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Bringing Oral Health Home. An Implementation Evaluation of Heartland Alliance Health’s Shelter-Based Oral Health Outreach Program

May 10, 2022

In response to the COVID-19 crisis, Heartland Alliance Health (HAH) aligned with multiple residential sites serving people experiencing homelessness and people with substance use disorders to expand access to oral health services for their residents through site-based outreach.The HAH Shelter-Based Oral Health pilot program aims to improve the oral health of individuals experiencing homelessness and increase access to oral health services and other services addressing social determinants of health. The pilot program aims to do this by establishing stronger partnerships with residential sites and providing on-site dental services. The long-term goals of the program are to increase knowledge for medical providers to successfully implement and deliver on-site oral health care and continue developing strategic alignment between Heartland Alliance Health and residential sites.Recognizing the importance of program implementation in effective service delivery, the evaluation of the Oral Health Service followed the World Health Organization's Implementation Framework. To understand how the service was operationalized, the outcome variables of acceptability, adoption, appropriateness, feasibility, fidelity, coverage and sustainability were assessed. Research questions were developed within each of the overarching outcome variables, sourced from relevant literature and the HAH Oral Health Logic Model (Appendix A). The logic model was co-developed by the research team, HAH Oral Health staff, and outreach partner staff. Specifically, the research questions for this report focus on the implementation of the Oral Health Service based on identified short- and mid- term outcomes.

Evaluation of the Immigrant Rights Portfolio Strategy (2015–2020): Summary Report

April 1, 2022

Since the late 1980s, many policymakers and members of the American public have viewed enforcement as the principal tool of the United States immigration system, either to deter migrants from coming to the country without papers or to punish immigrants who (intentionally or unintentionally) fail to comply with immigration law. As a result, hundreds of thousands of immigrants are arrested and placed in deportation proceedings, or otherwise removed from the U.S., with a disproportionate impact on Black immigrants.Before we launched our strategy in 2015, we listened closely to our grantees whose constituents were directly affected by detentions and deportations that persisted despite policymakers' avowed support for immigrants. Recognizing that immigrants' needs for family unity and an end to harsh enforcement were unlikely to be met through comprehensive immigration reform in Congress, the Immigrant Rights portfolio focused on supporting advocates working on enforcement reform and their goals. In making this commitment, Ford was the first major U.S. philanthropy to establish ending harsh enforcement as a principal focus of its immigrant rights strategy.Over a matter of five years, we invested nearly $118 million in organizations working to achieve changes in advocacy and policy, build the field, and shift the narrative around immigrants. This included approximately $43 million invested through our BUILD initiative and approximately $23 million distributed through our 2020 Social Justice Bond. We provided general support to organizations representing immigrants directly impacted by harsh enforcement, as well as to longstanding grantees who were using litigation, mobilization, advocacy, and communications as tactics that reinforced one another. Other funding helped the movement confront strategic gaps and challenges, draw on expert advice, bring organizations together for collaborative learning, and strengthen philanthropic partnerships.In the fall of 2020, we partnered with consultants Kathleen Sullivan and David Shorr to evaluate this strategy, deepen our learning, and make informed decisions on where to focus moving forward. The evaluation concluded in spring 2021.

Pathways to Financial Resilience: 36-Month Impacts of the Grameen America Program

March 2, 2022

This report summarizes 36-month findings from the evaluation of the Grameen America program, a microfinance institution that provides loans to women with low incomes in the United States who are seeking to start or expand a small business. Its objective is to reduce poverty through the provision of small loans, financial training, and peer support.The Grameen America evaluation used a randomized controlled trial design to explore the mechanisms of program operations and whether the model leads to improved outcomes for borrowers. The evaluation includes an implementation analysis, which examines how the program operates and the experiences of borrowers and program staff, and an impact analysis, which assesses the program's effects on participants' outcomes, including the study's two primary outcomes: overall net income and types of material hardship. Other outcomes include wage-based work and self-employment, wage-based and self-employment earnings and other income, credit scores, savings, assets and remittances, social support, and financial well-being. The implementation analysis includes outcomes from program-tracking data, as well as findings from interviews with borrowers and Grameen America staff, focus groups, and researchers' observations of the program. The impact findings in this report are based on study participants' responses to a 36-month survey and credit report data from a major credit reporting agency. The Grameen America evaluation was funded by the Robin Hood Foundation.

