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What happens when cultural organizations and artists/creatives receive early investment to stretch their practices and work in new ways when developing new work? This report documents the lessons learned from the first four years (2014-2017) of projects supported by Oregon Community Foundation's (OCF) Creative Heights Initiative. We hope that insights gained from these projects will build the capacity and confidence of other artists, creatives, and non-profits looking to stretch their creative practice, and encourage support for promising new work.
Connecting for Success (CFS) is a four-year initiative funded by the Hawai'i Community Foundation and 14 donor partners. It is currently in its fourth year. From 2013-2016, 10 middle schools and five community partners served students identified to be at risk of very low levels of academic achievement. In the fourth year of the initiative, eight middle schools participated. CFS provides academic and enrichment supports, as well as interventions designed to improve attendance and behavior. Through increasing academic achievement and their connection to school, CFS programming is designed to make it more likely that participating youth will transition successfully to high school, stay on the path to graduate from high school, and ultimately succeed in college, career, and the community.
This report evaluates the three-year effort to apply a network approach to improving services and systems for family homelessness in Hawaii. From 2014-2017 Hawaii Community Foundation funded HousingASAP, a group of eight homeless family service provider organizations who committed to a two‐year network plan aimed at moving more homeless families into permanent housing.
This report is a summary of interim findings from the ongoing evaluation of the K-12 Student Success: Out-of-School Time Initiative.
This report shares interim findings from the ongoing evaluation of the K-12 Student Success: Out-of-School Time Initiative.
Immigration Impact Report: Advancing Innovative Philanthropic Solutions to Our Region's Most Challenging ProblemsDecember 1, 2016
More than one third of the 2.5 million residents of San Mateo and Santa Clara counties are immigrants, and almost two thirds of those younger than 18 are children of immigrants. Immigrant entrepreneurs have contributed considerably to innovation and job creation in Silicon Valley, and nearly half of its workforce is foreign-born. However, more than twice as many immigrant and refugee families in Silicon Valley are living in poverty (7.8 percent) as compared to the general population (3.8 percent). These immigrants are not only challenged by the high cost of living in Silicon Valley but also by language, educational and legal barriers that make it difficult for them to access economic opportunities and participate fully in society. The Silicon Valley Community Foundation's impact evaluation report assesses its immigration strategy, and details its strategic investments in programs that strengthen the legal services infrastructure to ensure the provision of affordable and reliable legal services for immigrants; Vocational English and English as a Second Language courses to ensure greater economic advancement by immigrants; and encouraged coordination and best practices among community colleges, adult education schools, and community-based organizations.
This year we are pleased to present specific data for each Challenge Scholars class cohort. Thanks to a data-sharing agreement with Grand Rapids Public Schools, we can now show you how Challenge Scholars students are doing relative to the requirements for the four-year scholarship.
In 2008, the Fund for Women & Girls of Fairfield County's Community Foundation created the Family Economic Security Program (FESP). The goal of the program is to assist low- and moderate-income working students – particularly women who are single parents – in securing postsecondary educational degrees that can lead to careers offering family-sustaining wages and benefits.This paper reviews the research that prompted the original design of FESP; examines the results of the initial pilot demonstration at one community college; and highlights current efforts to test an expanded, enhanced version of the FESP initiative at a second community college in Fairfield County. The paper also discusses the broader local and national context within which these efforts have been occurring.
The purpose of the Malin Burnham Center for Civic Engagement at The San Diego Foundation is to bring community together to learn and discuss social challenges and opportunities by facilitating dialogue and collaborative action to create a vibrant San Diego region.The San Diego Foundation maximizes the impact of charitable giving to enact positive social change in the region. We champion civic engagement and embrace it as a core value of our organization.The Center was founded by Malin Burnham, a respected civic leader, admired philanthropist and visionary thought leader for San Diego.
Evaluation of the California Community Foundation's BLOOM Initiative Year Three Evaluation Report, 2014-2015December 1, 2015
The Building a Lifetime of Options and Opportunities for Men (BLOOM) Initiative was designed with the goal of redirecting Black male youth, ages 14-18-years-old involved with the Los Angeles County probation system, toward improved educational and employment opportunities and outcomes. Through strategic partnerships with three community-based organizations, the BLOOM Initiative seeks to redirect the paths of probation-involved young Black men, away from adult incarceration and towards meaningful education and employment opportunities. Utilizing a process and outcomes-focused evaluation, this report documents the successful progression of BLOOM youth participants, highlighting the development of a holistic model and best practices for serving probation-involved youth. Specifically, through two focus groups and depth interviews with 10 participants, BLOOM youth describe their experience with BLOOM partner organizations as having a deep and profound impact on their lives. The sum total of the data captures a comprehensive look of where the BLOOM program is after year three.
Supporting and Enhancing the Lives of Our Aging Population: Evaluation of Our Aging Society Program 2011-2013October 1, 2015
The San Diego Foundation contracted with Harder+Company in 2013 to perform an evaluation of the Our Aging Society program 2011 – 2013. This evaluation analyzes programmatic final reports from grantees (organizations) for the 2011 and 2012 program years, along with a survey conducted in 2013 by Harder+Company with program participants (seniors participating in these programs). The following themes emerged.Increased social connections. Many older adults have difficulty developing and maintaining connections due to lack of social opportunities and decreased mobility. Participants reported that this program helped them meet with more friends and family members, and that they more frequently participated in social activities during and after participating in the Our Aging Society program.Decreased isolation. Our Aging Society participants reported feeling less isolated, left out, or lacking companionship after they participated in the program.Improved physical and mental health. Retrospectively, participants generally self-reported improved physical health after Our Aging Society program participation. They also reported fewer incidents of negative mental health symptoms such as loss of appetite, restless sleep and the inability to get going.
The Building Evaluation Capacity (BEC) program was initiated in the fall of 2006 by the Hartford Foundation for Public Giving's Nonprofit Support Program (NSP). It was designed to give participating organizations the knowledge, skills and tools to evaluate, improve and communicate about their work. The Class of 2015 is the fourth group of Hartford‐area nonprofit organizations to participate. BEC is a multi‐year program that includes evaluation capacity development for selected organizations and ongoing study for participating organizations that have completed the initial evaluation capacity building work. The evaluation capacity building training operates in two phases (phase I = initial training and evaluation project design, phase II = project implementation and continued training). Each phase is designed to provide comprehensive, long‐term training and coaching to increase both evaluation capacity and organization‐wide use of evaluative thinking for participating organizations.