The Racial Equity Anchor Collaborative (hereafter referred to as “the Collaborative”) is composed of nine national racial justice organizations: Advancement Project (AP), Asian & Pacific Islander American Health Forum (APIAHF), Demos, Faith in Action (FIA), National Association for the Advancement of Colored People (NAACP), National Congress of American Indians (NCAI), National Urban League (NUL), Race Forward (RF), and USS (hereafter referred to as the “Anchors”). In 2016, the W.K. Kellogg Foundation (WKKF) asked the Collaborative to design, develop, and implement an initiative the Anchors could collectively work on to develop and strengthen cross-racial collaboration to advance racial equity locally and nationally. The resulting initiative, “Forging Racial Equity Through Policy Advancement, Data-Informed Civic Engagement, and Message Development Initiative” uses the Anchors’ expertise, influence, and networks to: 1) fund and conduct research on the beliefs, challenges, and behaviors of people of color to develop, test, and disseminate multiracial messaging to encourage increased civic participation of people of color; 2) use research findings to inform cross-racial efforts to increase civic participation of people of color and to build cross-racial partnerships and networks; and, 3) use cross-racial partnerships and networks to advocate locally and nationally for policies that advance racial equity.
Community Science is working with UnidosUS (UUS), the fiscal agent for the Collaborative, to conduct a process and outcome evaluation the joint initiative’s use of tailored, activating messages; data-driven civic engagement; and policy advocacy to (a) advance racial equity at local and national levels via voter registration and mobilization in cities across six states (Ohio, Pennsylvania, Florida, Michigan, Minneapolis and Nevada) and encouraging participation in the 2020 census in cities in Florida and Michigan and (b) build and strengthen the capacity of the Collaborative and local cross-racial partnerships and networks to implement future initiatives aimed at advancing racial equity. Evaluation activities include (a) an in-depth document review; (b) a systematic analysis and summary of existing primary quantitative data, including social media analytics and Anchor reported outreach and voter registration data; (c)review of secondary voter registration and participation data; (d) one-on-one in-depth interviews with Anchor staff and local partners. An interim evaluation report was completed in July 2019 and the final evaluation report will be completed in summer of 2020 . (2019-2020)
The W.K. Kellogg Foundation (WKKF) funds place-based initiatives in East Biloxi, Jackson, and Sunflower County, Mississippi (MS), and in New Orleans, Louisiana (NOLA), to improve the well-being of children and their families by supporting early childhood education and educational systems, employment equity, and health equity, food systems, and maternal and child health. This placed-based approach to grantmaking aims to be more contextually relevant and culturally responsive, and thus more effective, in meeting the needs of children, families and communities. It is also important that the work in MS and NOLA aligns with WKKF’s larger organizational strategic plan and goals. Community Science works closely with the place-based team, known as the U.S. Southern Pod (USS Pod) and the WKKF’s Director of Learning and Impact to assess the alignment and progress of funded programs and strategies. Current evaluation activities include: 1) a comprehensive portfolio analysis; 2) data collection and reporting for key performance indicators for each place; 3) refined mapping of grants to better understand alignment with key performance indicators; 4) provision of technical assistance to support funded programs’ evaluation efforts; 5) selected case studies; and 6) issue briefs to help inform future grantmaking. (2019-2020)
The mission of the Corporation for National and Community Service (CNCS) is to improve lives, strengthen communities, and foster civic engagement through service and volunteering. Through the AmeriCorps State and National (ASN) program, CNCS has helped to engage millions of citizens in meeting community and national challenges through service and volunteer action. The ASN program provides funding to nonprofit, state, and local governmental organizations to engage AmeriCorps members in evidence-based or evidence-informed interventions to strengthen communities. Each year, the program-issued notices provide applicants with information on the program and submission requirements as well as the selection criteria that applicants are required to respond to in their applications. External reviewers assess the merits of each application based on the selection criteria.
