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For the Partnership for Los Angeles Schools, the adoption of Eureka Math® at the elementary level five years ago was part of a broad, long-term, system-wide strategy to transform some of the city's highest-need schools and then scale up successful practices across the district.It's working.Data from the state's Smarter Balanced assessment show steady and major gains by all nine Partnership elementary schools using Eureka Math. Gains averaged 16 percentage points from school year 2014-2015 (pre-Eureka Math) to school year 2018-2019.Progress was especially strong at two recent Partnership additions: 20th Street Elementary, which joined in 2015, and 107th Street Elementary, which joined in 2016. Scores are up 22.6 percentage points and 21.8 percentage points, respectively, at these schools. Both 20th Street and 107th Street benefited from what the Partnership learned from implementing Eureka Math in the network's original six elementary schools.
California Community Foundation;
This report tells the story of BLOOM, its impact, and the lessons we learned along the way. Through the initiative, Brotherhood Crusade (BHC) and Social Justice Learning Institute (SJLI) developed programs that tap into the potential of young Black males through developmental relationships with male mentors along with positive peer relationships and accountability with other young Black men. Since its launch, BLOOM has impacted the lives of nearly 800 young Black men in South L.A. Over the past six years, California Community Foundation's (CCF) commitment of $500,000 per year, totaling $3.5 million, leveraged $3.3 million from other foundations, as well as contributions from individual donors, with an additional $3.2 million pledged over the next five years.
Strong, well-resourced nonprofits are an indispensable part of our social fabric and play a key role in providing critical services that contribute to thriving communities. In an era of growing need and decreased availability of government dollars, nonprofits are increasingly forced to do more with less. They are also faced with limited time and resources to build their own core infrastructure and strengthen their capacity to expand services and deliver them more effectively. As the leader in charitable giving services for Jewish philanthropists in Los Angeles, the Jewish Community Foundation of Los Angeles (The Foundation) seeks to magnify the impact of its donor's giving, build enduring legacies, and strengthen the Jewish and local Los Angeles community through effective grantmaking. To help achieve those goals, The Foundation launched the Next Stage Grants pilot in 2017 to help Jewish organizations and institutions in the region build their capacity and increase their effectiveness. The Foundation designed and launched the pilot with four organizations, offering funding of up to $250,000 over a two to three-year period, a semi-structured approach and space for grantees to engage with The Foundation in testing and learning. This executive summary and the full report highlight key learnings and insights from the pilot, including gains, benefits and challenges as well as considerations to guide Next Stage Grants moving forward.
This report is an evaluation of First 5 LA's 10-year grantmaking investment into policy advocacy.The document provides insights gleaned from the period beginning with the first year of theCommunity Opportunity Fund (COF) (2008) through the final year of the Policy AdvocacyFund (PAF), Cycle II (2018). During this period, the COF and PAF were the primary grantmakingmechanisms through which First 5 LA impacted systems and policy change, ultimately increasingopportunities for children prenatal to age 5 and their families. This report identifies the practices,strategic shifts and overall impact of these grantmaking initiatives. We hope that the lessonslearned will inform future grantmaking decisions for First 5 LA and other grantmakers looking tocontribute to making lasting, systemic change.
The hope is that the NSI will help to further normalize the dialogue and activity around mergers and collaborations in the sector. The NSI's definition of success is: "By the end of the active NSI effort, Strategic Restructuring will be normalized in LA County's nonprofit ecosystem. This ecosystem understands, supports, and engages in SR as a tool for enhanced impact and sustainability." Part of the NSI's measure of success is whether we have helped to create an environment where nonprofits are more comfortable discussing strategic partnerships with their boards and with funders, where funders are more receptive to funding this type of work, and nonprofits have the tools and professional support needed to effectively engage in the work. The funders and the evaluation team believe that attitudes and perceptions around mergers and strategic partnerships within the local nonprofit and philanthropic sector have begun to shift since the launch of the initiative. However, the funders also recognize that beyond the life of the NSI, there may continue to be a need for education in the sector on the range of strategic partnership possibilities as well as training for consultants on facilitation of strategic restructuring and partnership work. Discussions are taking place among the funders now around what entity/entities might be best to carry that work forward.This project has brought together funders and nonprofits in Los Angeles to focus on long-term sustainability issues in the nonprofit sector in a systematic way. The NSI continues to garner attention from nonprofits and funders throughout the country and is already being looked at as a model to support strategic restructuring within the nonprofitsector.
