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What lessons can we learn about how change happens for arts organizations and networks that center People of Color and disabled artists, cultural producers, and executive leaders, especially those who have been further marginalized by sexism, heterosexism and xenophobia? What is the influence of a $230 million investment in their stability, their ability to expand their base of support and their lasting impact on the artists whose voices and cultural contributions they lift up?The Ford Foundation's Creativity and Free Expression Arts and Culture (CFE A&C) strategy discussion began in the Fall of 2015 and targeted goals of shifting "entrenched cultural narratives" that were embedded in and driving cultural norms. The early theory of change was to actually expand the scope of mainstream ideals to include content by underrepresented creators – shifting their status from the margins into the realm of being visible and seen in the mainstream. The 'margins to the mainstream' strategy has evolved over time to center the empowerment of People of Color creators and those with disabilities. The construct of 'mainstream ideals' has shifted from including content by these artists as part of the mainstream to influencing who has voice and who is widely recognized and valued as the mainstream.This report, based on research conducted from December 2021 to April 2022, summarizes key observations and strategic considerations from an in-depth evaluation of the strategy implemented by the Ford Foundation to support CFE A&C grantees, a strategy set in motion pre-pandemic. The purpose of Ford's evaluations is not focused on holding individual grantees accountable for complex social change outcomes, and instead seeks to prioritize learning; and, more specifically, to learn about how change happens and share lessons externally. Part of that learning centers not only on whether current approaches are having the desired impact, but also on whether modifications to the approaches or other internal factors might yield even greater impact.
Established in mid-2021, the Youth Justice and Employment Community of Practice (CoP) is a partnership of the Annie E. Casey Foundation (AECF), the National Youth Employment Coalition (NYEC), and Pretrial Justice Institute (PJI) formed to improve outcomes for youth with justice involvement by increasing collaboration among local workforce and juvenile justice systems. The CoP began during the middle of COVID-19 at a time when counterparts in each jurisdiction were seeking to reestablish pandemic-disrupted communication and collaboration. CoP participants met monthly to share knowledge and expertise on topics of importance to both systems. Based on work from the CoP, participating cities and counties produced notable improvements in building relationships, expanding partnerships, and promoting investments that benefit justice-involved young people in their communities. This report documents successes and offers recommendations for others seeking to improve outcomes for these young people.
The Baltimore Health Corps was a city-run pilot launched in June 2020 and concluding in December, 2021. The pilot simultaneously addressed two issues: the spread of COVID-19 and the resulting employment crisis faced by Baltimore residents.The Baltimore City Health Department and the Mayor's Office of Employment Development led the Baltimore Health Corps, drawing on their experiences with equitable recruitment and hiring practices, workforce-supporting activities and public health worker training. Together, they led a team of public and private partners that included the Baltimore Civic Fund, Baltimore Corps, HealthCare Access Maryland (HCAM), Jhpiego and the Mayor's Office of Performance and Innovation.The initiative tracked those who contracted the virus at the height of the pandemic and connected COVID-19-positive individuals with testing, resources and other assistance. In doing so, the Baltimore Health Corps also placed unemployed workers on a path to high-quality, lasting careers via temporary positions as community health workers with the Baltimore City Health Department and HealthCare Access Maryland (HCAM). The program hired from a pool of Baltimore residents who reflected the city's racial and ethnic demographics and were unemployed, underemployed or furloughed because of the pandemic. By September 2021, 336 health workers had received training and took on roles within either the Health Corps' contact tracing and outreach program or the care coordination and access program.While these health worker positions were intended to last just eight months, as the pandemic persisted, the jobs were extended thanks to funding from the American Rescue Plan Act. As of May 2022, 126 Baltimore Health Corps workers remain employed with either the health department or HCAM, while 119 former staff members have since moved on to other employment opportunities.This is the Final Report to follow the Early Lessons Report for the Baltimore Health Corps Pilot Study. Readers are encouraged to review the Early Lessons Report for a detailed description of the formation of the Pilot Study, the role of each partner, as well as findings from the first year of the Pilot Study.
This is the third in a series of evaluation reports for a three-year formative evaluation of the Greater Hartford Reentry Welcome Center (GH-RWC) comprising both process and outcome findings. The purpose of this formative evaluation is to identify what is and what is not working well and to provide strategic recommendations for areas needing improvement and to leverage emergent promising practices. This Year Three report provides the data and findings from CPA's RWC database, observations, surveys, and interviews for the period starting September 17, 2020 through September 17, 2021. The report also includes supplemental findings for the first two quarters of 2022, as the GH-RWC administration began to expand staffing and programming, and to prepare for moving to a new location that could accommodate the growth of the Center. The challenges that were experienced in Years Two and Three are being actively addressed by CPA, so many of the recommendations listed in the Year Three evaluation are already underway in Year Four.
Narrative change has become a popular focus with growing urgency to change public narratives around issues like racial justice, health equity, abortion rights, and rights for trans people. But because this area of work is relatively new for funders, the work is often siloed, leading to a lack of meaningful results. This report's authors propose a framework for funders and practitioners to shift narratives via mass culture, mass media, and mass movements.