A Retrospective on a Decade of Investment: Hogg Foundation for Mental Health Policy Academy & Policy Fellow Initiative

March 1, 2022

The Hogg Foundation for Mental Health's mission is to transform how communities promote mental health in everyday life. Policy engagement has always been a strategic priority for the organization. In 2010, the foundation launched the Hogg Foundation for Mental Health Policy Academy and Policy Fellow Initiative with the goal of bolstering the mental health and substance use policy workforce to make long-term systems change. The initiative supports ten host organizations to employ and mentor a full-time, mental health policy fellow for two years. This retrospective report provides the clearest evidence to date that philanthropic investment in the capacity of nonprofits to engage in meaningful public policy work by funding fellowships can yield benefits even in an area as complex as mental health.

Learning to Let Go : Decision-making for foundations

February 1, 2022

Building on over 25 years of grant and decision-making at MAVA, this publication sheds lights on three distinct decision-making models implemented by the foundation over the last decades. It looks at the roles of board members and staff as well as the centre of gravity for decision-making. Based on the experience of the foundation, the authors provide pros and cons for each of the models. While there is no single answer to the best decision-making model question, the authors explain that collaborative processes, adaptive management, speed and trust are important factors for increasing impact and that the decision-making process needs to be build for that purpose. This report is part of a series of learning products developed by MAVA (due to close down in 2022) to reflect on and share the foundation's learnings about institution processes and ways of working, with the aim of inspiring donor strategies and best practices. Other learning products are available in this virtual library and here: 

Connected Care Accelerator Innovation Learning Collaborative Final Evaluation Report

January 31, 2022

The Connected Care Accelerator Innovation Learning Collaborative Final Evaluation Report looks at the health centers participating in the Innovation Learning Collaborative during the pandemic. Authored by the Center for Community Health and Evaluation (CCHE), part of Kaiser Permanente Washington Health Research Institute, the report assesses changes in the health centers' capacity to implement virtual care, the experience of health care staff in delivering telehealth, and the impact of the collaborative. The report draws on clinical utilization data from February 2019 to February 2021, including visits and unique patients by modality (clinic, phone, in-person) and interviews with health center teams in fall 2020 and spring 2021.

Measuring Together: A Learning Approach for Inclusive Economies

January 25, 2022

In 2020, the Surdna Foundation's Inclusive Economies and Learning Grants Operations teams, alongside a dedicated group of grantee partners, completed phase one of a two-part pilot program to co-create a set of metrics and indicators to measure progress toward collective goals. Phase one focused on the metrics identification and collection process. Phase two of the report, Measuring Together: A Learning Approach for Inclusive Economies, examines one year of metrics data reported by grantees to:  Explore grantees' progress toward their self-selected targetsGain understanding about the types of successes and challenges grantees are experiencingIncorporate grantees' feedback on the metrics collection and analysis process as we move beyond the pilot phase and implement this part of our learning systems fully. 

The Opportunity Youth Forum: Seizing the Moment to Advance a Movement

December 17, 2021

In 2020, Equal Measure conducted its fifth annual evaluation to explore the status of the OYF Network and the communities in which they operate to better understand areas of strength and opportunities for additional focus and learning. This report details network-wide findings drawn from data collection among 30 of 33 communities participating in the OYF Network in 2020.The events of 2020 acutely affected the work of the OYF Network's collaboratives. Partners adopted new youth engagement and recruitment strategies, as many models relied on in-person program delivery. Program providers shifted their focus to address the immediate and pressing concerns faced by families affected by the pandemic, supporting emergency relief efforts including food distribution, housing stability, laptop and wireless hotspot provision, and pandemic-related information and resources. Organizations adapted to a rapidly changing funding landscape. Backbone organizations found new ways to convene and organize community partners from the public and private sectors in supporting youth amid the uncertainty.

