The DC Bar Foundation is committed to fostering collaborative efforts that strengthen relationships among stakeholders in legal aid, health and social services, advocacy, economic development, evaluation, and others who are dedicated to advancing social justice. Since 2021, the DC Social Justice Transformations Network (DCSJTN)—formerly the DC Legal Aid Transformations Network—has brought together these multiple sectors to reimagine a more equitable civil justice system in DC. DCSJTN prioritizes building social connectedness and coordination among these partners.
Since 2021, the Foundation has conducted three Network Mapping Surveys of the DCSJTN to assess the quality, quantity, and outcomes of partnerships, track growth, and measure progress. Each survey helps assess the network’s strengths and gaps and how collaborative and effective it is for its members. The results help us understand how the different sectors work together and identify opportunities for increased coordination.
In partnership with Visible Network Labs, our survey partner in 2021 and 2022, we conducted our third survey this summer to learn more about the network’s relationship-building efforts. The 2024 data show results continue to trend in a positive direction, and though more work remains, we see that members find value in the connections they have made through DCSJTN.
Here are some of the data points from the forthcoming DC Social Justice Transformations Network 2021-2024 Comparison Report:
More clarity around Diversity, Equity, and Inclusion. More than half of survey respondents (57%) found the network to be “very effective” or “effective” in creating a forum to explore the issues of anti-racism, diversity, equity, and inclusion, compared to 34% in 2021. The number of respondents who said “not sure/too early to tell” decreased from 48% in 2021 to 19% in 2024.
Continued confidence in DCBF’s network leadership. 77% of respondents viewed DCBF as an 'Effective' convener of the DCSJTN, up from 70% in 2022. This demonstrates the continued confidence of Network members in DCBF’s leadership and role as convener of this initiative.
Relationships deepened within the network. In 2024, the number of relationships that deepened within the network increased from 7% (2022) to 38% (2024). Although these relationships did not start with DCSJTN, they deepened because of the network.
The network is less resource-intensive. Relationships within DCSJTN—as with all networks—are assessed through their level of intensity, which looks at how many connections are forming within a network. From 2021 to 2024, the level of interaction shifted from integration to cooperation. This means there was an increase in building formal relationships, exchanging information, and attending meetings together, which allows for a more sustainable network over time. For context, the Intensity of Relationships scale includes Awareness (lowest intensity and least resource-intensive), Cooperation, Coordination, and Integration (highest intensity and most resource-intensive).
Client referrals remain the most common activity. In 2021, 2022, and 2024, the most common activities within the network were client referrals and advocacy, followed by guidelines/standards development and training/education.
Members report a wide range of benefits. In 2024, perceptions of some of DCSJTN’s benefits more than doubled. The 2024 survey showed that 20% of respondents reported advertising participation in the network in grant applications and public relations—up from 5% in 2022. Forty-two percent said they developed a deeper understanding of programs to help DC residents, an increase from 19% in 2022. Another notable increase from this year’s survey showed that 18% of respondents made a deeper commitment to anti-racism, anti-poverty, and well-being, as opposed to 12% in 2022.
These responses show that the network is becoming more effective as it defines priorities and creates more partnership development. However, respondents continue to indicate that a lack of staff/capacity at their organization, competing programs and priorities, and a lack of clarity about the network's objectives prevent DCSJTN from having a bigger impact in the community. Some comments also note that the lack of diverse voices, especially from the client community, is another barrier for the network to consider.
Over the last year, the DCSJTN changed its name to reflect the network’s inclusivity for sectors beyond legal aid. To help move the mission forward, it also created long-term project teams that work on specific projects, such as orientation and training and relationship building. These changes help to define the network more clearly and allow for productive and interactive quarterly convenings where bonds are deepened.
One of the Foundation’s strategic priorities is to engage all stakeholders in the work, and the network is one way that we bring together new and existing partners to create equitable and sustainable solutions to meet the needs of DC residents.
The full network mapping report will be released in November. You can also check out the DCSJTN Public Portal, which provides a bird’s eye view of the network and how we are connected. Every organization that completed the current or previous surveys has a member profile with private access for a more detailed and interactive dashboard. Please join us at our next quarterly Convening on November 7. Registration closes on October 25. I hope to see you there.
With gratitude,
Kirra L. Jarratt
Chief Executive Officer
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