ABT Associates, Inc.;
In 2011, the Conrad N. Hilton Foundation partnered with Abt Associates Inc. to conduct an evaluation of the Hilton Foundation's Chronic Homelessness Initiative, with the goal of answering the overarching question: Is the Chronic Homelessness Initiative an effective strategy to end and prevent chronic homelessness in Los Angeles County? This final evaluation report provides an overview of the community's progress on selected metrics over five years, January 2011 through December 2015.Although the community, with support from the Foundation, has made substantial progress in furthering support for permanent supportive housing (PSH) as a solution to chronic homelessness, significant challenges remain. In the January 2016 point-in-time count, 14,058 individuals were reported as experiencing chronic homelessness within LA County. This represents an increase of nearly 5,000 from the point-in-time count conducted in January 2011 at the start of the Initiative, despite the high number of housing placements during this same time period. Economic conditions, insufficient and shrinking availability of affordable housing, and unmet need for mental health and supportive services are credited not only with cancelling out the effect of the housing placements but also with adding to the count within the collaborative system.We do not believe that these challenges and the increasing numbers of chronically homeless people suggest that the community's strategy on chronic homelessness is failing. Rather, the growth in numbers suggests that the new systems that coalesced through the work of Phase I of the Initiative are needed more than ever as of the end of 2015. Many stakeholders consider LA to be at a possible turning point, with significant new commitments of funding to address chronic homelessness and more alignment on the issue among elected officials and leaders of the key local government agencies.There is no question that the landscape shifted between 2011 and 2015 and that the community reached a new standard for collaboration as of January 2016. Strong systems were in place, and public agencies had embraced new responsibilities. As the Foundation looks ahead to the next phase of the Initiative, the challenges of getting to the scale needed to end chronic homelessness will require all to take stock of their roles and assess their best fit within the collaborative system.
#PartyatthePolls was a series of events where we asked Angelenos for event ideas to improve voter engagement in the 2016 June primary election. Eight proposals received $3500 each to pilot events and improve voter turnout.
California HealthCare Foundation;
Although Los Angeles' diverse economy has provided some resiliency during the economic downturn, hospitals have experienced lower patient care revenues. This report provides a snapshot of the region's health care market.CHCF is updating a series of market studies in six areas: Fresno, Los Angeles, Riverside/San Bernardino, Sacramento, San Diego, and the San Francisco Bay Area. These regional market reports highlight variations in health care affordability, access, and quality of care across the state. The reports are published as part of the CHCF California Health Care Almanac, an online clearinghouse for key data and analysis examining California's medical system.Key findings of the Los Angeles report include:The area's dense urban environment has given rise to a large, fragmented health care market.Health care reform and a drop in private insurance enrollment have led to new affiliations among providers to gain more patients.The region's safety-net system has expanded its capacity to adapt to Medi-Cal's growing enrollment under health reform.
"A Call To Action: Los Angeles' Quest To Achieve Community Safety" is a report and policy brief telling the story of L.A.'s extraordinary experiment to keep kids safe in the City of Los Angeles' worst gang zones, and laying out a new comprehensive set of recommendations. The document also explains Advancement Project's comprehensive violence reduction strategy and shows how it could be used in other communities suffering from gang violence. The report, assembled by Advancement Proejct's Urban Peace and Healthy City programs, highlights progress the City of L.A. has made toward greater public safety, and how to build on those successes to achieve comprehensive community safety in places where children are still exposed to chronic trauma and violence.Five Years of ProgressIn 2007 Advancement Project released "A Call to Action: A Case for a Comprehensive Solution to L.A.'s Gang Violence Epidemic", a roadmap that explained why Los Angeles' 30-year "war on gangs" was failing to quell gangs and gang violence and laid out a comprehensive set of recommendations to reverse course. Since then, Advancement Project has worked closely with City officials to put these recommendations into place.Los Angeles has seen greater success in decreasing gang violence with gang-related crime reduced by over 15% and 35% fewer gang-related homicides surrounding neighborhoods served by the Mayor's Gang Reduction & Youth Development (GRYD) Office and by Summer Night Lights, a summer violence reduction strategy. In 2010 the homicide rate was at its lowest since the 1960s.Success in significantly reducing violence can be attributed in part to the following:Catalyst to City's new approach to gang violence: Based on the 2007 report recommendations to create a central entity that manages gang violence prevention in areas where violence was concentrated, the City of L.A. created the GRYD Office to focus public resources where it is needed the most -- on 12 gang violence hot zones identified in conjunction with community leaders.Transformation of L.A. Police Department: The LAPD has transformed the way it deals with gangs, from an overbroad suppression strategy to relationship-based, problem-solving policing.Training gang interventionists: The Urban Peace Academy was established to train gang interventionists, the only publicly funded training program in the nation for gang interventionists. The academy has trained more than 1,200 gang interventionists and more than 400 police officers to work together, which has resulted in collaboration and shared accountability to achieve