This document discusses community capacity building and adaptive challenges. It defines key terms like community and community capacity. It explains that community capacity building is a collaborative process that strengthens a community's ability to act on its own behalf. The document outlines different types of change, from incremental to transformational. It discusses elements of change like shifting perceptions and the adaptive dilemma of declining resources and increasing demands. The role of government is described as moving from benevolent dictatorship to facilitating community-led development. Big challenges are noted, and a progression of change is presented, moving from exclusion to inclusion and belonging.
Capacity Building Workshop " Prospective to Strengthen Organizational Sustain...REVIVE PAKISTAN .
This document announces a two-day workshop on "Prospective to Strengthen Organizational Sustainability" hosted by Revive Pakistan. The workshop will provide training and networking opportunities for professionals from NGOs, non-profits, and development organizations. Participants will learn about topics like project management, fundraising, and sustainability strategies. Registration is open until April 5th and costs 16,000 PKR, with discounts available. The workshop will be held on April 8-9th in Islamabad and aims to empower development organizations in Pakistan.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
Instruments for improvement of Accountability and Governance in NGOsHumaneasy Consulting
This document discusses key areas for improving board accountability in non-governmental organizations (NGOs). It recommends that NGOs establish clear statutes, bylaws, and policies to define the roles and responsibilities of the board and avoid conflicts of interest. Regular board and executive director evaluations can help ensure mission fulfillment and sustainability. Annual board training keeps members informed and engaged in strategic planning. Together, these practices aim to strengthen governance, accountability, and long-term institutional development.
The CommunityYouthMapping (CYM) effort in Seminole County, Florida provided a 7-week summer leadership program for 48 high school youth aged 16-19. The youth canvassed all resources in the county, creating a comprehensive database of services, activities, and opportunities available. The purpose was to provide leadership opportunities for youth, identify any gaps in resources, and ensure services utilize a youth-guided approach. Once complete, the CYM database will allow analysis of resources and gaps by neighborhood to better serve Seminole families.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Un Habitat Working Group On Urban Children And Youth, Washington Dc Oct 7 09 Vs4Doug Ragan
The document summarizes a youth-led survey of 601 organizations from 52 developing countries. The survey was conducted to understand factors that influence youth-led organizations and gather data from applicants to the Opportunities Fund. Preliminary results show responses on organizational focus, funding levels, group benefits, funding sources, and extent of adult involvement in projects and management. Next steps include overcoming technological barriers, further data analysis, and disseminating results to inform programs and build youth capacity.
This document discusses community capacity building and adaptive challenges. It defines key terms like community and community capacity. It explains that community capacity building is a collaborative process that strengthens a community's ability to act on its own behalf. The document outlines different types of change, from incremental to transformational. It discusses elements of change like shifting perceptions and the adaptive dilemma of declining resources and increasing demands. The role of government is described as moving from benevolent dictatorship to facilitating community-led development. Big challenges are noted, and a progression of change is presented, moving from exclusion to inclusion and belonging.
Capacity Building Workshop " Prospective to Strengthen Organizational Sustain...REVIVE PAKISTAN .
This document announces a two-day workshop on "Prospective to Strengthen Organizational Sustainability" hosted by Revive Pakistan. The workshop will provide training and networking opportunities for professionals from NGOs, non-profits, and development organizations. Participants will learn about topics like project management, fundraising, and sustainability strategies. Registration is open until April 5th and costs 16,000 PKR, with discounts available. The workshop will be held on April 8-9th in Islamabad and aims to empower development organizations in Pakistan.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
Instruments for improvement of Accountability and Governance in NGOsHumaneasy Consulting
This document discusses key areas for improving board accountability in non-governmental organizations (NGOs). It recommends that NGOs establish clear statutes, bylaws, and policies to define the roles and responsibilities of the board and avoid conflicts of interest. Regular board and executive director evaluations can help ensure mission fulfillment and sustainability. Annual board training keeps members informed and engaged in strategic planning. Together, these practices aim to strengthen governance, accountability, and long-term institutional development.
The CommunityYouthMapping (CYM) effort in Seminole County, Florida provided a 7-week summer leadership program for 48 high school youth aged 16-19. The youth canvassed all resources in the county, creating a comprehensive database of services, activities, and opportunities available. The purpose was to provide leadership opportunities for youth, identify any gaps in resources, and ensure services utilize a youth-guided approach. Once complete, the CYM database will allow analysis of resources and gaps by neighborhood to better serve Seminole families.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Un Habitat Working Group On Urban Children And Youth, Washington Dc Oct 7 09 Vs4Doug Ragan
The document summarizes a youth-led survey of 601 organizations from 52 developing countries. The survey was conducted to understand factors that influence youth-led organizations and gather data from applicants to the Opportunities Fund. Preliminary results show responses on organizational focus, funding levels, group benefits, funding sources, and extent of adult involvement in projects and management. Next steps include overcoming technological barriers, further data analysis, and disseminating results to inform programs and build youth capacity.
