PHILANTHROPIC CAPACITY-BUILDING RESOURCES
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Report Title: Intermediary Profile Report
Report Date:

Organization:
 

Urban Strategies Council

Program ID Number: I-20

Date Profile Created:
 


May 3, 2006

Date Profile
Last Updated:
February 22, 2010


Program Summary:
The Urban Strategies Council is a community-building support and advocacy organization whose mission is to eliminate persistent poverty by working with partners to transform low-income neighborhoods into vibrant, healthy communities. Urban Strategies works locally and regionally to provide research, data and policy analysis, strategic planning, program development, capacity building and advocacy in service of low-income communities. Three operating programs are offered: (1) Economic Opportunity - housing, income and asset development, workforce and economic development, community benefits agreements; (2) Community Safety and Justice - prison reentry, violence prevention and community policing; and (3) Education Excellence - achievement, community engagement and after school programs. Additional support programs include (1) Research and Technology - data warehousing, online GIS/mapping, research and evaluation analysis to support community change, access to technology; and (2) Community Capacity Building - tools, program development, training and consulting services for community-building initiatives.

Some services are available to any nonprofit wanting them; in other cases organizations must apply for assistance. Urban Strategies offers training in such areas as redevelopment and community benefits, provides technical assistance to individual organizations and collaboratives, maintains web sites for groups, at times secures dollars from funders for the purpose of re-granting them to community groups, and more. While a specific capacity-building unit exists, it also serves other program areas, and almost all of Urban Strategies' work involves capacity building as a component.

A variety of funders, including the East Bay Community Foundation and Tides Foundation, partner on projects. While Urban Strategies Council does not currently do any re-granting, it has in the past and may in the future. In recent years work with coalitions and collaboratives has increased, including helping to create and staff many new initiatives. In some cases a coalition approaches Urban Strategies requesting assistance, in other cases a funder asks for help with a coalition, and Urban Strategies has also initiated the development of a coalition itself.

As one example, Urban Strategies staffs and convenes a community benefits coalition of base-building organizations that have constituent memberships. The coalition works within a neighborhood that has a community benefits agreement with a developer, and helps it determine, in communication with the developer, how to manage and use dollars within the neighborhood. In this effort Urban Strategies both provides technical assistance, such as training for residents and the coalition as a whole, and coordinates a community facilitation process.

Other collaboratives served by Urban Strategies include the Alameda County Community Assets Network, involving nonprofits, financial institutions, government bodies and others that focus on income and asset development of county residents. The Alameda County Reentry Network is a collaboration of reentry service providers, governmental agencies and others focusing on improving public safety by reducing recidivism among the formerly incarcerated. A similar re-entry collaborative is being established in Contra Costa County. Oakland Community After School Alliance works to galvanize interest, energy and resources for promoting after school programs in Oakland. Finally, Urban Strategies is collaborating with the College of Alameda on a community capacity-building institute that will offer certificates and degree program related to urban leadership and community development.

Some sophisticated technology-based tools are available on Urban Strategies' web site and the web sites of the collaboratives it supports, to assist these diverse groups and the public. For example, an online data warehouses and a mapping service provide access to public data sets, and enables users to map out the information as needed. A resource and referral database is used for income and asset development services; another will be launched for reentry services in Alameda County. For the networks or collaboratives they support, Urban Strategies creates web sites with reports, various databases, and other resources that are made available for use by the public as well.

Much of Urban Strategies' capacity-building effort takes place in the context of action work. Urban Strategies may choose an area that needs work, secure the dollars needed to begin, and identify the best partners to involve in the effort. While Urban Strategies does much of the staffing itself, at times it uses other groups to provide needed training, e.g. in participatory facilitation.

While Urban Strategies has not done a comprehensive evaluation, it does look at elements of its work, such as policy change or community benefits work supporting a coalition. When it conducts training, it generally secures both oral and written evaluation information from participants, then holds a de-briefing session with the planning group to pinpoint what did and didn't prove effective. Additionally, it sometimes uses a Survey Monkey feedback instrument and then posts results online.

Contact Name:

Junious Williams

Title:

CEO

Phone:

(510) 893-2404

Fax:

(510) 893-6657

E-mail Address:

juniousw@urbanstrategies.org

URL:

www.urbanstrategies.org

Address:

672 13th Street
Oakland, CA 94612


Date Program Began:

1997

Total Funds Awarded for Most Recent Fiscal Year:

N/A

Date Program Scheduled to End:


N/A

Total Capacity-Building Operating Expenses for Most Recent
Fiscal Year:


N/A


How Program is Operated:

Run internally by the intermediary


Number Staff/Consultants:

4/10

Background Materials Available:

Yes


Geographic Areas Served:

National:

Yes

International:

No

 

  Selected States:

N/A

  Geographic Details:

Bimodal: Local, but also regional and national. Majority centered in Oakland and Bay Area


Types of Capacity-Building Assistance Offered to Nonprofits:

1. Grants:

2. Direct Service:

3. Direct Financial Support:


Assessment of Service Needs
Center (Facility Offering Services)
Coaching/Training for Individual Nonprofits
Convening
Education/Training for Groups of Nonprofits
Information and Referral
Infrastructure for Peer Networking
Participation in Community Capacity-Building Initiative
Website with Capacity-Building Assistance

N/A


Grants Offered to Capacity-Building Service
Providers and Intermediaries:

  Support for Services to Nonprofits:

N/A

  General Support:

N/A

Grants Offered to Support Overall Capacity-Building Infrastructure:

N/A


Areas of Nonprofit Operations Supported:

How Funding/Service Decisions Are Made:

Evaluation
Fund Development
Governance (Board/Executive)
Information/Technology Support
Planning
Staff Development/Training

Application by Potential Recipient – Intermediary Selection
Pro-active Identification of Applicants by Intermediary


Collaborating Organizations: N/A

Capacity-Building Work Evaluated:

Yes

Evaluation Results Available:

Yes

Frequency of Evaluation:

Varies

Type of Evaluation:

Both Internal and External, Surveys, Focus Groups, Site Visits, Grantee Self-Reports, Participatory Evaluation

Summary of Evaluation Lessons Learned:
The following lessons learned were among those reported by this program:
  • Technical assistance is a form of capacity building. Capacities are built most effectively when there is: (1) attention to building relationships that lead to partnership between the provider and the recipient of services as well as between the recipient and peers doing similar work; (2) a recognition and valuing of the skills and talents of the recipients of assistance; (3) reciprocal learning goals for the providers and recipients; (4) mutual agreement about the methods and outcomes of assistance; and (5) frequent reflection on and assessment of progress.
     
  • Commitment to long-term involvement geared toward cultivating skills and knowledge, not just a technical "fix," is important. Building relationships of trust sustains a focus on community building over the long-term.
     
  • Broad community involvement in capacity-building efforts, encouraging opportunities for developing new leadership, is important. Local variation uniquely defines each partner, neighborhood and situation.
     
  • Equipping neighborhood leaders and residents to act in their own behalf, rather than developing dependency on outside technical assistance providers, is important. Methods of support must be grounded in a commitment to intensive, responsive, peer-based technical assistance.

In addition, evaluation results indicated the following as some of the significant impacts from this program:
  • The Council created and/or staffs sustainable collaboratives and networks.

  • The Council's efforts have resulted in enforceable community benefits agreements.

  • The Council democratizes data to inform community decision-making processes.

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