Community Science was selected to conduct systematic reviews of over 200 grant applications to be considered for funding by the ASN program. The reviews increase the likelihood that CNCS funds organizations and interventions that are able to achieve their goals and reduce the chance of funding strategies that do not work. The review process, which is guided by standardized rubrics and assessment forms, includes an assessment of the quality of evidence derived from evaluations that existing grantees are required to include in their applications for continuation funding. High-quality evaluation data inform program improvements that will lead to more successful outcomes and help CNCS to track and monitor the success of their funding strategies, resulting in greater accountability for both grantees and the agency. (2019-2020)
Community Science is assisting the Knight Foundation in developing literature-backed metrics for its community-focused investments in the areas of downtown revitalization and public space investment. These investments are designed to revitalize downtown corridors and neighborhoods, foster equitable development, and increase the residents’ attachment to each other and their communities. Our work included a review of existing literature on downtown revitalization, equitable economic development, and public space activation, which we used, along with program directors’ goals and strategies, to map out pathways of change for six of the foundation’s focus communities and to recommend research-informed metrics. In collaboration with the foundation’s Learning and Impact Team, we met with the program directors to deepen their understanding of the metrics, increase their confidence with using research to strengthen their measurement strategy, and help them prioritize the metrics they will use to track effectiveness.
As a result of this work, program directors will be equipped to monitor their investments and ensure they are working to create the desired changes and are doing so equitably. The foundation also has the research insights to guide strategy and measurement decisions as local priorities shift and change. (2019)
Community Science is leading a research study to better understand and articulate YMCAs’ contribution to building and sustaining community strength, particularly in low-income communities and communities of color. For this work, we identified and recruited ten YMCAs involved in cause-driven collaborations in their communities. We selected one collaboration in each community to be the focus of the study. Through site visits, interviews with YMCA partners, and analysis of collaboration members’ social networks, we will explore the depth of local collaborations, the community needs being addressed, and the extent to which the YMCAs are helping community members have fair and just opportunities to reach their full potential. This work will assist Y-USA and YMCAs in refining and enhancing their community-focused strategies.
To support this work, Community Science collaborated with Y-USA staff to develop a research-backed Theory of Change for Y-USA. We conducted a literature review to define characteristics of a strong community and then worked with Y-USA staff to document the ways that YMCA programs and advocacy can contribute to community strength. (2018-Present)
Community Science is evaluating the Walton Family Foundation’s community organizing campaign designed to mobilize residents in 13 cities to become civically engaged and to advocate for high-quality traditional and alternative schools. During this developmental evaluation, Community Science is examining grantees’ progress in using the community organizing strategy, as well as how philanthropic support can be used to support community organizing efforts of national organizations (e.g., PICO, Metro IAF, etc.) and local organizations to develop resident power to achieve educational equity through the choice of high quality schools.
Community Science is collecting qualitative and quantitative data through site visits that include representatives from grantee organizations, resident leaders, and key informants; semi-structured interviews with grantee organizations; a document review and content analysis of grant reports submitted by organizations in the foundation’s portfolio; and a capacity assessment of community engagement and organizing grantees. The evaluation team will draft individual case studies and a cross-case analysis using this data to provide a rich understanding of the strategy in six selected communities and guide future foundation investments. The evaluation team is also drafting a series of short memos to provide quick turnaround analyses and recommendations to inform the foundation’s strategy. Community Science is working with a learning partnership, comprised of subject matter experts in the fields of education and civic engagement, throughout the evaluation process to deepen the richness and usefulness of evaluation findings. (2018-2020)
The Barr Foundation engaged Community Science to evaluate its Barr Fellowship, a two-year program designed to celebrate and invest in exceptional civic leaders, to strengthen their organizations, and to cultivate a network of civic leaders committed to Greater Boston. This fellowship was conceived in 2005 and has since connected 80 leaders from many backgrounds, organizations, and fields. Community Science will assess the outcomes for the class of 2017, review and synthesize the latest knowledge about leadership development, survey the alumni, test the program’s theory of change, and recommend improvements to the program.
