This article describes the internal structures and processes adopted by The Skillman Foundation to support the iterative practice of “learning and doing” in the first phase of a rapidly evolving, ambitious community change enterprise in six Detroit neighborhoods. The foundation created a “learning team” that used a program logic model and other evaluation and learning mechanisms to foster ongoing candid discussion and build capacity to work in new ways. Although it is still a work in progress, logic model thinking is leading to greater clarity about the activities and intended results.
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