Investments in the social sector have become increasingly complex, with many foundations shifting from supports for single organizations toward more systemic strategies focused on improving outcomes for entire communities. As a result, the field has become awash in regional, or place-based, investments that rely on cross-sector partnerships and networks to drive change. These efforts require coordination among stakeholders across all levels of the practice and policy continuum – from direct service providers, to nonprofit intermediaries, funders, advocacy organizations, and policymakers.

It is in this context, and in the spirit of continuous learning, that The James Irvine Foundation's Linked Learning Regional Hubs of Excellence investment serves as a systems change experiment, offering insights and critical lessons that can inform others undertaking similar work. The aim of this Issue Brief – authored by Equal Measure and Harder+Company – is to contribute to field dialogue and learning about the role of leadership in complex systems change strategies, particularly those focused on producing equitable impacts in college and career readiness.

Equal Measure and Harder+Company serve as the evaluators of The James Irvine Foundation's Linked Learning Regional Hubs of Excellence. They work in partnership with Jobs for the Future, the intermediary and technical assistance provider for this initiative.

The Conrad N. Hilton Foster Youth Strategic Initiative (FYSI) grew out of an extensive research and synthesis process that included the perspectives of a wide variety of stakeholders. Ultimately, the process helped the Foundation better understand the challenges facing transition-age youth (TAY) and identify successful models for change; this work became the foundation for FYSI. In February 2012, the Board of Directors approved FYSI. The FYSI launched in March 2012; the Monitoring, Evaluation, and Learning (MEL) component (or evaluation) began in March 2013.

To address the myriad issues facing TAY, those in care and transitioning out of care, the Foundation provides grants to organizations and entities with the potential to meet the three overarching goals of FYSI: (1) to increase TAY selfsufficiency, (2) to strengthen and increase cross-system collaboration and promote systems change, and (3) to develop and disseminate new knowledge about the needs of TAY and effective strategies for meeting those needs. As of June 2015, the Foundation has awarded $32,772,500 to 39 grantees as part of FYSI.

The Conrad N. Hilton Foster Youth Strategic Initiative (FYSI) grew out of an extensive research and synthesis process that included the perspectives of a wide variety of stakeholders. Ultimately, the process helped the Foundation better understand the challenges facing transition-age youth (TAY) and identify successful models for change; this work became the foundation for FYSI. In February 2012, the Board of Directors approved FYSI. The FYSI launched in March 2012; the Monitoring, Evaluation, and Learning (MEL) component (or evaluation) began in March 2013.

To address the myriad issues facing TAY, those in care and transitioning out of care, the Foundation provides grants to organizations and entities with the potential to meet the three overarching goals of FYSI: (1) to increase TAY selfsufficiency, (2) to strengthen and increase cross-system collaboration and promote systems change, and (3) to develop and disseminate new knowledge about the needs of TAY and effective strategies for meeting those needs. As of June 2015, the Foundation has awarded $32,772,500 to 39 grantees as part of FYSI.

In 2013, Westat joined with two subcontractors, the University of California, Los Angeles Luskin School of Public Affairs and the Silberman School of Social Work at Hunter College, to evaluate the Foster Youth Strategic Initiative in Los Angeles County (LAC) and New York City (NYC). The Initiative grew out of an extensive research and synthesis process that helped the Foundation better understand challenges facing Transition-Age Youth (TAY), identify key levers and successful models for change, and incorporate the perspectives of a wide variety of stakeholders. The Initiative is built on a theory of change proposing that funding three components (TAY self-sufficiency services, systems change, and new knowledge) will synergize efforts in LAC and NYC around improving outcomes for TAY.

The Hilton Foundation provides grants to organizations and entities with the potential to actualize the Foster Youth Strategic Initiative's components. As of May 2014, grantmaking totaled $23,917,033. Currently 19 grantees are funded to support TAY self-sufficiency through direct services; 11 funded grantees are focusing on systems change; and 6 grantees are generating new knowledge about TAY. From a regional, or site-level perspective, there are 16 grantees focused on changes for TAY in LAC; 9 grantees are focused on TAY in NYC; and 4 grantees (designated as dual geography) are focused on changes in both LAC and NYC.

The primary goal of the evaluation is to inform learning about TAY. In order to investigate a multi-faceted and strategically informed initiative, the evaluation is designed to be broader than a program evaluation. Over 3 years, the evaluation team will assess the value added by Hilton Foundation's investments in improving outcomes for TAY and will ground the data in national and regional contexts.

In 2013, Westat joined with two subcontractors, the University of California, Los Angeles Luskin School of Public Affairs and the Silberman School of Social Work at Hunter College, to evaluate the Foster Youth Strategic Initiative in Los Angeles County (LAC) and New York City (NYC). The Initiative grew out of an extensive research and synthesis process that helped the Foundation better understand challenges facing Transition-Age Youth (TAY), identify key levers and successful models for change, and incorporate the perspectives of a wide variety of stakeholders. The Initiative is built on a theory of change proposing that funding three components (TAY self-sufficiency services, systems change, and new knowledge) will synergize efforts in LAC and NYC around improving outcomes for TAY.

The Hilton Foundation provides grants to organizations and entities with the potential to actualize the Foster Youth Strategic Initiative's components. As of May 2014, grantmaking totaled $23,917,033. Currently 19 grantees are funded to support TAY self-sufficiency through direct services; 11 funded grantees are focusing on systems change; and 6 grantees are generating new knowledge about TAY. From a regional, or site-level perspective, there are 16 grantees focused on changes for TAY in LAC; 9 grantees are focused on TAY in NYC; and 4 grantees (designated as dual geography) are focused on changes in both LAC and NYC.

The primary goal of the evaluation is to inform learning about TAY. In order to investigate a multi-faceted and strategically informed initiative, the evaluation is designed to be broader than a program evaluation. Over 3 years, the evaluation team will assess the value added by Hilton Foundation's investments in improving outcomes for TAY and will ground the data in national and regional contexts.

In 2013, Westat joined with two subcontractors, the University of California, Los Angeles Luskin School of Public Affairs and the Silberman School of Social Work at Hunter College, to evaluate the Foster Youth Strategic Initiative in Los Angeles County (LAC) and New York City (NYC). The Initiative grew out of an extensive research and synthesis process that helped the Foundation better understand challenges facing Transition-Age Youth (TAY), identify key levers and successful models for change, and incorporate the perspectives of a wide variety of stakeholders. The Initiative is built on a theory of change proposing that funding three components (TAY self-sufficiency services, systems change, and new knowledge) will synergize efforts in LAC and NYC around improving outcomes for TAY.

The Hilton Foundation provides grants to organizations and entities with the potential to actualize the Foster Youth Strategic Initiative's components. As of May 2014, grantmaking totaled $23,917,033. Currently 19 grantees are funded to support TAY self-sufficiency through direct services; 11 funded grantees are focusing on systems change; and 6 grantees are generating new knowledge about TAY. From a regional, or site-level perspective, there are 16 grantees focused on changes for TAY in LAC; 9 grantees are focused on TAY in NYC; and 4 grantees (designated as dual geography) are focused on changes in both LAC and NYC.

The primary goal of the evaluation is to inform learning about TAY. In order to investigate a multi-faceted and strategically informed initiative, the evaluation is designed to be broader than a program evaluation. Over 3 years, the evaluation team will assess the value added by Hilton Foundation's investments in improving outcomes for TAY and will ground the data in national and regional contexts.