Using qualitative and quantitative methods, Community Science’s team helps the Barr fellows reflect on their experience with the program, how they have become stronger civic leaders, and how their organizations have benefited from their selection as Barr Fellows. Our team also collects data from the fellows’ coaches and organizations’ leadership to obtain a more complete picture of the program’s impact. Our evaluation pays close attention to the extent to which the fellows are able to apply a systems and equity framework to strengthen their civic leadership and Boston’s civic sector. In addition, we survey the alumni to learn more about the nature and results of the civic leadership network cultivated by the Barr Foundation.
The Barr Foundation has learned more about the rewards and challenges of the different components of the program and made adjustments throughout the fellowship’s implementation as a result of the evaluation. The adjustments will certainly benefit the class of 2019 fellows. The foundation also has learned about its contribution to the civic network and sector of Greater Boston by having supported the fellowship for more than a decade. (2018-2020)
Good health depends on more than medical care. It is affected by where we live, the education we receive, the work we do, the wages we earn, and the stress we experience. These conditions — also known as the social determinants of health — are the underlying causes of the health disparities and adverse health outcomes that some people experience. The Colorado Trust’s Community Partnerships for Health Equity (CPHE) strategy provides opportunities for people who have historically been excluded and who are directly affected by injustice to develop and implement plans to address the social determinants of health and create healthier communities across Colorado.
Community Science serves as the macro-evaluator for the CPHE strategy, working alongside the trust’s staff; Change Matrix (empowerment evaluation capacity builder for the participating communities); the Colorado Nonprofit Development Center; and resident coordinators, organizers, and community evaluators from participating communities across the state. We assess the degree to which power shifts in the communities and the ways in which the CPHE strategy helped to catalyze and support the shift and the outcomes. We work closely with the stakeholders mentioned above to develop a pathway of change for the strategy; design and implement data collection activities that are culturally and contextually appropriate and minimally burdensome on residents; analyze the data; and co-interpret the findings with resident coordinators, organizers, and community evaluators across the state. We advise the trust as the strategy evolves in response to new insights and new challenges generated by our data analysis and synthesis and also as new communities are funded.
We continue to contribute to all the stakeholders’ thinking about what power means, how power shifts, and what actions are required to shift power and sustain the outcomes. (2018-2023)
Community Science is conducting a five-year evaluation of a pilot implementation of Habitat for Humanity’s Quality of Life (QLF) framework. This framework is guiding the neighborhood revitalization activities of coalition partners in ten communities, each working to foster social capital and collective action to improve the neighborhood residents’ economic security and well-being.
The evaluation study will assess how Learning Cohort–Neighborhood Revitalization (LC-NR) coalitions have been implementing the QLF approach, conduct an outcomes evaluation of their work, and build evaluation capacity of LC-NR coalitions to collect and reflect on data to evolve their implementation strategies.
To answer priority evaluation questions, a cross-case study design will draw upon data collected through a longitudinal resident survey and neighborhood block and parcel observations over time, secondary data, coalition capacity assessments, and site visits.
These data collection methods will provide quantitative and qualitative data to assess, how coalitions’ capacity to implement the QLF approach changed, whether Habitat’s technical assistance to communities was effective in supporting their QLF implementation, and whether foundational and sector outcomes improved in LC-NR coalition neighborhoods.
Core foundational outcome areas being evaluated; include sense of community, social cohesion, and collective action. Longer-term core sector outcome areas include; amenities, economic opportunities, education, health, housing, safety, and transportation. Secondary data is also being collected and analyzed to compare additional outcome indicators in LC-NR coalition neighborhoods to other neighborhoods and city trends. (2018-2023)
The Bush Foundation’s Change Networks provide cohort-style programs that equip a diverse group of people in Minnesota, North Dakota, and South Dakota with skills, knowledge, relationships, and opportunities to lead change in a more equitable and inclusive manner. The curriculum for the participants in each of the three states reflects a unique combination of supports (e.g., coaches, elders, confidants, in-person retreats, telephone check-ins, use of the arts as a strategy, cultural study) tailored to the unique context and histories of the states.
