How are you supporting your organization in strategic decision-making?
Evaluation Capacity Building: How to Rock Your Data, led by a team of consultants from McClanahan Associates, Inc. (MAI) and ImpactED, will help organizations learn how to develop core questions about a program, gather new data or identify existing data to answer those questions, and use data to inform program decisions.
The series will also explore the role of diversity, equity, and inclusion (DEI) in evaluation, including analyzing data and information about race and ethnicity, understanding disparities and why they exist, and looking at root causes, problems, and solutions through an equity lens.
How can Jewish human services agencies address the addiction crisis in their own communities? We will seek to impart strategies and tools to answer that question and more over the course of our two-part symposium on the crisis of addiction
In collaboration with JAAN, the Jewish Addictions Awareness Network, a leading resource across the U.S. and Canada, we will highlight examples of the sector’s response and motivate greater action that meets the mounting challenge of addiction in the Jewish community and beyond.
This NETLab is an offering of NJHSA’s Center for Innovation and Research, with funding from The Harry and Jeanette Weinberg Foundation.
The “Creating Equitable Pay Workplaces: The Pay Equity Project” NETLab, part of The Network, aimed to bring about systems change and sustainability in pay equity within the Jewish human service sector. Supported by the SRE Network and The Network’s Center for Innovation and Research (NCIR), the program involved four member agencies. Participants, including c-suite or director-level staff, HR representatives, or volunteer leaders, engaged in six learning sessions, collaborated with peer agencies, and received individual consultations. The program’s goals included understanding pay equity, identifying challenges, articulating the process, and designing a roadmap. Despite initial success, the October 7 events disrupted the project’s completion, with agencies prioritizing urgent community needs over the project’s final stages. The overload on organizational leaders impacted the ability to complete consultations, roadmap drafts, and evaluative dialogues, delaying planned pay equity processes and discussions about salary increases.