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Urban Indian Health Institute;
This report assesses the needs of the urban disabled and Elder AI/AN population in King County, WA by analyzing data from survey results and key-informant interviews with community members.
This case study documents the journey of one organization, Green Canopy Homes – and its financingarm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing itsimpact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied atheory of change tool, an approach common within the social sector, to systematically map the causalpathways between its strategies and intended impact. Its rationale for adopting this approach wassimple: use it to maximize impact, and understand and minimize possible harm. The tool also effectivelypositioned Green Canopy to measure and communicate about its social and environmental performance,and to make client-centric adaptations to its business.The case study provides an illuminating example of how investors can adapt theory of change toserve their impact management needs. By demonstrating the relevance and transferability of this toolfor articulating, measuring, and managing impact, the hope is that this case study can contribute tostrengthening other investors' approaches, in turn contributing to building the evidence base for the"impact" of impact investments.
The Road Map Project seeks to double the number of students on track to graduate with a postsecondary degree or career credential in the South Seattle and South King County, Wash., region by 2020, as well as to close achievement gaps. It will do this by driving a dramatic improvement in student achievement from "cradle to career" in South Seattle and South King County. The project builds on the belief that collective effort is necessary to make large-scale change and has created a common goal and shared vision in order to facilitate coordinated action, both inside and outside schools.
This report shows how King County is building equity by increasing access to health care, creating communities of opportunity, embedding equity in the budget process, becoming a more equitable and diverse employer, and more.
University of Washington;
Seattle's Law Enforcement Assisted Diversion (LEAD) program is the first known pre-booking diversion program for people arrested on narcotics and prostitution charges in the United States. Launched in October 2011, LEAD is the product of a multi-year collaboration involving a wide range of organizations, including The Defender Association's Racial Disparity Project, the Seattle Police Department, the ACLU of Washington, the King County Prosecuting Attorney's Office, the Seattle City Attorney's office, the King County Sheriff's Office, Evergreen Treatment Services, the King County Executive, the Washington State Department of Corrections, and others. This report draws on a number of data sources to provide an overview of LEAD's principles and operations, and to distill important lessons about what has -- and has not -- worked well in the first two years of LEAD's operations. The hope is that identification of these lessons will be useful to those interested in replicating LEAD in other jurisdictions or in enhancing its operations in Seattle. After briefly describing LEAD's principles and operations, the report identifies key "lessons learned." These are presented in four different categories: getting started; training; communication; and the transformation of institutional relationships.
University of Washington;
The LEAD program was established in 2011 as a means of diverting those suspected of low-level drug and prostitution criminal activity to case management and other supportive services instead of jail and prosecution. The primary aim of the LEAD program is to reduce criminal recidivism. Secondary aims include reductions in criminal justice service utilization and associated costs as well as improvements for psychosocial, housing and quality-of-life outcomes. Because LEAD is the first known pre-booking diversion program of its kind in the United States, an evaluation is critically needed to inform key stakeholders, policy makers, and other interested parties of its impact. The evaluation of the LEAD program described in this report represents a response to this need.Background: This report was written by the University of Washington LEAD Evaluation Team at the request of the LEAD Policy Coordinating Group and fulfills the first of three LEAD evaluation aims. Purpose: This report describes findings from a quantitative analysis comparing outcomes for LEAD participants versus "system-as-usual" control participants on shorter- and longer-term changes on recidivism outcomes, including arrests (i.e., being taken into custody by legal authority) and criminal charges (i.e., filing of a criminal case in court). Arrests and criminal charges were chosen as the recidivism outcomes because they likely reflect individual behavior more than convictions, which are more heavily impacted by criminal justice system variables external to the individual. Findings: Analyses indicated statistically significant recidivism improvement for the LEAD group compared to the control group on some shorter- and longer-term outcomes.
Founded in 2000 on the principle that all young people -- not just those with resources -- should have access to quality arts learning opportunities, Arts Corps is now a leading nonprofit arts education organization in Seattle. Starting with just a few classes at six sites, Arts Corps now serves over 2,000 K-12th grade students a year at approximately 40 sites. Arts Corps places after-school classes and in-school residencies primarily at schools and community centers serving low-income youth who often have few other opportunities for arts learning. Programs cover the spectrum of arts disciplines from dance to visual arts to photography to music, and include popular classes such as Brazilian dance, theater, comic illustration, spoken word, sculpture and more. Programming is designed to foster artistic competencies and creative habits of mind such as imagination, healthy risk-taking, reflection, persistence and critical thinking. The program operates on a school year, with select workshops occurring in the summer months. Arts Corps has conducted program evaluation since inception and has refined its focus each year to better explore and describe the impacts of arts classes on students. This report represents Arts Corps' evaluation work during the 2011-2012 program year.
This annual report details the activities of Arts Corps, including new initiatives, student artist spotlights, the 2012 Slam Poetry team, Museum of History and Industry poetry project, interviews with teaching artists, lists of impacts made, map of partner schools, a Q&A between a teaching artist and a nonprofit business consultant, lists of investors, and financial statements.
Seattle Arts Education Consortium;
Within the past several decades, the emphasis in public education nationwide has steadily moved away from arts-rich and creativity based learning toward more standardized, test-based learning. In recent years, budget cuts and the "No Child Left Behind Act" have pushed the education climate even further toward high-stakes testing, narrowing curriculum. In line with this, Washington State has enacted the Washington Assessment of Student Learning standards, shifting local schools' priorities toward meeting test-based standards. At the same time, public education in Washington state faced significant budget cuts. By 2005, Washington ranked 42nd in the nation in public education spending.Public schools have had to cut many rich program offerings including in-school arts classes. In 2005, nearly 60 percent of Washington State principals reported one hour or less of music instruction per week in their schools. Worse yet, 60 percent of Seattle Public School elementary schools offered no visual arts program that same year.During this time, several existing organizations in King County and countless more practitioners were growing to meet a new demand for the arts gap through diverse, innovative programming both in and out of the school day. Seattle's nonprofit arts education organizations were natural advocates for more creative learning opportunities but remained somewhat disconnected from each other, lacking a cohesive, persuasive message to more effectively advocate for arts education. In response to these challenges, among others, seven of these regional nonprofit youth arts education organizations formed the Seattle Arts Education Consortium (Consortium), a collaborative, two-year project, in the summer of 2005.Reflecting on the work of the last two years, the Consortium offers several key findings and lessons learned related to both the process and the product. These findings may be an excellent resource to any group starting a similar process and especially for arts education programs hoping to elevate the rigor and public understanding of their programs' impacts. This report will also be useful to foundations interested in encouraging collaborations among their grantees.The sections that follow include descriptions of the process, outcomes and findings for each project activity including: Evaluation Planning & Implementation, Professional Development for Teaching Artists, Arts Education Communications & Messaging as well as What's Next for the Consortium.
Community Center for Education Results;
The Road Map Project's annual report card shows data on 29 indicators of student success, which are important measures related to student achievement from cradle through college. Data in the report are often disaggregated by district, student race/ethnicity or income level to illustrate the region's challenges and progress.The Road Map Project is a region-wide collective impact effort aiming to dramatically improve education results in South King County and South Seattle, the county's areas of greatest need. The project's goal is to double the number of students who are on track to graduate from college or earn a career credential by 2020, and to close opportunity gaps. Seven school districts -- Auburn, Kent, Federal Way, Highline, Renton, Seattle (south-end only) and Tukwila -- are among the hundreds of partners working together toward the Road Map Project's 2020 goal. The 2014 results report includes a special focus on whether the region is on track to reach the goal.