Evaluation of the Community Leadership Project 2.0

Social Policy Research Associates (SPR), the contracted evaluator for CLP, began work partway through the first phase of CLP and has continued its role for CLP 2.0. SPR's overall goals for the evaluation are to: (1) inform improvements in CLP 2.0 implementation; (2) share lessons with the philanthropic field on effective capacity-building strategies for small organizations working in low-income communities and communities of color; and (3) assess the impact of CLP 2.0 on community grantees. This report focuses specifically on the launching of CLP 2.0 and on community grantees' characteristics and capacity levels at baseline

Mapping an Emerging National Health Equity Network

Since 2007, the W.K. Kellogg Foundation has invested more than $20 million to support development of health equity collaboration within and across AA and NHPI communities throughout the nation. As a result of this investment – in partnership with the Asian Pacific Islander Health Forum (APIAHF) and Social Policy Research Associates (SPR) – significant learning has already been surfaced focusing on the unique opportunities and challenges of building health equity collaboratives within the AA and NHPI population.In 2013, the Kellogg Foundation commissioned SPR to expand a social network analysis of a closed group of APIAHF-funded grantees, to a broader national network of organizations working to advance the health and well-being of AA and NHPI communities. Through this expanded focus, the hope was to shed light on how this rapidly growing racial group is currently organized to advance health equity, as well as inform opportunities for strengthening this emerging movement of leaders from around the country

Advancing Culturally Responsive Evaluations for Boys and Men of Color

The field of culturally responsive evaluations (CRE) and comprehensive efforts to improve outcomes for boys and men of color (BMOC) are in their infancy. Yet attention to the development of the knowledge base and expansion of practice is needed due to the groundswell of interest in both areas in recent years. For instance, in 2014, President Obama established the My Brother's Keeper (MBK) Task Force. MBK is a coordinated federal effort with private philanthropic organizations and communities to address persistent opportunity gaps faced by BMOC and to ensure that all young people can reach their full potential. While BMOCs are the targets of many social programs and interventions, a dearth of high-quality culturally responsive evaluations exist on the effectiveness of various gender- and population-specific approaches for BMOCs to achieve measurable results

Evaluation of the Community Leadership Project 2.0: Midpoint Report

The Community Leadership Project (CLP) is a collaborative effort between the David and Lucile Packard Foundation, the James Irvine Foundation, and the William and Flora Hewlett Foundation to build the capacity of small, community-based organizations (community grantees) serving lowincome people and communities of color in the San Francisco Bay Area, the Central Coast, and the San Joaquin Valley regions of California. Now in its second phase, CLP 2.0 is specifically investing in increasing the sustainability of nearly 60 community-based organizations by focusing on common outcomes in three areas: resilient leadership, adaptive capacity, and financial stability. CLP 2.0 is characterized by integrated and intensive support for community grantees in the form of multi-year general operating support, selfdirected capacity building, coaching and mentoring, and a structured menu of leadership development and technical assistance options. These supports and opportunities are provided through partnerships with five regranting intermediaries and five technical assistance (TA)/leadership intermediaries

Building Capacity Through a Regranting Strategy: Promising Approaches and Emerging Outcomes

This is an evaluation report on the Community Leadership Project (CLP) in which 27 well-established intermediary organizations--community foundations, grantmaking public charities, and funder affinity groups--regrant to smaller organizations to provide financial support and tailored organizational assistance and coaching to small to mid-size organizations; technical assistance; and leadership development.The evaluation is interested in understanding not only the impact of CLP on leaders, organizations, intermediaries, and foundation partners, but also the key lessons on: (1) reaching and providing capacity-building supports to organizations and leaders serving low-income communities and communities of color; (2) characteristics of effective, culturally relevant, and community-responsive capacity building; and (3) which kinds of capacity-building supports are most effective for small and mid-sized organizations serving low-income communities and communitiesof color

California Census 2020 Statewide Funders Initiative Final Evaluation Report

The 2020 census was among the most fraught in recent history, with threats to a fair and complete count posed by the global pandemic and the federal administration's attempt to limit the inclusion of immigrants. Fortunately, funders and other stakeholders built on the lessons of census 2010, and the California Census 2020 Statewide Funders Initiative coordinated investments with the state to maximize the number of Californians counted. This report documents learnings from the California Census 2020 Statewide Funders Initiative

Toward Health Equity for Asian American, Native Hawaiian, and Pacific Islanders: The Health Through Action Model

· Since 2009, the W.K. Kellogg Foundation has invested over $100 million to foster racial healing and eliminate policies, practices, attitudes, and cultural messages that reinforce differing outcomes by race. · Health Through Action represented an unprecedented level of investment targeting AA and NHPIs. Embedded within the WKKF racial equity portfolio, it was the first time a private-sector foundation joined forces with a national AA and NHPI organization to acknowledge and address health disparities facing this population. · HTA provided direct grants to seven AA and NHPI collaboratives and 11 AA and NHPI anchor organizations around the country to advance programmatic and advocacy health equity goals. Beyond these core grants, APIAHF flexibly directed additional resources toward a gamut of support that included national or regional trainings; customized technical assistance, tools and resources; and informal advice and coaching. · Just four years later HTA partners were reporting meaningful progress toward increased community capacity to address AA and NHPI health disparities, with a couple of grantees rating gains made over the past four years as starting to “transform” local systems of care for AA and NHPIs