1. The document discusses how racial segregation and lack of access to opportunity impact life outcomes. Neighborhoods of concentrated poverty isolate people from quality schools, jobs, and other resources.
2. While some progress has been made since the 1968 Fair Housing Act, significant racial disparities in housing and access to opportunity remain. Communities of color disproportionately live in low-opportunity neighborhoods.
3. The presenter argues for a community of opportunity approach that connects all residents to quality schools, jobs, transportation and other resources in order to maximize human potential and economic competitiveness.
1) The Oakland Police Department collects stop data to analyze potentially biased policing behaviors and ensure stops are conducted fairly. During a recent 8-month period, African Americans comprised 62% of stops despite being a smaller portion of the population.
2) African Americans and Hispanics had higher search rates than other groups but recovery rates were consistent across races. Excluding searches incident to arrest, Hispanics had the highest recovery rate.
3) Compared to other races, African Americans received more felony arrests and field investigation reports from stops but the lowest percentage of citations. Ongoing review aims to identify any unexplained disparities.
The document discusses equity and access issues in India's Integrated Child Development Services (ICDS) program and proposes ways to address them. It notes that ICDS aims to protect children's rights to nutrition, health and learning. However, some groups face barriers in accessing ICDS services due to cultural, religious or household factors. To promote equity, ICDS must be universal and reach all children, with a focus on the most vulnerable populations. Gaps in both supply of services and community demand must be identified through discussions with local communities and analyses of coverage data. Prioritizing outreach and improving information sharing can help address exclusion and ensure ICDS benefits all children.
Social Determinants Health by Dr. Adewale TroutmanMaileen Hamto
1. Dr. Adewale Troutman presented on creating health equity and addressing social determinants of health such as socioeconomic status, racism, education, and the built environment.
2. He argued that achieving health equity requires addressing unfair health differences between social groups through social and political action rather than just focusing on individual behavior.
3. Some of the policies and strategies he proposed included improving daily living conditions in disadvantaged areas, enacting policies that promote social justice, and building a social movement for health equity.
EQUITY OF TRANSIT IN THE TWIN CITIES: A BENEFIT-BASED STUDY OF THE RACIAL EQU...Matthew Mueller
With many cities in the United States building new transit lines and expanding existing transit services there is no clear understanding of whom the new transit is being built to serve, whether the new services will be equitable to all racial and ethnic groups, and the impact it will have on potentially transit dependent populations. Through an analysis of the residential proximity to transit, the differences in the racial demographics served, and the frequency of transit service at each transit stop, this study focuses on understanding the unequal distribution of travel opportunity in the Twin Cities while re-framing the debate on transportation planning and the creation of new transit lines beyond an analysis of service areas and economic benefits into understanding benefit-based claims of racial and ethnic inequality. This study looks at the Twin Cities of Minneapolis and St. Paul, Minnesota where a significant investment in new transit services has occurred over the last several decades, as they built a new light rail and streetcar system, which is currently in the planning and construction phases for expansion. This study asks how equitable is the existing services towards all racial groups in the region, and whether the currently planned transit improvements represent a move towards equity. By conducting an analysis of the unequal distribution of travel opportunity in the Twin Cities we have been able to expand our understanding of the issues, and formulate specific recommendations to reduce both the benefit-based inequity as well as the procedural-based inequity found in the Twin Cities.
This document outlines core competencies for youth development practitioners in Milwaukee, Wisconsin. It is intended to strengthen the youth development workforce by providing a framework for knowledge, skills, and abilities. The competencies are organized into four domains: as resources to youth, as partners with families, as partners with schools and communities, and as partners with colleagues and organizations. They describe expectations at three levels - direct service, program supervision/management, and administration. The document also discusses guiding principles of cultural competency and youth leadership. Its goal is to improve program quality through professional development aligned with the competencies.
The document provides data and outcomes from DD (developmental disabilities) Councils for fiscal years 2008-2012. It includes numbers of people trained in self-advocacy and systems advocacy, programs and policies created, and members of the public and policymakers educated. Examples are given of Council activities promoting community living, employment, early intervention, and self-advocacy in different states. Budget justifications submitted to federal agencies cite Council impact and exceeding targets for individuals' independence and community integration.
Organizational culture refers to the shared norms, beliefs, and behaviors within an organization. Gender mainstreaming aims to ensure that both men and women have equal access to resources and benefits at all stages of development. It involves assessing policies and programs to address inequalities and ensure that both women and men benefit. Key principles of gender mainstreaming include analyzing gender issues, committing to equality, and establishing accountability mechanisms. All levels and individuals within an organization are responsible for mainstreaming gender.
The document announces a 2009 Youth Services Summit to be held in Washington DC from July 30-31, with optional pre-conference workshops on July 29. The summit will address implementing positive strategies to prepare today's youth for the future and promote youth development. Attendees will learn how to address youth needs, establish performance measures, obtain recovery act funding, and promote collaboration through public-private partnerships. Pre-conference workshops on July 29 will provide tools for securing recovery act funds and implementing performance-based grants management strategies.
The Baltimore Squeegee Collaborative brought together over 150 leaders over 4 months to develop recommendations to address squeegeeing. They reviewed past plans, learned from other cities like Atlanta, engaged the community, and developed a plan centered on equity. The plan focuses on support services, accountability, and governance/data to eliminate the need for squeegeeing by creating opportunities while ensuring public safety.
Robert Travis is an experienced organizational effectiveness consultant. He has over 25 years of experience consulting with organizations in the corporate, government, and nonprofit sectors. His areas of expertise include organization development, knowledge management, coaching, and facilitating workshops and training programs. He currently operates his own consulting firm, RST and Associates, based in Silver Spring, MD.
Robert Travis is an experienced organizational effectiveness consultant. He has over 25 years of experience consulting with organizations in the corporate, government, and nonprofit sectors. He specializes in areas like organizational analysis, strategic planning, team building, coaching, and workshop facilitation. His background includes roles managing branches and overseeing projects/teams. He holds a Master's degree in Organization Development and Knowledge Management and a Bachelor's degree in Psychology.
The North Star Initiative began in 2006 as a review of behavior support practices in Hamilton County Developmental Disabilities Services. It aimed to reduce aversive behavior plans and build positive relationships. Since then, North Star has grown and partnered with other agencies to promote positive behavior support through training, resources, and cultural change. Future plans include expanding training through additional Journey to the North Star sessions and training more staff as facilitators to spread the philosophy.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Andre Proctor (Programme director: Keystone) will share some examples of successful
Collective Impact initiatives and discuss the five conditions
of collective success that have emerged from this experience. We can do it too. Participants will apply some innovative tools to sketch out a possible Collective Impact solution to address a key social problem.
Charity Navigator Masterclass: Culture & Community BeaconOnBoard
This document summarizes a Charity Navigator masterclass session on understanding the Culture and Community beacon. It provides an overview of how Charity Navigator evaluates an organization's culture, community engagement, equity and feedback practices. Studies are presented showing the importance of these factors to donors and nonprofit effectiveness. The beacon criteria around how organizations listen to constituents, commit to equity and diversity are explained. The importance of the Culture and Community beacon in providing a holistic evaluation and informing donor decisions is highlighted. Participants are invited to ask questions in a Q&A session.
Gender mainstreaming is the process of assessing the implications of any planned policies and programs for women and men, and making women's as well as men's concerns and experiences an integral part of design, implementation, monitoring and evaluation. It aims to promote equality and narrow gender gaps. Gender mainstreaming should be applied in various contexts such as behavior, culture, and society to manifest its aspects fully. The legal framework in the Philippines that promotes gender equality includes the Magna Carta of Women and the Women in Development and Nation Building Act. Gender development aims for human fulfillment, provision of basic needs, and expansion of choices. A gender responsive approach involves citizens articulating concerns, asserting positions, contributing to community decisions, and motivating others
This document summarizes a study on organizational learning in non-profits. It finds that while non-profit leaders value knowledge sharing, there are three common barriers: a lack of clear learning goals, insufficient incentives for participation, and uncertainty around effective knowledge sharing processes. It provides examples of how organizations like KIPP charter schools, World Vision, and others are working to address these barriers through communities of practice, setting measurable learning goals, and integrating learning into everyday work.
This document provides an agenda and information for the 2009 Youth Services Summit taking place from July 29-31, 2009 in Washington, DC. The summit aims to promote youth development and advocacy by addressing the needs of today's youth. Participants will learn strategies to establish performance measures, obtain recovery act funding, and promote collaboration. The agenda includes keynote speeches, workshops on topics like the American Recovery and Reinvestment Act and grants management, and tracks on working with youth and advancing performance in youth programs. Sponsorship opportunities are also described for customizing trainings to address specific organizational challenges.
1. The document discusses how racial segregation and lack of access to opportunity impact life outcomes. Neighborhoods of concentrated poverty isolate people from quality schools, jobs, and other resources.
2. While some progress has been made since the 1968 Fair Housing Act, significant racial disparities in housing and access to opportunity remain. Communities of color disproportionately live in low-opportunity neighborhoods.
3. The presenter argues for a community of opportunity approach that connects all residents to quality schools, jobs, transportation and other resources in order to maximize human potential and economic competitiveness.
1) The Oakland Police Department collects stop data to analyze potentially biased policing behaviors and ensure stops are conducted fairly. During a recent 8-month period, African Americans comprised 62% of stops despite being a smaller portion of the population.
2) African Americans and Hispanics had higher search rates than other groups but recovery rates were consistent across races. Excluding searches incident to arrest, Hispanics had the highest recovery rate.
3) Compared to other races, African Americans received more felony arrests and field investigation reports from stops but the lowest percentage of citations. Ongoing review aims to identify any unexplained disparities.
The document discusses equity and access issues in India's Integrated Child Development Services (ICDS) program and proposes ways to address them. It notes that ICDS aims to protect children's rights to nutrition, health and learning. However, some groups face barriers in accessing ICDS services due to cultural, religious or household factors. To promote equity, ICDS must be universal and reach all children, with a focus on the most vulnerable populations. Gaps in both supply of services and community demand must be identified through discussions with local communities and analyses of coverage data. Prioritizing outreach and improving information sharing can help address exclusion and ensure ICDS benefits all children.
Social Determinants Health by Dr. Adewale TroutmanMaileen Hamto
1. Dr. Adewale Troutman presented on creating health equity and addressing social determinants of health such as socioeconomic status, racism, education, and the built environment.
2. He argued that achieving health equity requires addressing unfair health differences between social groups through social and political action rather than just focusing on individual behavior.
3. Some of the policies and strategies he proposed included improving daily living conditions in disadvantaged areas, enacting policies that promote social justice, and building a social movement for health equity.
EQUITY OF TRANSIT IN THE TWIN CITIES: A BENEFIT-BASED STUDY OF THE RACIAL EQU...Matthew Mueller
With many cities in the United States building new transit lines and expanding existing transit services there is no clear understanding of whom the new transit is being built to serve, whether the new services will be equitable to all racial and ethnic groups, and the impact it will have on potentially transit dependent populations. Through an analysis of the residential proximity to transit, the differences in the racial demographics served, and the frequency of transit service at each transit stop, this study focuses on understanding the unequal distribution of travel opportunity in the Twin Cities while re-framing the debate on transportation planning and the creation of new transit lines beyond an analysis of service areas and economic benefits into understanding benefit-based claims of racial and ethnic inequality. This study looks at the Twin Cities of Minneapolis and St. Paul, Minnesota where a significant investment in new transit services has occurred over the last several decades, as they built a new light rail and streetcar system, which is currently in the planning and construction phases for expansion. This study asks how equitable is the existing services towards all racial groups in the region, and whether the currently planned transit improvements represent a move towards equity. By conducting an analysis of the unequal distribution of travel opportunity in the Twin Cities we have been able to expand our understanding of the issues, and formulate specific recommendations to reduce both the benefit-based inequity as well as the procedural-based inequity found in the Twin Cities.
This document outlines core competencies for youth development practitioners in Milwaukee, Wisconsin. It is intended to strengthen the youth development workforce by providing a framework for knowledge, skills, and abilities. The competencies are organized into four domains: as resources to youth, as partners with families, as partners with schools and communities, and as partners with colleagues and organizations. They describe expectations at three levels - direct service, program supervision/management, and administration. The document also discusses guiding principles of cultural competency and youth leadership. Its goal is to improve program quality through professional development aligned with the competencies.
The document provides data and outcomes from DD (developmental disabilities) Councils for fiscal years 2008-2012. It includes numbers of people trained in self-advocacy and systems advocacy, programs and policies created, and members of the public and policymakers educated. Examples are given of Council activities promoting community living, employment, early intervention, and self-advocacy in different states. Budget justifications submitted to federal agencies cite Council impact and exceeding targets for individuals' independence and community integration.
Organizational culture refers to the shared norms, beliefs, and behaviors within an organization. Gender mainstreaming aims to ensure that both men and women have equal access to resources and benefits at all stages of development. It involves assessing policies and programs to address inequalities and ensure that both women and men benefit. Key principles of gender mainstreaming include analyzing gender issues, committing to equality, and establishing accountability mechanisms. All levels and individuals within an organization are responsible for mainstreaming gender.
The document announces a 2009 Youth Services Summit to be held in Washington DC from July 30-31, with optional pre-conference workshops on July 29. The summit will address implementing positive strategies to prepare today's youth for the future and promote youth development. Attendees will learn how to address youth needs, establish performance measures, obtain recovery act funding, and promote collaboration through public-private partnerships. Pre-conference workshops on July 29 will provide tools for securing recovery act funds and implementing performance-based grants management strategies.
The Baltimore Squeegee Collaborative brought together over 150 leaders over 4 months to develop recommendations to address squeegeeing. They reviewed past plans, learned from other cities like Atlanta, engaged the community, and developed a plan centered on equity. The plan focuses on support services, accountability, and governance/data to eliminate the need for squeegeeing by creating opportunities while ensuring public safety.
