Using theory of change as a framework for examining community context and philanthropic impact |
| |
| Institution: | 1. Department of Emergency Medicine, Denver Health Medical Center, Denver, Colorado;2. OMNI Institute, 899 Logan St #600, Denver, Colorado 89203;1. The Hopkins Centre, Menzies Health Institute Queensland, Griffith University, University Drive, Meadowbrook, Queensland, 4131, Australia;2. Synapse, 262 Montague Road, West End, Queensland, 4101, Australia;3. Recovery Injury Research Centre, The University of Queensland, Herston, Queensland, 4006, Australia;4. Menzies Health Institute Queensland, Griffith University, Parklands, 4029, Australia;5. Centre for Applied Health Economics, Menzies Health Institute Queensland, School of Medicine, Griffith University, Queensland, 4111, Australia;6. Department for Health, University of Bath, BA2 7AY, United Kingdom;7. Discipline of Geography and Spatial Sciences, School of Technology Environments and Design, College of Sciences and Engineering, University of Tasmania, Hobart, Tasmania, 7001, Australia;8. School of Criminology and Criminal Justice, Griffith University, Queensland, 4122, Australia;9. Department of Tourism, Sport & Hotel Management, Griffith University, Queensland, 4222, Australia;10. Griffith Health, Griffith University, Queensland, 4122, Australia;1. Center for Mental Healthcare and Outcomes Research, Central Arkansas Veterans Affairs Healthcare System, 2200 Fort Roots Drive, Building 58, North Little Rock, AR 72114-1706, United States;2. Department of Psychiatry, University of Arkansas for Medical Sciences, 4301 West Markham Street, Little Rock, AR 72205, United States;3. VA South Central Mental Illness Research, Education and Clinical Center, 2200 Fort Roots Drive, Building 58, North Little Rock, AR 72114-1706, United States;4. Central Arkansas Veterans Healthcare System, Eugene J. Towbin Healthcare Center, 2200 Fort Roots Drive, North Little Rock, AR 72114-1706, United States;5. Southeast Louisiana Veterans Health Care System, 2400 Canal Street, New Orleans, LA 70119, United States;6. South Central Mental Illness Research, Education and Clinical Center, Southeast Louisiana Veterans Health Care System, 2400 Canal Street, New Orleans, LA 70119, United States;7. Tulane University School of Medicine, 1430 Tulane Avenue, New Orleans, LA 70112, United States;8. New Orleans, LA 70119, United States;1. Ryerson University, Canada;2. Wilfrid Laurier University, Canada;3. Bridgeable, Canada;4. McGill University, Douglas Mental Health University Institute, Canada;5. Pathways Housing First Training Institute, Canada;6. Centre for Addiction and Mental Health, Canada;7. University of Winnipeg, Canada;8. University of Ottawa, Canada;9. Centre for Addiction and Mental Health, Canada |
| |
| Abstract: | As part of the process of examining their theory of change (TOC) and reflecting on grant making activity, one Midwestern foundation employed a multipronged strategy to assess 209 community-based mental health grants across seven years of funding. This article details the evaluation approach, which comprised these areas of the TOC: grantees’ use of evidence-based interventions, cultural competency, quality improvement, community collaboration, and use of integrated care. Inductive analyses identified grantees’ use of innovative practices, trauma-informed care, and use of validated instruments. In an iterative exercise spanning multiple years, the foundation and researchers found ways to gather information about community capacity and impact while simultaneously minimizing grantee data collection/reporting burden. Findings revealed that community agencies were improving in their uptake of evidence-based interventions and use of validated instruments. Community grantee use of trauma informed care also improved over the study period. Grantee desire to collaborate and coordinate services within the community was also strong. The research also revealed that in multiple domains (such as technology and non-profit operating costs) grantees needed support in building agency capacity. These findings shed light on which aspects of the foundation’s TOC were being addressed through funding, and which areas of the community needed additional support. |
| |
| Keywords: | Theory of change Program evaluation Philanthropic evaluation Community assessment Impact evaluation |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