Community Science has been working closely with the Bush Foundation and its two program partners for the Change Networks to evaluate the programs on an ongoing basis, reflect on what does and does not work, and discuss and make midcourse adjustments. Our team combines surveys, content analysis, and interviews to collect data and plans and facilitates both brief and long reflections meetings with the foundation and partners (individually and collectively) to discuss the findings identified until that point of the evaluation schedule. Our line of inquiry and analyses are intentional about learning how diversity, inclusion, and equity show up in Change Network participants’ experiences, actions, and outcomes.
Our engagement has helped the Bush Foundation become increasingly thoughtful and strategic about its support for leadership development and has helped the partners learn how to be more targeted in their selection of candidates for their programs and in their support of them during and after the program. This effort has taught and challenged Community Science, the foundation, and the partners in our respective practices to be more inclusive and equitable, both in our collaboration with each other and in our evaluation and program designs. Our evaluation and collaboration with these groups will culminate in a knowledge product for philanthropy and designers and implementers of leadership programs about developing, strengthening, and supporting individuals to lead change in their organizations and communities in an inclusive and equitable manner. (2017-2021)
The Gates Foundation’s Global Libraries initiative seeks to bring about effective, sustainable public access to information and communications technology in libraries for people in developing and transitioning countries who would not otherwise have access, and to ensure it is useful and used in ways that improve people’s lives and spread the benefits (e.g. get health information, use government services, manage finances, look for jobs, do research for school and work, and keep in touch with family and friends). There is a great inequality in the global distribution of information technology. Worldwide, approximately 5 billion people—nearly 90 percent of the world’s population—do not have an opportunity to use computers connected to the Internet. Community Science was selected to support the Gates Foundation in its Impact Planning and Assessment (IPA) process. The IPA process helps grantees in build country grant programs that best meet users’ needs; provides guidance on how to assess grantee program activities and measure their impact, which feeds continual learning and program improvement, as well as advocacy activities aimed at achieving sustainability for public access services in public libraries; and helps grantees demonstrate accountability and meet foundation requirements. Specifically, Community Science manages the Impact Work Group, a global learning community of IPA specialists; develops impact assessment and evaluation capacity building tools and programs; and serves as one of the Global Libraries technical assistance providers for the 13 countries that are currently Gates Foundation grantees (2012- 2016).
Community Science assisted the Annie E. Casey Foundation (AECF) in determining what they and other funders have learned and are experimenting with in order to create community changes that provide opportunities for children and their caregivers. The results of this internal foundation learning process identified the foundation’s own strategy in the future. Staff from all levels of AECF participated in workgroup meetings – developed and facilitated by Community Science - for the last six months. A learning agenda was created that involved discussions with foundation staff on what they had learned from their own initiatives followed by discussions with outside experts or other funders to discuss their views and experiences with key community change initiatives. Community Science also reviewed written materials and interviewed key people working on leading new generation federal and foundation initiatives. A framework for community change and a set of action principles was developed based on the reviews of AECF, other initiatives as well as the research literature on community change across several disciplines. This foundation wide learning process culminated in a retreat where strategic options for future community change work were developed based on evidence from the research and the practical experience of other funders. (2011)
Community Science worked with the John S. and James L Knight Foundation to document and assess the impact of Crossroads Charlotte. Crossroads Charlotte is an initiative that began in 2001 when Charlotte, North Carolina, was one of 40 communities that participated in a survey that revealed the community had high levels of faith-based involvement and philanthropy but ranked next to last in levels of social and interracial trust.
As a result of this work, Foundation for the Carolinas, together with major funding from the Knight Foundation, is funding Crossroads Charlotte. The initiative’s goal is to create an inclusive and equitable community by building organizational capacity for change and developing the leadership to implement change.
Using qualitative and quantitative methods, Community Science’s team examined the impact of the initiative through interviews with key stakeholders and a survey of community leaders. In addition, Community Science generated useful lessons about the grant making and community engagement work in Charlotte that may help inform future efforts in other communities. (2010-2011)
Under a six-year grant from the U.S. Department of Health and Human Services Substance Abuse and Mental Health Services Administration (SAMHSA-Center for Mental Health Services), Nassau University Medical Center and New York State Families Together have created the Nassau County Family Support System of Care (NCFSSOC) to provide a single point of access to care for emotionally disturbed children and youth and their families. Community Science is working closely with these two organizations to evaluate the NCFSSOC and use the findings to support improvements in the system of care. Community Science’s activities to date include developing a logic model, assessing the community, and cooperating with a national evaluator to generate questions about the effectiveness of the NCFSSOC. We are responsible for the recruitment and retention of parents and children in this longitudinal study. (2008-2013)
Community Science began its contractual relationship with The California Endowment in 2006 when we helped the foundation’s evaluation unit identify best practices (including measures) used by evaluators for monitoring and evaluating grants and initiatives that address systems change, coalition building, capacity building, and community organizing. Community Science conducted in-depth interviews with nine evaluators with experience in these issues, and supplemented the interviews with a literature review on the same topics. We produced a report and guide for TCE’s grantees on how to monitor and evaluate change in these areas. (2006-2007)
Community Science continued to assist The California Endowment when the foundation began to prepare for its ten-year Building Healthy Communities Strategic Vision. We helped the foundation develop a theory of change and an evaluation framework for the Strategic Vision. We worked with the foundation’s staff and expert advisory group to create a measurement framework that would allow the foundation to monitor its progress toward achieving the vision. (2008-2009)
Subsequently, The California Endowment selected Community Science to evaluate the foundation’s performance during the planning of the Building Healthy Communities Strategic Vision in 2009. For the evaluation, Community Science conducted interviews with key stakeholders at each of the 14 places selected to be part of the Strategic Vision, designed a dashboard to monitor the foundation’s outcomes and results for the Vision, facilitated an on-line social network and exchange forum for the stakeholders, and facilitated the development of a logic model and evaluation plan for the foundation’s s efforts to impact policy at the state level. (2009-2011)
Community Science wrote a comprehensive paper for the Hill-Snowdon Foundation about the history and context for resident-led civic actions in the District of Columbia and the current infrastructure for resident-led community organizing and social justice efforts. The paper included case studies of such current efforts and recommendations for improving the organizing infrastructure in the nation’s capital. Key informant interviews with organizers and social justice practitioners and a literature review were conducted to inform the paper. (2008-2009)
In 2008, the Annie E. Casey Foundation (AECF) reviewed its grant portfolios and results achieved to date in order to strengthen its future grant making and operations, including how it funded, planned, and used evaluations. AECF selected Community Science to compile lessons learned by foundation staff from the many evaluations in which they had participated over the years. To accomplish this, we interviewed 19 foundation staff (including the foundation’s evaluation and program staff and senior leadership), the foundation’s evaluation consultants, and evaluation leaders in philanthropy. Community Science’s final report to the foundation included: findings and recommendations to improve the practice and use of evaluation by the foundation; future opportunities, challenges, and trends of evaluation within AECF and in the philanthropy field in general; and the decisions, choices, and lessons learned by the foundation in conducting the evaluation of its the ten-year, multi-site comprehensive community initiative, Making Connections. This report informs the foundation and the field about how the practice and use of evaluation has evolved in philanthropy. (2008)
For nearly 100 years, the National Urban League (NUL) has been devoted to empowering African Americans economically and socially through programs, advocacy, and research. In 2008, the NUL hired the Educational Testing Service (ETS) to develop an evaluation framework for its programs. ETS in turn subcontracted Community Science to develop logic models for each of the NUL’s five program areas (education and youth development, entrepreneurship and business development, health and quality of life, housing and community development, and workforce development) with a focus on results around economic empowerment and community impact. (2008)