Be an Octopus : Reflections from an Engaged Donor

November 1, 2021

After more than 25 years of activity, and one year before the closing of MAVA, a small group of staff members reflected on what it really means to be "an engaged donor". In this report, they explore ways of engagement for donors, reflect on those they have experimented, putting an emphasis on improving project design and implementation, supporting partner organisations and high potential individuals, and increasing the system connectivity.Also included are key lessons learnt presented around the issues of optimal timing, depth of engagement, human relationships, appropriate staffing, decision-making model and communicating vs labelling a donor-partner affiliation. The authors try to address concrete questions faced in their engaged donor day-to-day life. This report is part of a series of learning products developed by MAVA (due to close down in 2022) to reflect on and share the foundation's learnings about institution processes and ways of working, with the aim of inspiring donor strategies and best practices. Other learning products are available in this virtual library and here: 

Building Capacity, Transforming Systems: A Summative Evaluation of The California Endowment’s Sons & Brothers Grantmaking Executive Summary

September 7, 2021

In 2010, The California Endowment began an ambitious 10-year initiative called Building Healthy Communities (BHC) – a $1 billion effort to "advance statewide policy, change the narrative, and transform 14 of California's communities most devastated by health inequities into places where all people have an opportunity to thrive."In the early stages of the initiative, The Endowment identified ten key outcomes for community health, including "health gaps for boys and men of color are narrowed." The health outcome was considered critical because "addressing the social, educational, and economic disadvantages faced by boys and young men of color is essential to community health. Success here means equity in schools, more job opportunities, more alternatives to incarceration, and new youth development approaches tailored to them.The drive to reduce health inequities evolved into a cross-cutting, population-focused effort to advance racial and gender justice. Sons & Brothers was launched in 2013 as a seven-year, $50 million investment to "help all young people of color reach their full potential, because when our sons and daughters succeed, we all succeed."The report from Equal Measure and Bright Research Group outlines the findings from a two-year evaluation of Sons & Brothers. It is a look back at what Sons & Brothers was, what it accomplished, and the challenges faced along the way – and a look ahead to how learnings from Sons & Brothers can help to chart a new course forward in challenging times.

Women's Recovery Services in Minnesota: Key Findings from 2017-2021

August 1, 2021

Women's Recovery Services (WRS) is an initiative of the Minnesota Department of Human Services Alcohol and Drug Abuse Division. Grantees across Minnesota provide treatment support and recovery services for pregnant and parenting women who have substance use disorders and their families. The evaluation includes process and outcome evaluations and a cost-benefit analysis.

Developing Two-Generation Approaches in Communities: Final Report from Family-Centered Community Change

July 14, 2021

The Annie E. Casey Foundation launched its Family-Centered Community Change (FCCC) initiative with a goal of integrating two-generation strategies into existing place-based community initiatives. The innovative effort, which ran from 2012 to 2019, focused on supporting local partners in three neighborhoods with low economic resources: Buffalo, New York; Columbus, Ohio; and San Antonio, Texas.Over the course of the initiative, the sites worked to promote the healthy development and academic success of children while simultaneously delivering adult services focused on parenting and financial stability. In year three, the community partners also received training and technical assistance — provided by the Casey Foundation — aimed at enhancing racial and ethnic equity and inclusion.The Urban Institute conducted a formative evaluation of this effort, which included: 1) qualitative data collection from interviews and focus groups with partner staff and participants; 2) descriptive analysis of program data; and 3) a cost study.