Papers by Sally Leiderman
This report explores the ways in which our current thinking about leadership often contributes to... more This report explores the ways in which our current thinking about leadership often contributes to producing and maintaining racialized dynamics, and identifies a set of core competencies associated with racial justice leadership. Recommendations are included for helping leadership programs develop and support leadership that furthers racial justice in organizations, communities, and the broader society
Acknowledgments..................................................................................... more Acknowledgments....................................................................................... 2
– WHERE DO WE START? – EXHIBIT 1 – BASIC ELEMENTS – METHODS – RESPONSIBILITY FOR COORDINATING DIS... more – WHERE DO WE START? – EXHIBIT 1 – BASIC ELEMENTS – METHODS – RESPONSIBILITY FOR COORDINATING DISCUSSION – EXHIBIT 2 – TYPICAL LAYOUT – EXHIBIT 3 – HOW TO REACH ALL SEGMENTS IN A COMMUNITY – HOW TO ASSESS THE VALUE OF A COMMUNITY DISCUSSION PROCESS • IV. CHARTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 – CHART 1: STUDY CIRCLES – CHART 2: NATIONAL ISSUES FORUMS – CHART 3: COMMUNITY CONVENINGS – CHART 4: FOCUS GROUPS CAPD CENTER FOR ASSESSMENT AND POLICY DEVELOPMENT
The authors would like to thank the many individuals who contributed to the development of our th... more The authors would like to thank the many individuals who contributed to the development of our thinking about system reform through their work on The Children's Initiative and elsewhere. In particular, we are grateful to the members of the original advisory group for the Initiative's design -Charles Bruner, Catherine DeAngelis, Frank Farrow, Martin Gerry, Edward Joyner and Sara Rosenbaum, and to Ann Rosewater and Elizabeth Reveal, our colleagues in its early stages. We also want to acknowledge the pathbreaking work of the individuals and organizations on the technical team for The Children's Initiative -The Family Resource Coalition,
Project Change was launched by the Levi Strauss Foundation in 1991 as an initiative to address ra... more Project Change was launched by the Levi Strauss Foundation in 1991 as an initiative to address racial prejudice and institutional racism in communities in which Levi Strauss & Co. had facilities. Working with multiracial coalitions in Albuquerque (New Mexico), El Paso (Texas), Valdosta (Georgia), and Knoxville (Tennessee), the Foundation and the Center for Assessment and Policy Development have learned a number of lessons about starting a corporate sponsored, community-driven, anti-racism initiative. Communities need to understand how difficult it is for multiracial groups to be inclusive and to reach consensus in a timely and efficient way. Task forces need a variety of people and a great deal of community support. A common approach will eventually emerge, and those who stay involved will be able to adapt their own strategies. However, specialized training and assistance are necessary to bring community representatives to that point. Corporate sponsors need to understand that local task forces need time to develop strategies and engage participants. An effective task force facilitates change. There is a role for outside assistance, but it is important to establish local ownership of the initiative promptly. The corporate sponsor can be a catalyst, but the community must be in charge ultimately. Experiences at the four project sites show the challenges antiracism programs face, but they also reveal the potential of these initiatives for community improvement. (SLD)
The formative evaluation of Project Change began in 1994 when all of the sites were still in plan... more The formative evaluation of Project Change began in 1994 when all of the sites were still in planning or early action phases. Findings from the summative evaluation will be available in 2002. This report provides more technical information than has been available previously. It covers: (1) development of the Project Change model and theory of change; (2) evaluation approach and challenges; (3) early findings; and (4) next steps in evaluation. Some of the special challenges of anti-racism work have been identified. These include the fact that people want to know whether the work is effective long before tangible results are likely to be produced. Because it is not clear what it will take to solve the problem of racism, it is hard to use markers of progress to predict eventual success from early results. Evaluation findings do show that communities have benefited from Project Change in some tangible ways. The policies of lending institutions have changed to make new funds available to poor people. Project sites have raised awareness about hate crimes, and communities are beginning to institutionalize their Project Change work so that it will last beyond the initial funding. Some unintended benefits have come to participants in terms of new skills and a higher degree of awareness. Some social policy benefits have also been apparent as lessons generated by project management, the communities, and the evaluation have helped stimulate anti-racism activities by other funders and in other communities. (SLD)
“Engagement, as a concept and activity, is in its first phase of development as significant acade... more “Engagement, as a concept and activity, is in its first phase of development as significant academic work. . . This suggests that national strategies at this time would be most helpful if they contributed to exploring formative and practical dimensions important to the evolving understanding ...