In 2019, the William and Flora Hewlett Foundation Performing Arts Program, in collaboration with a community advisory council, awarded a round of 39 grants to support Bay Area performing arts organizations in building their capacity around equity, inclusion, and diversity (referred to as the Organizational Effectiveness - Equity, Inclusion and Diversity or OE-EID grants) through a participatory grantmaking process.To reflect on this round of grants, the Performing Arts Program engaged Community Wealth Partners to conduct an assessment. The assessment process engaged a group of 10 leaders whose organizations had received an OE-EID grant as a grantee learning team to make meaning of data from grant reports and develop recommendations for the foundation based on the data and their own experiences. The Performing Arts Program and Community Wealth Partners chose this approach because it would focus on the perspectives of grantees, yield more detailed information about grantees' experiences than what was included in the grant reports, and create an opportunity for two-way conversation between the Performing Arts Program and grantees about promising practices and implications for the future.This document shares quantitative findings from a review of 26 final grant reports1 (from the 39 grants made) as well as insights and recommendations that came out of the work of the grantee learning team.
More than 11 million people in the United States are Deaf, deaf, hard of hearing, late-deafened, or Deaf-Blind. Research indicates deaf people report experiencing victimization at higher rates, but a lack of accessible resources and trauma-informed services for American Sign Language (ASL) speakers makes it difficult for deaf people to report crimes and access support. In response to these issues, the Manhattan District Attorney's Office in 2017 began funding Barrier Free Living (BFL), a provider of services for survivors of domestic violence and their families, to increase access to direct services for deaf survivors and increase local stakeholders' awareness of deaf survivors' needs through its Deaf Services (DS) program.In 2019, Urban, in collaboration with Gallaudet University and NORC at the University of Chicago, began a multimethod process evaluation of BFL's DS program to document its implementation and assess to what extent it achieved its intended goals.
In 2019, the Fund for Shared Insight, a national funder collaborative seeking to improve philanthropy by promoting high-quality listening and feedback in service of equity, created a participatory process of design, grantmaking, and implementation. The full initiative is still underway, but at this moment, we, Shared Insight's learning and evaluation partner, want to reflect on and share back what we are learning from extant data review, observations of meetings and events, conversations with staff, and data collected at up to three time points from those involved in the participatory processes. While there are many useful lessons to learn about how to do participatory grantmaking and what was learned specifically around issues of climate for people in the regions of focus, one of our unique areas of inquiry was to hear directly from those involved about how they felt about shifts in power through the process. We noticed some divergence in perspectives that we thought worthy of exploration. Given the focus on learning from this work, this report is less a full accounting of all lessons and outcomes and more a deeper look to help the funder collaborative and the field grapple with questions around power based on the lessons from this participatory grantmaking initiative.
As part of the larger evaluation of the Hilton Foundation's Homelessness initiative, Abt Associates examined how effective the Los Angeles region's public housing authorities (PHAs) have been in using vouchers to help people leave homelessness, the extent to which voucher holders succeed in using the vouchers, the locations where they use vouchers, and the implications for the PHAs' programs—who they serve and at what cost. This study focuses on 2016 through early 2020, before the onset of the COVID-19 pandemic.
In March 2020, the Walton Family Foundation established an emergency grant fund to quickly deploy resources to grantees and communities in response to the significant and evolving effects of the COVID-19 pandemic. The $35 million fund was designed to support organizations across all three of WFF's Program Areas (Education, Environment, and Home Region).The Foundation's Strategy, Learning, and Evaluation Department (SLED) and Public Profit, an evaluation and strategy firm, conducted a retrospective evaluation to learn more about the experience of the emergency grantmaking process and the impact of the COVID Relief Fund grants on grantees and communities.
Housing insecurity is a challenge affecting the lives of far too many in the United States. After decades of work in the housing sector, we formalized the Just Cities and Regions (JCR) program in 2015 amidst a moment of growing racial and income inequality, increasing housing insecurity, and an accelerating climate crisis with disparate impacts. The strategy shifted from one based in 10 metro regions to one that aimed to bring about more systemic change across the country.JCR worked to integrate distinct dimensions necessary to winning change at scale by:Building community- and people-centered grassroots power through integrated civic engagement strategiesGrounding those strategies in the leadership and vision of communities disproportionately impacted, anchored by an ecosystem of strong, networked social movement infrastructureFocusing on creating systems-level interventions rather than public policy reform or near-term "fixes"Supporting relationship-based and long-term co-governance by communities and those in public leadership rolesWe sunset the JCR program at the end of 2021. In this reflection, we share our lessons throughout our history of investment.
The Greater Hartford Reentry Welcome Center (GH-RWC), located at Hartford City Hall, serves as a centralized hub for anyone with a history of incarceration to receive basic information and assistance, and referrals to other essential services in the Greater Hartford region. The Reentry Welcome Center Program prioritizes care continuity and ongoing case management services for people who are released from prison or jail at the end of their sentence. The goals of this process evaluation report are to document the successes and challenges of implementing the GH-RWC in its second year of operation from September 17, 2019 to September 17, 2020.