Robert Travis is an experienced organizational effectiveness consultant. He has over 25 years of experience consulting with organizations in the corporate, government, and nonprofit sectors. His areas of expertise include organization development, knowledge management, coaching, and facilitating workshops and training programs. He currently operates his own consulting firm, RST and Associates, based in Silver Spring, MD.
Robert Travis is an experienced organizational effectiveness consultant. He has over 25 years of experience consulting with organizations in the corporate, government, and nonprofit sectors. He specializes in areas like organizational analysis, strategic planning, team building, coaching, and workshop facilitation. His background includes roles managing branches and overseeing projects/teams. He holds a Master's degree in Organization Development and Knowledge Management and a Bachelor's degree in Psychology.
The North Star Initiative began in 2006 as a review of behavior support practices in Hamilton County Developmental Disabilities Services. It aimed to reduce aversive behavior plans and build positive relationships. Since then, North Star has grown and partnered with other agencies to promote positive behavior support through training, resources, and cultural change. Future plans include expanding training through additional Journey to the North Star sessions and training more staff as facilitators to spread the philosophy.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Andre Proctor (Programme director: Keystone) will share some examples of successful
Collective Impact initiatives and discuss the five conditions
of collective success that have emerged from this experience. We can do it too. Participants will apply some innovative tools to sketch out a possible Collective Impact solution to address a key social problem.
Charity Navigator Masterclass: Culture & Community BeaconOnBoard
This document summarizes a Charity Navigator masterclass session on understanding the Culture and Community beacon. It provides an overview of how Charity Navigator evaluates an organization's culture, community engagement, equity and feedback practices. Studies are presented showing the importance of these factors to donors and nonprofit effectiveness. The beacon criteria around how organizations listen to constituents, commit to equity and diversity are explained. The importance of the Culture and Community beacon in providing a holistic evaluation and informing donor decisions is highlighted. Participants are invited to ask questions in a Q&A session.
Gender mainstreaming is the process of assessing the implications of any planned policies and programs for women and men, and making women's as well as men's concerns and experiences an integral part of design, implementation, monitoring and evaluation. It aims to promote equality and narrow gender gaps. Gender mainstreaming should be applied in various contexts such as behavior, culture, and society to manifest its aspects fully. The legal framework in the Philippines that promotes gender equality includes the Magna Carta of Women and the Women in Development and Nation Building Act. Gender development aims for human fulfillment, provision of basic needs, and expansion of choices. A gender responsive approach involves citizens articulating concerns, asserting positions, contributing to community decisions, and motivating others
This document summarizes a study on organizational learning in non-profits. It finds that while non-profit leaders value knowledge sharing, there are three common barriers: a lack of clear learning goals, insufficient incentives for participation, and uncertainty around effective knowledge sharing processes. It provides examples of how organizations like KIPP charter schools, World Vision, and others are working to address these barriers through communities of practice, setting measurable learning goals, and integrating learning into everyday work.
This document provides an agenda and information for the 2009 Youth Services Summit taking place from July 29-31, 2009 in Washington, DC. The summit aims to promote youth development and advocacy by addressing the needs of today's youth. Participants will learn strategies to establish performance measures, obtain recovery act funding, and promote collaboration. The agenda includes keynote speeches, workshops on topics like the American Recovery and Reinvestment Act and grants management, and tracks on working with youth and advancing performance in youth programs. Sponsorship opportunities are also described for customizing trainings to address specific organizational challenges.
This report presents findings from surveys of social enterprises conducted in Bangladesh, Ghana, India, and Pakistan. A total of 1,026 organizations were surveyed, of which 633 met the definition of a social enterprise. The study aims to provide an initial estimate of the size and scale of the social enterprise sector in each country. It also assesses existing policies supporting social enterprises and the extent to which higher education provides social enterprise education, to serve as a baseline for the British Council's impact evaluation and tracking sector growth over time. The authors acknowledge limitations given the nascent stage of social enterprises in most countries, but hope this work provides a better understanding and allows others to build on in the future.
The document summarizes an upcoming one-day forum on at-risk youth hosted by The Performance Institute. The forum will provide attendees with information and strategies to improve youth programs and ensure the successful transition of at-risk youth into adulthood. The agenda includes sessions on youth development research, mentoring programs, engaging at-risk youth, and forging public-private partnerships. Attendees will also learn how to create effective performance measurement systems to increase positive youth outcomes. The event aims to help organizations better serve at-risk youth through leadership development, partnership collaboration, and improved performance evaluation of youth programs.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Career development through the lens of positive youth developmentcdpindiana
The document discusses core competencies for youth workers, which provide a framework for competent child and youth work. It outlines five core competency areas: child & youth development, families & communities, program environments, program content/curriculum, and professionalism. Within each area are specific competencies youth workers should demonstrate through their knowledge, skills, attributes, and abilities. Core competencies are important for developing training, evaluating performance, and validating the field of youth work as a profession. The Indiana Youth Worker Core Competencies were developed through statewide collaboration to address the need for well-trained practitioners and define the profession.