public safety.In fact, efforts in Los Angeles have been so successful that other cities across the nation are working to adopt some of the strategies that have succeeded in Los Angeles.Time for a New Call to ActionDespite amazing gains in violence reduction for the City of Los Angeles as a whole, there is still much left to do. We are not yet fully cured of this complex epidemic -- the conditions that spawn and sustain gang violence remain largely unchanged in L.A.'s most vulnerable communities. We continue to require holistic, systemic, and politically difficult solutions."A Call to Action: Los Angeles' Quest to Achieve Community Safety"explains why, despite these significant accomplishments, the City faces a number of ongoing challenges and opportunities for investment.The Urban Peace program advocates for the leadership of the City and County of Los Angeles to publicly commit to achieving the following goals:GOVERNMENT AND COMMUNITY ACCOUNTABILITY: Government at every level must be held accountable for the basic safety of every child.SCALING UP PREVENTION, INTERVENTION, AND TARGETED SUPPRESSION: The City and County of Los Angeles must bring up to scale prevention and intervention efforts to meet the need in the hot zones in a culturally competent way.ACHIEVE FEAR-FREE SCHOOLS: Beyond Safe Passages to and from school, all students should attend public schools free of bullying, gang intimidation, and all forms of fear.REGIONALLY COORDINATED COUNTY AGENCIES: County agencies must cooperate with each other and with the City to achieve reductions in violence, trauma, and crime.BUILD A REENTRY NETWORK: The County must seize realignment as an opportunity to make coordinated, seamless reintegration a reality for its citizens returning from incarceration.EQUITABLE COMMUNITY BUILDING: These neighborhoods must receive the same capital, business, educational, and infrastructure investment from which affluent Los Angeles already benefits.CREATE VIABLE EMPLOYMENT: There needs to be an immediate economic and employment plan for the hot zone communities of Los Angeles.Ending the public safety inequity that renders gang violence hot zone communities invisible to the rest of Los Angeles means we must provide youth greater alternatives that preempt gang joining. Political will is necessary to pull together a truly comprehensive solution with real government-community partnerships at both the City and County level, tailored to yield and sustain results for each individual neighborhood. Los Angeles cannot rest until every family and every child enjoy the first of all civil rights -- safety -- and the first of all freedoms -- freedom from violence.
California HealthCare Foundation;
This regional market report highlights variations in health care affordability, access, and quality of care across Los Angeles, California. The report is published as part of the CHCF California Health Care Almanac, an online clearinghouse for key data and analysis examining California's medical system.
Liberty Hill Foundation;
Historically, African Americans have had a rich tradition of giving, but have seen themselves as givers not philanthropists, and have been perceived by others primarily as recipients of philanthropic dollars. With the financial successes of many African Americans over the last half century, that perception must change. With financial success comes greater interest, consideration and sophistication in the philanthropic efforts by African Americans.The report was authored by Professor Ange-Marie Hancock, Associate Professor of Political Science and Gender Studies at the University of Southern California and funded by The California Endowment, Tides and Rockefeller Philanthropy Associates. Based on focus groups and survey data from African American donors in Los Angeles there are some surprising findings. The three donor profiles that emerged from this study are:The "Building the Black Community" Donor. Donors more concerned that their dollars go to organizations that target African American recipients than other respondents.The "Issue Impact" Donor. Donors more concerned with the issues they care about than the identity of the people affected by the issues.The "Hardwired To Give" Donor. Donors that embrace giving as part of their personal identity, but are also identifiable by their public as well as their private behavior.Their findings represent just the beginning of intensifying interest within the African American community about its philanthropic assets and power, and how to deploy them. The study also provides four opportunities for building black philanthropy, and examines where African Americans make charitable gifts and dispels the myth that African Americans give only, or even primarily, to the church.
Mobile Voices, also known as VozMob (www.vozmob.net), is a digital storytelling platform for first generation, low-wage immigrants in Los Angeles to create and publish stories about their communities, directly from cell phones. The project is a partnership between the Annenberg School for Communication at the University of Southern California (USC) and the Institute of Popular Education of Southern California (IDEPSCA), a nonprofit that organizes low-income immigrants in Los Angeles. Founded in 1984, IDEPSCA's programs are focused on education, economic development, health access and reform, popular communication, and worker rights. Currently IDEPSCA runs six day laborer and household worker centers and two day laborer corners where workers look for jobs in a more humane and dignified way while learning about their rights and gaining valuable leadership skills. The Annenberg School for Communication (the research partner) and IDEPSCA (the community partner) came together around the shared goal of designing communication systems and processes that promote media justice and help those without computer access gain greater participation in the digital public sphere. This chapter is a reflection on popular communication, participatory design, andcommunity-based multimedia practice from the Mobile Voices project team. It was collaboratively written by 13 members of the project and includes a project overview and an exploration of themes including the pedagogy of popular communication, participatory technology design, and the dynamics