The information that forms the basis of this brochure was drawn from a summit of community organi... more The information that forms the basis of this brochure was drawn from a summit of community organization representatives who have worked in partnerships with institutions of higher education. The brochure highlights three issues community partners believe must be fully addressed if community/campus partnerships are to be successful and mutually beneficial. The first issue is the importance of follow-through for building sustainable partnerships. The second is how community partners weigh the costs and benefits of partnering with an institution of higher education. The third is the influence of parity on community members' attitudes toward their campus partners. Community partners suggest that partnerships with colleges and universities provide a range of benefits to their organizations. One risk is a sense that the community partner is lending its credibility within a community to the campus. Other costs include the time required, the opportunity cost of not doing funded or billable work, loss of organizational identity, and the "irritation" factor in relationships. Some mediating factors are identified. Community partners have created a list of common organizational resources and limitations that need to be kept in mind by campus personnel when partnering with community organizations. The brochure includes recommendations and implications for practice and policy. A list of 16 annotated resources is provided. (SLD) Reproductions supplied by EDRS are the best that can be made from the original document.
The formative evaluation of Project Change began in 1994 when all of the sites were still in plan... more The formative evaluation of Project Change began in 1994 when all of the sites were still in planning or early action phases. Findings from the summative evaluation will be available in 2002. This report provides more technical information than has been available previously. It covers: (1) development of the Project Change model and theory of change; (2) evaluation approach and challenges; (3) early findings; and (4) next steps in evaluation. Some of the special challenges of anti-racism work have been identified. These include the fact that people want to know whether the work is effective long before tangible results are likely to be produced. Because it is not clear what it will take to solve the problem of racism, it is hard to use markers of progress to predict eventual success from early results. Evaluation findings do show that communities have benefited from Project Change in some tangible ways. The policies of lending institutions have changed to make new funds available to poor people. Project sites have raised awareness about hate crimes, and communities are beginning to institutionalize their Project Change work so that it will last beyond the initial funding. Some unintended benefits have come to participants in terms of new skills and a higher degree of awareness. Some social policy benefits have also been apparent as lessons generated by project management, the communities, and the evaluation have helped stimulate anti-racism activities by other funders and in other communities. (SLD)
Project Change was launched by the Levi Strauss Foundation in 1991 as an initiative to address ra... more Project Change was launched by the Levi Strauss Foundation in 1991 as an initiative to address racial prejudice and institutional racism in communities in which Levi Strauss & Co. had facilities. Working with multiracial coalitions in Albuquerque (New Mexico), El Paso (Texas), Valdosta (Georgia), and Knoxville (Tennessee), the Foundation and the Center for Assessment and Policy Development have learned a number of lessons about starting a corporate sponsored, community-driven, anti-racism initiative. Communities need to understand how difficult it is for multiracial groups to be inclusive and to reach consensus in a timely and efficient way. Task forces need a variety of people and a great deal of community support. A common approach will eventually emerge, and those who stay involved will be able to adapt their own strategies. However, specialized training and assistance are necessary to bring community representatives to that point. Corporate sponsors need to understand that local task forces need time to develop strategies and engage participants. An effective task force facilitates change. There is a role for outside assistance, but it is important to establish local ownership of the initiative promptly. The corporate sponsor can be a catalyst, but the community must be in charge ultimately. Experiences at the four project sites show the challenges antiracism programs face, but they also reveal the potential of these initiatives for community improvement. (SLD)
... CAPD INVESTING IN "YOUNG FAMILIES:" SOME THOUGHTS ON ADVANTAGES, DISADVANTA... more ... CAPD INVESTING IN "YOUNG FAMILIES:" SOME THOUGHTS ON ADVANTAGES, DISADVANTAGES AND POSSIBLE NEXT STEPS WENDY C. WOLF SALLY LEIDERMAN MARCH 2001 CONTENTS ... Debra Delgado spearheaded this work through the Foundation. ...
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Papers by Sally Leiderman