2021 SNAPSHOT CAPACITY BUILDING APPROACH This year's capacity building strategy was designed to build on successes and growth from the first year, while creating space for Cohort 1 grantees to identify additional areas of focus for capacity building and provided more targeted trainings for Cohort 2. Capacity Building Components included: 1. Organizational Assessment 2. Individualized Capacity Building Plans 3. Individualized Coaching Sessions 4. Cohort-Based Convenings
OBJECTIVES Grantee organizations will increase their organizational awareness and capacity to provide high-quality, evidenceinformed direct service interventions for youth and to fulfill their organizational missions. Peer-to-peer learning will be fostered through participation in a shared community of aligned providers that may inform greater ongoing collaboration. Community-based youth development providers will be well-positioned, over the longterm, to apply for Los Angeles County contracts without intermediary support, opening access to sustained, multi-year funding streams.
YEAR 2, COHORT 1 The 20 organizations of cohort 1 engaged with experienced coaching staff for over 1000 combined hours of individualized and group coaching sessions, virtual reflection assessments, and a variety of capacity building interventions.
YEAR 1, COHORT 2 Similar to the experiences of cohort 1, the 29 grantees that make up cohort 2 reached key milestones during the 18 month implementation period. Implementation for Cohort 2 included the same coaching and assessment components for Cohort 1, but also included tracked learning, which placed grantees into subgroups to engage in deep learning on a particular capacity building area.
Training and Capacity Building Goals Goal Setting and Strategic Planning
Strengthening Organizational Boards
Evaluation and Data Management
Improving Organizational Structure and Culture
Marketing and Communications
Staff Leadership and Development
Fundraising
Program Development
In Development Offering expansion funding for a total of 9 grantees that are building out services for Black at-promise youth in priority communities and the distributions of additional capacity building grants to support internal organizational growth of Ready to Rise grantees. Ongoing Public Workshop series facilitated by industry leaders. All workshops will be accessible to all youth serving organizations. Workshops in the line-up include Effective Grantmaking Strategies for Emerging Non-Profits, Board Governance Fundamentals, and Financial Leadership for Board Members.
PROGRAM HIGHLIGHTS AND ACCOMPLISHMENTS: WHO WE SERVE AND WHO'S BEEN REACHED Over 640 hours of one-on-one coaching
90% of grantees have completed their capacity building goals
Total of 8 Target Populations:
Of the 3 grantees funded by R2R that were fiscally sponsored at time of selection 3 (or 100%) have since gained independent 501(c)3/nonprofit status
LGBTQ+ Gender Expansive Justice-Involved Foster Youth Gang-Involved
Housing Insecure Alternative-andContinuing Education Transtion-Aged Youth
Total of $18,763,000 awarded in grants 69% of all participating grantee organizations are Black, Indigenous, and People of Color-led
R2R grantees serve 11,711 youth through 318,618 program touch-points R2R grantees have collectively experienced a 15% median increase in organizational budgets
SHOW YOUR SUPPORT FOR READY TO RISE
ACTION ITEMS 1. COLLABORATE. Reach out to partner with current Ready to Rise grantee organizations and support their work. 2. ADVOCATE. Spread the word on Ready to Rise's capacity building model and advocate for the use of Third Party Administrator models in public funding. 3. SHOW UP AND SHOW OUT. Keep coming to R2R events and sharing to your networks.
SYSTEM CHANGE WINS 1. Divestment in punitive measures to address youth behavior 2. Reduced contract compliance requirements for grantees 3. Upfront funding for grantmaking 4. Consistent budget allocations 5. Deidentified youth data 6. COVID Response Supports – MOU/ Petition 7. Restructuring of Background Check approvals 8. Stronger governance within JJCC 9. Autonomy to develop “new measurements of success” 10. CCF and the evaluation consultants participate in countywide taskforce to develop better measurements