Identification and advocating for scaling partners: Integrating rights and li...ILRI
Presented by Elizabeth Waithanji at the "Expanding Livelihood Opportunities for Poor Households Initiative in East Africa (ELOPHI)" Sharing Forum at the Crown Plaza Hotel Nairobi, 20 August 2013
The Oakland Achieves Partnership brings together community organizations with a deep commitment to public education to share expertise and resources to remove barriers to school success, expand educational opportunities, and help all learners to excel from their earliest years through adulthood.
In this second annual report on student progress in Oakland, we examine how well public education outcomes match the great potential of our children. Click here to download the report.
The report reviews a full range of data on Oakland student outcomes from cradle to career. Wherever possible, it includes data from district-operated schools and charter schools. We have added several new indicators since last year, including kindergarten readiness and Financial Aid Form completion.
Oakland Reads 2020 is a citywide initiative focused on increasing the percentage of third graders reading at grade level from 42% to 85% by 2020. This baseline report examines reading proficiency and factors that contribute to it (school readiness, attendance, summer learning, family engagement) from 2010-2013 in Oakland Unified School District. The report found that nearly two-thirds of third graders are below grade level in reading and there are significant disparities by race/ethnicity. It also highlights work already underway in the district and community to address these issues. The report aims to inform future efforts to meet the initiative's goal.
This document provides an overview of Alameda County's governance structure, demographics, economics, and legislative priorities for 2014. It outlines the county's board of supervisors and county administrator, and summarizes the population, race/ethnicity, unemployment rate, and median home values for the county's cities and unincorporated areas. The document then lists the county's legislative positions and principles before detailing its state, federal, and local legislative priorities across policy areas including human services, health, public safety, and the environment.
The Oakland City Council tentatively chose one redistricting plan, Map #26, to reshape the city's voting districts, pending further public hearings and a final vote. Map #26 was a compromise that kept intact several neighborhoods and incorporated elements of other proposed maps. It combined the Maxwell Park neighborhood into one district and switched the Cleveland Heights neighborhood into the same district as its adjacent areas. The chief changes were aimed at keeping distinct neighborhoods unified rather than divided between multiple districts. Two more public hearings will be held on the proposed new district boundaries before a final council vote is expected in December.
This document discusses how stores influence community health through the products they sell and promote. It finds that marketing of unhealthy products like tobacco, alcohol, and sugary foods negatively impacts public health, especially for children and low-income communities. A recent scientific survey of over 7,000 stores in California found high rates of tobacco and alcohol advertising and availability of flavored tobacco products. Few stores offered healthy options like fresh produce. The campaign aims to improve store environments and educate the public on how marketing influences consumption habits.
The document discusses open data in Alameda County. It defines open data as making public data available to the public in accessible, machine-readable formats. The benefits of open data include innovation, more efficient government services, improved data sharing between agencies, and greater transparency. It recommends Alameda County create a central open data portal, guidelines for publishing datasets, and engage with civic hackers and developers to build apps that use open data. The county is working with outside groups to launch a site called InfoAlamedaCounty.org to publish and visualize open data.
The Youth Reentry Planning Process (YRPP) was a collaborative effort between the Alameda County Health Care Services Agency (HCSA), The alameda County probation Department, the Associated Community Action Program (ACAP), and several community agencies and stakeholders in 2009-2010. The work was undertaken pursuant to a grant agreement with the Department of Labor under the terms of the Employment and Training Administration Youth Offender Planning Grant received by Alameda County in 2009.
The document outlines a collaborative and effective juvenile reentry plan for Alameda County from 2010 to 2015. The plan's main outcome is to create a coordinated juvenile justice system focused on successful reentry through detention, transition, and community reintegration programs to reduce recidivism. Specific objectives, strategies, activities, and performance measures are outlined to achieve this over annual and five-year periods with support from community resources and partnerships.
The Urban Strategies Council aims to reduce persistent poverty in Oakland through community initiatives. Poverty is a serious problem in Oakland, with over one-quarter of residents living below the poverty level, including over half of children under age 6. Three out of four poor children are Black and live in neighborhoods where over half of children live in poverty. Many poor children live in female-headed families, and face disadvantages like low birthweight, poor education, lack of job skills, and teen pregnancy that perpetuate the cycle of poverty across generations.
Funding community school initiatives is one of the most difficult components of the planning, implementation and scaling up process. This content area highlights how community schools identify revenue streams, allocate resources, and leverage revenue streams to sustain successful community school initiatives. It also explores sources of federal, state and local funding that align with various community school components and have the potential to be leveraged for specific programs and services.
