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.

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.

This study used a qualitative inquiry methodology to explore the experiences of students, which is a common methodological approach in research on higher education when a study's sample size is small and individuals' narratives are diverse (Anderson & Anderson, 2012; Golde & Dore, 2001; Maki & Borkowski, 2006). The evaluation team conducted initial and follow-up phone interviews with the 24 recipients of the Jim Joseph Foundation fellowships under this grant. The interviews inquired about professional experience and academic background, career goals, academic courses and other professional development, professional networking, current employment, and leadership experiences. In addition, the evaluation team conducted interviews with academic advisors and reviewed program materials. To validate the formation of a framework and quality indicators for the review of the programs, the team conducted comprehensive literature review and interviews with employers of the fellows. The evaluation team synthesized the data collected to determine the level of programs' capacity to prepare students for leadership roles in Jewish education and the impact of the programs on students to date.

This study used a qualitative inquiry methodology to explore the experiences of students, which is a common methodological approach in research on higher education when a study's sample size is small and individuals' narratives are diverse (Anderson & Anderson, 2012; Golde & Dore, 2001; Maki & Borkowski, 2006). The evaluation team conducted initial and follow-up phone interviews with the 24 recipients of the Jim Joseph Foundation fellowships under this grant. The interviews inquired about professional experience and academic background, career goals, academic courses and other professional development, professional networking, current employment, and leadership experiences. In addition, the evaluation team conducted interviews with academic advisors and reviewed program materials. To validate the formation of a framework and quality indicators for the review of the programs, the team conducted comprehensive literature review and interviews with employers of the fellows. The evaluation team synthesized the data collected to determine the level of programs' capacity to prepare students for leadership roles in Jewish education and the impact of the programs on students to date.