1) Participants found the program especially valuable for developing new relationships in their sector and learning more effective collaboration. It supported personal leadership development and learning techniques to have greater impact. 2) Participants used tools like difficult conversations and personal reflection to become more effective leaders and improve their work-life balance. 3) The program helped many participants transition to new jobs or create new organizations and positions to have more influence in their sector.

1. Rockwood Fellowship Program
Evaluation Findings
November 2012
By the Leadership Learning Community
1

2. Contents
 Key Insights
 Methodology
 Participant Overview
 Value and Benefits of Rockwood Fellowship Program
 Rockwood Impact Stories
 Participant Generated Recommendations
2

3. Key Insights
 The Rockwood Fellowship Model encouraged and
supported participants to develop their personal
leadership, sustain themselves in their jobs, and learn and
practice leadership techniques for greater influence and
impact in their sector.
 Participants found the Program especially valuable in
supporting them to develop new relationships in their
sector and learn more effective collaboration.
 Participants highly valued the opportunity to expand
their collaborations and partnerships with others in their
cohort.
3

4. Key Insights
 Participants indicated that the Program was unique
because it was focused on relationships and learning,
and took a holistic, strategic, sustained approach to
developing leadership.
 Participants used the tools and practices they learned to
become more effective leaders.
 The majority of the fellows saw improvements in their
sector’s capacity to work together around a shared
policy or movement agenda.
4

5. Methodology
5

6. Participant Overview
6

7. Survey Respondents
83%
Work in the nonprofit
sector
78%
Continue to work in
their
sector/community/
movement
43%
Have changed
organizations
Most are 31 -50
years old (with
most in the 31-40
range)
2/3 are female
8% are
transgender
Slightly under half
are people of
color
7
60 Survey Respondents
LGBTQ -- 22 responses (37% response)
Media -- 21 responses (22% response)
HRNSR -- 17 responses (39% response)

8. Years in the Field Prior to Participation
8
0% 10% 20% 30% 40% 50%
More than 15
10-15 years
8-10 years
4-7 years
Less than 3 years
Years in Sector
LGBTQ
Media
HR
Source: Rockwood Evaluation Survey

9. Focus Group and Interview
Participants
LGBTQ
• Mija (2010)
• Jorge Cestou
(2010)
• Kylar Broaddus
(2010)
• Jeff Graham
(2010)
• Lee Badget (2008)
• Nadine Smith
(2008)
Media
• Brooke Rae
Hunter (2011)
• Nathaniel James
(2008)
• Aliza Dichter
(2006)
• Jenny Toomey
(2006)
HRNSR
• Sameera Hafiz
(2011)
• Nusrat Choudhury
(2011)
• Talat Hamdani
(2011)
• Michelle
Richardson (2010)
• Cindy Cohn
(2010)
9

10. Value & Benefits of Program
10

11. 11
0% 20% 40% 60% 80% 100%
Personally
Organizationally
Sector
Extremely/Very
Overall Value of the Rockwood
Fellowship
Source: Rockwood Evaluation Survey

12. 12
0% 20% 40% 60% 80% 100%
Personally
Organizationally
Sector
Extremely/Very
Value of Rockwood - By Program
Media
LGBTQ
HRNSR
Source: Rockwood Evaluation Survey

13. 13
50%
65%
65%
82%
0% 20% 40% 60% 80% 100%
Environment for difficult
conversations
Supports for relationship
building
Tools to collaborate
Tools to be effective leader
Extremely/Very
Most Effective Benefits of Fellowship
Source: Rockwood Evaluation Survey

14. Source: Rockwood Evaluation Survey
35%
35%
50%
0% 10% 20% 30% 40% 50% 60%
Supports for relationship
building
Tools to collaborate
Environment for difficult
conversations
Somewhat Well/Not Very Well
Least Effective Benefits of Fellowship

15. 15
0% 20% 40% 60% 80% 100%
Listserv
Practice Calls
Peer Coaching
Advanced Retreats
Professional Coaching
Cohort Composition
360 Degree Feedback
Art of Leadership
Extremely/Very Valuable
Value of Program Components
Source: Rockwood Evaluation Survey
Note: This chart includes the N/A responses

16. 0% 20% 40% 60% 80% 100%
Listserv
Practice Calls
Peer Coaching
Professional Coaching
Cohort Composition
Advanced Retreats
360 Degree Feedback
Art of Leadership
Value of Program Components
Percent
(Extremely/Very)
Source: Rockwood Evaluation Survey
Note: This chart does not include the N/A responses

17. The Rockwood Fellowship was simply put the best
leadership training I've gone to. It taught proven
techniques, communicated them in an easily
understandable manner, and did so through trainers who
embodied the highest principles of social
justice, empathy, and kindness as well as skill. The trainers
modeled the lessons they taught, which was both effective
and inspiring.
(Human Rights and National Security Reform Cohort)
Unique about Rockwood
17

18. Unique
about
Rockwood
Leadership self-
awareness
Participatory
Network/relations
hip building
Focused on the
person first
Environment of
learning and trust
Comprehensive
approach
18Based on qualitative data from survey

19. Leadership
self-
awareness
19
My few days in the program were the first time that I
had been challenged to see my own leadership
through the eyes of others, to come to terms with
how I needed to grow in order to project myself in
the way that I need to.
(Media Cohort)
Based on qualitative data from survey

20. 20
Participatory
Space for participants to co-develop topics and
agenda to address specific field issues. Attention
to the specific dynamics of our field collectively, in
addition to individual leadership growth.
(Media Cohort)
Based on qualitative data from survey

21. Network/
Relationship
building
21
It allowed me to work with and get to know cohorts that
work in the same field as I do but are around the
country. This allowed me to form different relationships
and partnerships over a shorter period of time. I know
some I would not have formed at all without the
Rockwood experience.
(LGBTQ Cohort)
Based on qualitative data from survey

22. Focused on
the person
first
22
Focused on person first, field next, organizations last.
Usually it's the opposite.
(Media Cohort)
It is very focused on the self and your responsibility
towards yourself and how that translates to your
interactions with your community.
(Human Rights and National Security Reform Cohort)
Based on qualitative data from survey

23. Environment
of learning
and trust
23
Building strong, deep ties and relationships with other
folks in one’s field. Creating an environment of
learning, trust and confidentiality that really allows one
to go deeper than any other training into one's own
leadership strengths and challenges.
(Human Rights and National Security Reform Cohort)
Based on qualitative data from survey

24. Comprehensive
approach
24
My other trainings were skill-specific (especially
strategic communications). Rockwood's approach
can enhance the leadership capacity of individuals
by addressing their needs and strengths
holistically, from the physical/biological to the
psychological and social system level.
(Media Cohort)
Based on qualitative data from survey

25. