San Diego County's Community Right-to-Know Ordinance: Case Study of a Local Approach to Hazardous Substances Control

1984 ◽  
Vol 5 (3) ◽  
pp. 396 ◽  
Author(s):  
Tee L. Guidotti
Keyword(s):  
San Diego ◽  
Hazardous Substances ◽  
Right To Know ◽  
Local Approach

Strategic Visibility and the Production of Day-Labor Spaces: A Case Study from the San Diego Metropolitan Area

2016 ◽  
Vol 54 (3) ◽  
pp. 593-631 ◽  
Author(s):  
Sean M. Crotty
Keyword(s):  
Metropolitan Area ◽  
Mixed Methods Research ◽  
San Diego ◽  
Spatial Organization ◽  
The United States ◽  
Day Labor ◽  
Short Term ◽  
Production Of Space ◽  
Spatial Practices

In cities across the United States, groups of mostly men congregate in public and semipublic spaces in hopes of being hired for short-term work. The particular spaces where laborers congregate each day are crucial to their economic and social fortunes, yet to date, there is limited research examining the spatial organization of these sites. In this article, I draw on relational perspectives on the production of space and governmentality practices to examine day-labor hiring spaces in the San Diego Metropolitan Area. Drawing on more than seven years of mixed-methods research, I argue that laborers collectively employ strategic visibility: a set of spatial practices that reduces the potential for conflict and ensures laborers’ continued access to the particular spaces on which their survival depends. This analysis suggests that laborers’ site-selection and spatial practices are driven by pragmatic, economic concerns, rather than fear of interactions with policing agencies and/or anti-immigrant residents.

A Case Study of Planning

2001 ◽  
Author(s):  
Marlon Boarnet ◽  
Randall C. Crane
Keyword(s):  
United States ◽  
Land Use ◽  
Urban Areas ◽  
San Diego ◽  
The United States ◽  
San Diego County ◽  
Light Rail ◽  
Rail Transit ◽  
The South

The facts, figures, and inferences in chapter 7 regarding municipal behavior toward transit-oriented housing opportunities illustrate many points. Still, there is much that even a careful statistical analysis might miss or misunderstand. For that reason, we also explored what we could learn by talking to real planners about these issues. The case of San Diego is interesting and useful for several reasons. First, the San Diego Trolley is the oldest of the current generation of light rail projects in the United States. Unlike many newer systems, the age of San Diego’s rail transit (the South Line opened in 1981) allows time for land use planning to respond to the fixed investment. Second, the San Diego system is no stranger to modern transit-based planning ideas. The San Diego City Council approved a land-use plan for their stations that includes many of the ideas promoted by transit-oriented development (TOD) advocates (City of San Diego, 1992). Third, the light rail transit (LRT) authority in San Diego County, the Metropolitan Transit Development Board (MTDB), is often regarded as one of the more successful municipal LRT agencies. The initial parts of the MTDB rail transit system were constructed strictly with state and local funds, using readily available, relatively low-cost technology (Demoro and Harder, 1989, p. 6). Portions of San Diego’s system have high fare-box recovery rates, including the South Line, which in its early years recovered as much as 90 percent of operating costs at the fare box (Gómez-Ibáñez, 1985). All of these factors make San Diego potentially a “best-case” example of TOD implementation. When generalizing from this case study, it is important to remember that the transit station area development process in San Diego is likely better developed than in many other urban areas in the United States. The results from San Diego County can illustrate general issues that, if they have not already been encountered, might soon become important in other urban areas with rail transit systems. Also, given San Diego County’s longer history of both LRT and TOD when compared with most other regions, any barriers identified in San Diego County might be even more important elsewhere.

Effectiveness of measures adopted for the reduction of nonylphenol emission in European river basins: a case study of the River Lambro, Northern Italy

Water Policy ◽  
2015 ◽  
Vol 17 (6) ◽  
pp. 1176-1190
Author(s):  
Marianna Rusconi ◽  
Luisa Patrolecco ◽  
Sara Valsecchi ◽  
Stefano Polesello
Keyword(s):  
Wastewater Treatment ◽  
Adriatic Sea ◽  
Wastewater Treatment Plants ◽  
River Basins ◽  
Northern Italy ◽  
Hazardous Substances ◽  
Industrial District ◽  
Before And After ◽  
River Po

According to the Water Framework Directive 2000/60/EC, nonylphenol (NP) has been included in the list of priority hazardous substances and subject to cessation or phasing out of discharges, emissions and losses within an appropriate timetable not exceeding 20 years. The present work analyzed monitoring data on NP and its precursors (mono- and di-ethoxylates, nonylphenol-mono-ethoxylate and nonylphenol-di-ethoxylate) collected in a highly impacted river basin in Northern Italy in order to assess the effectiveness of the adopted measures for NP reduction, during two monitoring campaigns in 2003/04 and 2009/10, respectively, before and after the entry into operation of three new wastewater treatment plants (WWTPs) in Milan. The River Lambro is the main source of pollutants also for the River Po and the Adriatic Sea. Data collected in the present work showed that in the last 7 years the reduction of the different analytes was from 70% to 90%. Most of the reduction can be attributed to the substitution of nonylphenolethoxylates in industrial uses as demonstrated by a survey in the textile industrial district. The entry into operation of the new municipal WWTPs in Milan contributes about 10% of the reduction of the total NP load discharged by the River Lambro.

Racial geographies and the challenges of day labor formalization: a case study from San Diego County

2008 ◽  
Vol 25 (3) ◽  
pp. 223-244 ◽  
Author(s):  
Sean M. Crotty ◽  
Fernando J. Bosco
Keyword(s):  
San Diego ◽  
San Diego County ◽  
Day Labor

Adaptation of the career portfolio at the University of California, San Diego: A case study

2007 ◽  
Vol 2007 (119) ◽  
pp. 65-72 ◽  
Author(s):  
Andrew Ceperley ◽  
Craig Schmidt
Keyword(s):  
San Diego ◽  
University Of California ◽  
The University

FREE SOIL, UNFREE LABOR

2004 ◽  
Vol 73 (3) ◽  
pp. 349-390 ◽  
Author(s):  
M. MAGLIARI
Keyword(s):  
Civil War ◽  
Native Americans ◽  
San Diego ◽  
Free State ◽  
San Diego County ◽  
Chattel Slavery ◽  
Indian Act ◽  
Unfree Labor ◽  
The Government

Although it prohibited chattel slavery, California permitted the virtual enslavement of Native Americans under the 1850 Act for the Government and Protection of Indians. Scholars have described some of the key components of the Indian Act, but none has provided a systematic examination of the law's labor provisions or examined how individual employers actually used the law. This article does both by offering a careful survey of the Indian Act, followed by a detailed case study focusing on Cave Couts, the owner of Rancho Guajome in San Diego County. The Couts example reveals that the 1850 Act did not simply legalize the exploitation of Indians as prisoners and indentured "apprentices." Perhaps more importantly, it also preserved the system of debt peonage that had �ourished in California under Mexican rule. Not until after the Civil War did California become a truly free state.

Ensuring the Organization's Future: A Leadership Development Case Study

2002 ◽  
Vol 31 (4) ◽  
pp. 431-439 ◽  
Author(s):  
Marnie E. Green
Keyword(s):  
Leadership Development ◽  
San Diego ◽  
Executive Leadership ◽  
Leadership Team ◽  
Leadership Roles ◽  
Leadership Academy ◽  
Employer Of Choice ◽  
Human Resource Director

Many public sector agencies currently facing mass retirements from long-term, experienced workers are struggling to fill higher-level leadership roles. The County of San Diego has employed creative methods to address this “brain drain.” Through intensive leadership development, the county is developing its future leaders using a variety of cutting-edge training tools. According to Human Resource Director Carlos Arauz, “By involving the executive leadership team and by implementing a comprehensive Leadership Academy, among other key HR-related improvements, the county is working to become an employer of choice.” This article will outline the steps taken by the County of San Diego to implement the Leadership Academy and will offer tips for other agencies wishing to embark on their own leadership development efforts.

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