As part of a subcontract to Campaign Consultation’s work for the Corporation for National & Community Service, Community Science reviewed mentoring and non-mentoring programs available to youth aging out of foster care to determine what worked and didn’t work and why. This review consisted of 1) an examination of both peer-reviewed literature and non-peer reviewed literature (e.g., reports published by professional organizations) relating to youth aging out of foster care programs, and 2) telephone interviews with key informants in four states (California, Florida, Massachusetts, Michigan) who work with volunteers, mentors, and service providers to provide services for youth aging out of foster care. (2007-2008)
Community Science, with funds from the Annie E. Casey Foundation, conducted a study about issues facing Community Change Initiatives (CCIs) with regard to their ability to attain desired scope, scale, and sustainability. We interviewed leading thinkers and CCI practitioners and reviewed existing publications. The result was a paper that has been widely shared with other foundations interested in the topic. (2005-2007)
The Fannie Mae Foundation engaged Community Science in 2006 to review and analyze the performance data for its Alliance initiative, a collaboration of high-performing housing producers, community development finance institutions, and home buyer counseling agencies. The goal of this three-year initiative was to increase the ability of these three types of organizations to produce and preserve affordable housing and to prepare low-income home buyers to achieve and sustain homeownership. To evaluate the initiative, Community Science analyzed data for the first two years of the initiative to determine any performance changes from baseline and interviewed each Alliance member to ascertain the changes that had occurred in their organizations as a result of their participation in the Alliance and to identify the particular barriers and opportunities they faced as they worked to achieve a higher level of output. Community Science prepared a summary report for the staff and senior management of the Fannie Mae Foundation and also presented the results at a convening of the Alliance members. (2006)
After Hurricanes Katrina and Rita, the American Red Cross realized that no single entity had the capacity to comprehensively and effectively respond to the massive human needs and sweeping public demand for service following a natural disaster. They engaged a diverse group of community partners and collaborative representatives in a process to develop a better understanding of their individual and collective roles, responsibilities, and capabilities and to determine better systems for engaging diverse and disenfranchised populations. Community Science was a participating partner in this effort and facilitated the development of an action plan for more effective collaborative disaster response to diverse and disenfranchised populations. Community Science worked with the American Red Cross and other community partners to 1) develop a strategy to engage the chief executive officers of organizations active in responding to aftermath of the two hurricanes, and 2) generate Guiding Principles for Working with Community Partners during Disaster Community Science first became involved in responding to the hurricane disasters of 2005 by setting up a website on community responses to Katrina and Rita. (2005-2006)
AARP has a long-term social impact agenda to ensure that Americans 50 years and older have “independence, choice and control in ways that are beneficial and affordable for them and society as a whole.” As part of this agenda, AARP established a community-based initiative to help catalyze and support local efforts to create more livable communities and provide affordable housing options that allow residents to age in place. AARP engaged Community Science in the fall of 2005 to conduct a qualitative assessment of the community-based initiative to help the organization learn what worked and did not work and what it takes to establish and nurture successful community-based initiatives for the 50+ population. Community Science reviewed program documents and conducted in-depth telephone interviews with AARP staff (at both the national and state levels) and community partners in each of the five demonstration sites. Based on the evaluation findings, Community Science also developed an assessment tool for use by AARP staff to select additional sites as the program expanded. (2005)
Community Science assisted the W.K. Kellogg Foundation and its community partners in the design and implementation of the Yes We Can! initiative, aimed to address the educational and economic development of seven Battle Creek neighborhoods and the rest of the city through a comprehensive resident-driven process. Community Science managed the Yes We Can! office and its activities, while also providing training, technical assistance, and support to the Yes We Can! staff, foundation, and other organizations in the city. Our strategy focused on building relationships and the readiness for economic and educational change and to develop a sense of collective efficacy and hope through community organizing. For more information on the initiative, please visit www.wkkf.org/yeswecan. (2004)
The Community Partnership for Children in Queen Anne County, Maryland, is a local government organization responsible for the planning, implementation, and monitoring of programs that support youth, families, and communities. Community Science assisted this partnership to develop their capacity to collect, analyze, and use the Sense of Community Index to monitor changes in the county residents’ sense of community across the county. We developed a sampling strategy, checked the psychometric properties of the index, and reported on the residents’ sense of community on the whole and by specific demographic characteristics. Results were geographically mapped to help facilitate the use of this information for the organization’s planning. In addition, Community Science developed a database to automate future data entry, analysis, and reporting of this annual survey. (2002)