Family and community engagement consists of reciprocal interactions between schools, families, and the community, working together to create networks of shared responsibility for student success. At community schools, community and family engagement creates shared accountability and a more participatory decision-making process. This content area explores how families and communities are mobilized around community schools, how family and community engagement operates at school sites, and challenges and promising practices for family and community engagement.
Reviewing community school evaluations helps those interested in or planning community school initiatives understand the successes, challenges and limitations of the community school strategy. This content area explores the methods and models used by community schools to conduct their evaluations, as well as each initiative’s outcomes and alignment with its vision. The information highlighted in this section includes the methodology, indicators of success, findings, trends, challenges and promising practices revealed in community school evaluations.
Equity is a concept implicit in community schools; however, most community schools do not explicitly use an equity framework to undergird the strategy. This section examines equity frameworks and tools that have been applied to or can be adapted to the community school strategy. The information in this section discusses applying an equity framework to community schools to document and address disparities and identify underserved populations.
This document provides a literature review on data collection and analysis at community schools. It discusses that community schools aim to address academic, health, social, and emotional outcomes both short and long-term. Common data collection methods identified include using existing data systems, surveys, and focus groups. Short-term indicators commonly measured include attendance, family engagement, and partnerships. Long-term indicators include academic achievement, health, employment, and crime rates. The most comprehensive data analysis framework suggested involves developing a logic model and collecting and analyzing data to answer evaluation questions.
The document provides a literature review on collaborative leadership structures for community schools. It discusses three key aspects: 1) The infrastructure of collaborative leadership typically involves community leaders, on-the-ground leaders, and intermediary organizations. 2) Collaborative leadership operates through interagency convenings to assess needs and make decisions. Site-level advisory committees also connect schools to communities. 3) Creating collaborative leadership involves building shared visions and accountability systems. Data sharing is highlighted as important for collaborative success and strengthening partnerships. Challenges include managing diverse stakeholder interests, which intermediaries can help with. Promising practices include shared visions, problem-solving processes, accountability, and data use.
The community school strategy is a set of partnerships that organizes community resources and builds community-school partnerships to support thriving students while building stronger families and healthier communities. This section provides an introduction to the unique characteristics of community schools and how these components address the underlying factors affecting academic outcomes and other crucial measures of student success. The section addresses questions around the structure, programs, services and core elements of a community school and community school district.
This section explores budget tools that aid the process of identifying resources, funding gaps, projected costs and fiscal mapping for community schools and related initiatives. The information underscored in this content area includes the purpose, use, and promising practices for budgeting.
Assessment tools measure outcomes linked to the effectiveness of community school programs, services, and structure. This content area includes assessment tools used to measure outcomes, and explores the purpose of each tool and how they can be applied to the community school strategy.
Sustaining and scaling up community school initiatives ensures that the community school strategy will leave a lasting impact on the youth, families and communities that it aims to serve and empower. This section explores community school sustainability plans, partnership development, and the strategic leveraging of resources for the future.
1. GRANTMAKERS FOR EDUCATION
URBAN EDUCATION STUDY TOUR: Exploring
Grantmaking Strategies for Improving Urban
Education in El Paso, Newark and Oakland
The Power of Data to Address
Inequities: The Case of Oakland’s
African American Male Achievement
Initiative
Presentation by: Junious Williams, CEO
Urban Strategies Council
www.urbanstrategies.org
2. OVERVIEW
• About Urban Strategies Council
• Context and Framework for Boys and Men of
Color (BMoC) and African American Male
Achievement Initiative (AAMAI)
• Approach to Equity Work
• Approach to AAMAI Work
• Suspension Example
3. Urban Strategies Council Mission
Work with partners to eliminate
persistent poverty by building
vibrant, healthy communities.
3
4. Urban Strategies Council…
is a social impact organization
using tools of research, policy,
collaboration, innovation and
advocacy to achieve equity and
social justice.
