It is also a relatively new phenomenon; past immigration waves did not generate large numbers of illegal immigrants because the U.S. imposed fewer restrictions on immigration flow in the past than it does now.

    The current wave may differ from earlier waves in other ways as well.  More than a few immigration scholars have voiced skepticism that the children and grandchildren of today's Hispanic immigrants will enjoy the same upward mobility experienced by the offspring of European immigrants in previous centuries.3

    Their reasons vary, and not all are consistent with one another. Some scholars point to structural changes in modern economies that make it more difficult for unskilled laborers to climb into the middle class. Some say the illegal status of so many of today's immigrants is a major obstacle to their upward mobility. Some say the close proximity of today's sending countries and the relative ease of modern global communication reduce the felt need of immigrants and their families to acculturate to their new country. Some say the fatalism of Latin American cultures is a poor fit in a society built on Anglo-Saxon values. Some say that America's growing tolerance for cultural diversity may encourage modern immigrants and their offspring to retain ethnic identities that were seen by yesterday's immigrants as a handicap. (The melting pot is dead. Long live the salad bowl.) Alternatively, some say that Latinos' brown skin makes assimilation difficult in a country where white remains the racial norm.

    It will probably take at least another generation's worth of new facts on the ground to know whether these theories have merit. But it is not too soon to take some snapshots and lay down some markers. This report does so by assembling a wide range of empirical evidence (some generated by our own new survey; some by our analysis of government data) and subjecting it to a series of comparisons: between Latinos and non-Latinos; between young Latinos and older Latinos; between foreign-born Latinos and native-born Latinos; and between first, second, and third and higher generations of Latinos.

    The generational analyses presented here do not compare the outcomes of individual Latino immigrants with those of their own children or grandchildren.  Instead, our generational analysis compares today's young Latino immigrants with today's children and grandchildren of yesterday's immigrants. As such, the report can provide some insights into the intergenerational mobility of an immigrant group over time. But it cannot fully disentangle the many factors that may help explain the observed patterns-be they compositional effects (the different skills, education levels and other forms of human capital that different cohorts of immigrants bring) or period effects (the different economic conditions that confront immigrants in different time periods).

    Readers should be especially careful when interpreting findings about the third and higher generation, for this is a very diverse group. We estimate that about 40% are the grandchildren of Latin American immigrants, while the remainder can trace their roots in this country much farther back in time.

    For some in this mixed group, endemic poverty and its attendant social ills have been a part of their families, barrios and colonias for generations, even centuries. Meantime, others in the third and higher generation have been upwardly mobile in ways consistent with the generational trajectories of European immigrant groups. Because the data we use in this report do not allow us to separate out the different demographic sub-groups within the third and higher generation, the overall numbers we present are averages that often mask large variances within this group.

    Chapter Index

    Chapter 1:  Overview and Executive Summary

    Chapter 2:  Demography

    Chapter 3:  Identity

    Chapter 4:  Language Use

    Chapter 5:  Economic Well-Being

    Chapter 6:  Education: The Gap Between Expectations and Achievement

    Chapter 7:  Life Satisfaction, Priorities and Values

    Chapter 8:  Family, Fertility, Sexual Behaviors and Attitudes

    Chapter 9:  Gangs, Fights and Prison

    Appendix A:  Hispanic Population by State

    Appendix B:  2009 National Survey of Latinos, Survey Methodology and Topline

    Click here to read the full report
  • 09-Dec-09 12:37 | Site Administrator (administrator)
    The goal of the Puente Project Community Mentors is to help increase the number of underrepresented students who enroll into four-year colleges and universities, earn degrees, and return to the community as leaders and mentors for future generations.

    Puente currently serves students in numerous community colleges and high schools throughout California.

    Mentors who have graduated with at least a BA or BS provide our students with a realistic vision of success through education.

    Looking for mentors from various professional fields to work with our Puente students in different ways.

    Through mentor panel discussions, mentor-mentee interviews and possible participation in Puente field trips, we hope to provide our students with real life opportunities to envision academic success and professionalism in the community.

    Please consider donating your time and energy to work with our students in this capacity. It is through the participation of people like you that our students are influenced to follow their dreams and make their future goals a reality.

    Donate approximately 20 hours between the month of January and the end of June.

    Your time commitment will include a mentor training dinner on the evening of January 14th and a mentor-mentee bowling night on February 19th.

    In addition, we ask you to make time for at least 4 one-on-one meetings with your assigned mentees during this time.

    We would also like to extend an invitation to our end-of-the-year dinner celebration on Thursday, June 10th to honor your participation and the hard work of our Puente students.

    An online form is available at: http://puente.mywhiteboardnotes.com

    if you are interested in participating as a mentor in the Puente Project.

    Please reply no later than Wednesday, December 23. 
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