The purpose of the project, funded by the W.K. Kellogg Foundation, was to engage small farmers in local, regional, and national discussions of agricultural and environmental issues; support local policy development and activities; and develop a set of long-term national policy recommendations. Community Science was engaged by the foundation to assess the Wallace Center’s capacity to achieve these objectives. (2001)
Community Science conducted a national cross-site evaluation of this initiative of the U.S. Department of Justice, Office of Juvenile Justice and Delinquency Prevention (OJJDP) in 11 urban, rural, and tribal communities. We also provided evaluation technical assistance and capacity-building support to local Safe Start communities. The purpose of the initiative was to foster the development of a system of care for children exposed to violence and their families and to reduce the impact of the children’s exposure. Community Science used a rigorous cross-case analysis to determine the initiative’s impact on system changes as well as on child and family outcomes. The evaluation included working in partnership with Safe Start grantees and their local evaluators to develop meaningful evaluation strategies and providing evaluation-related training and technical assistance. Community Science also provided case-study development, cross-case analysis, and assistance in implementing local quasi-experimental designs to determine the impact of research-based interventions on young children and their parents. We also provided best practice guides to assist grantees in better serving children exposed to violence and their families. (2000-2010)
The Washington, D.C., Human Capital Development Initiative, administered by the CDSC provided a variety of human capital development programs to local Community Development Corporations (CDCs). Community Science was engaged to evaluate the CDSC’s efforts to increase the pool of people trained to work for local CDCs. Community Science also evaluated the participating CDC’s goal attainment and provided networking opportunities and training to undergraduates, MBA interns, and others. We also conducted reflection and learning sessions to help the collaborative and its grantees learn and plan actions together. (2000-2002)
The Ewing Marion Kauffman Foundation engaged Community Science to evaluate Kansas City’s effort to ensure the success of its future generations by increasing their access to caring adults, safe places, a healthy start, marketable skills and opportunities to give back through community service. For the evaluation, we built systems for volunteer recruitment, placement, and tracking among volunteer centers in five counties; tracked adults’ commitments; monitored youth development outcomes; interviewed civic leaders and youth; and evaluated local strategies. (1999-2000)
Through a subcontract to the Center for Community Change, we helped assess the level and nature of citizen participation in the evaluation of six Empowerment Zones and 66 Enterprise Communities’ urban programs through a survey and telephone interviews. (1997)
LISC engaged Community Science to evaluate its Community Building Initiative, which involved 30 Community Development Corporations (CDCs) across the country. The CBI was intended to improve the CDCs’ capacity to go beyond “bricks and mortar” and to improve their communities’ social development. Community Science interviewed national and local LISC staff, reviewed progress reports submitted by local LISC offices to the national LISC office, and conducted annual site visits. The final evaluation report shed light on the strengths and limitations of the local LISC officers to engage in social development and community building beyond their more traditional role of housing development. (1997-1998)
The United Way of Cincinnati implemented its Vision Councils Initiative as a strategy to engage local organizations in a collaborative, neighborhood-based process to plan and implement more innovative and responsive program strategies. Community Science conducted a capacity assessment and learning process to help United Way staff and volunteer leaders prepare for this initiative. (2002)
Community Science provided, to the staff of the Departments of Health for New York State and New York City, technical assistance and training in developing support systems for grantees involved in coalitions and other collaborative efforts. (2000)
Community Science conducted a grant program analysis and a learning process for the W. K. Kellogg Foundation to build the foundation's capacity to support social, economic, and community development initiatives. The conference was funded to build the capacity of foundation grantees to conduct useful evaluations. It brought together 28 grantees interested in social and economic community development and offered them an opportunity to learn about evaluation and how it can be used to strengthen program efforts. (1999)
Community Science assisted the Women’s Community Revitalization Program with a strategic planning process for approaches to improve the availability of affordable housing, promote the rights of underserved women, and improve the lives of low-income families. (1998)