4
5. EMERGING FIELD AND MOVEMENT
Growing recognition of the importance of
improving outcomes for boys and men of color
and, especially, African American boys and men:
economic survival and prosperity depends on
their success
Increasing public sector, philanthropic and
community interest and commitment to improving
opportunities and outcomes
Emerging “bright spots” demonstrating that we
can change the odds
5
6. National Efforts for Boys and Men of
Color
Black Male Achievement Leadership & Sustainability
Institute (LSI)- Open Society Foundation, PolicyLink &
Root Cause
http://leadershipandsustainabilityinstitute.com/
Campaign for Black Male Achievement- Open Society
Institute
http://www.opensocietyfoundations.org/topics/black-
male-achievement
2025 Campaign for Black Men and Boys- The Ford
Foundation, The Twenty First Century Foundation, the
National Urban League & others
http://www.2025bmb.org/
6
7. National Efforts for Boys and Men of
Color
City Leadership to Promote Black Male Achievement-
National League of Cities
http://www.nlc.org/find-city-solutions/institute-for-youth-
education-and-families/at-risk-youth/city-leadership-to-
promote-black-male-achievement
Schott Foundation Black Male Initiative- The Schott
Foundation for Public Education
http://www.schottfoundation.org/funds/black-male-initiative
White House Initiative on Educational Excellence for
African Americans- Executive Order from President
Obama
http://www.whitehouse.gov/the-press-
office/2012/07/26/executive-order-white-house-initiative-
educational-excellence-african-am
7
8. Boys and Men of Color Initiative
Improved life
outcomes for
Organizing and
Communications boys and men
Leadership
Programs &
Change the narrative Development of color in:
Tools and build public will Health
Build capacity and Ensure that those most
produce results affected demand and lead
change Education
Research
Public Systems Advocacy Employment
Change Implement & Data
Analyze the & Wealth
policies, practices &
investments for positive issues,
change measure need
Resear & assess impact Youth
ch
Developme
nt
Collaboration
Public
Safety &
Justice
9. includes change agents from across the state of California who
are committed to improving the life chances of California’s
boys and young men of color.
http://www.allianceforbmoc.org/
Statewide Partners
Regional Conveners
Oakland Fresno LA
9
10. Assembly Select Committee on the Status of
Boys and Men of Color in California
Alliance members partnered with the Committee
to organize hearings in Sacramento, Oakland,
Fresno, Los Angeles, and Coachella Valley and
to solicit recommendations from a diverse cross
section of stakeholders.
The Committee's draft action plan, which
includes 65 practical and scalable
recommendations can be found here:
http://www.allianceforbmoc.org/
10
11. PARTNERSHIPS: KEY INGREDIENT
Work was borne out of a partnership between school
district, EBCF and nonprofit organizations
CBOs & EBCF brought reputation and credibility in
community; OUSD brought commitment
CBO Role of Critical Friend
Required trust
Platform for the other partnerships necessary to
realize the vision for a full service community school
district (commitment to FSCS as vehicles for equity)
11
12. OUR APPROACH TO EQUITY
DATA : Democratizing data-advocating for open
public data and creating tools to support use
(www.InfoAlamedaCounty.org)
SYSTEMS CHANGE: focus on policy, practice and
programs that work and embed them in the
organizational structure
EQUITY FRAMEWORK: develop a data-driven
equity framework for operationalizing equity
http://www.urbanstrategies.org/equity/
12
13. OUR APPROACH TO AAMAI
Building a system for equity, beginning with AA
males
Establish goals and targets for achieving equity-
work on goals, indicators and targets for the seven
areas identified by the superintendent for the AAMAI
Use data not only to describe the extent of the
problem, but to develop an understanding that yields
insights into policy, practice and programs to
address the disparities
Use existing research, lessons from other locales
to inform the selection of strategies; e.g., risk and
resiliency factors, predictive analytics
13
14. SUSPENSION EXAMPLE
We began with a detailed analysis of the patterns of
suspensions in the district including the problem over
time, how it impacted students at different grade
levels, the reasons for suspensions and how multiple
suspensions impacted AA male students
Policy analysis: examination of state laws, board
policies, teacher contracts, administrative regulations
Literature review: especially around causation and
effective interventions elsewhere
14
15. CHALLENGES AHEAD
Evaluation
Documentation and Model Development
Communications and Public Will
Building Infra-structure to embed equity
Scaling and Sustainability
15
16. FOR MORE INFORMATION
Urban Strategies Council
http://www.urbanstrategies.org/
BMoC http://www.urbanstrategies.org/bmoc/
AAMAI
http://www.urbanstrategies.org/programs/schools/AA
MAI.php
Equity Framework
http://www.urbanstrategies.org/equity
Full Service Community Schools
http://www.urbanstrategies.org/fscs
InfoAlamedaCounty
http://www.infoalamedacounty.org/
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Editor's Notes
Who we are:a social impact organization using the tools of research, policy, collaboration, innovation, and advocacy to achieve equity and social justice.Our mission: to eliminate persistent poverty by working with partners to transform low-income neighborhoods into vibrant, healthy communities.
Who we are:a social impact organization using the tools of research, policy, collaboration, innovation, and advocacy to achieve equity and social justice.Our mission: to eliminate persistent poverty by working with partners to transform low-income neighborhoods into vibrant, healthy communities.
to form the AAMAI and to place staff, employed by the nonprofit organizations, within the school district administrative structureto be in partnership with the district and its staff; to voice support when the efforts and directions merit it, but to be critical when called for as well1) data- since we have had access to individual student records, although masked with proxy id numbers; 2) holding confidences regarding internal dynamics.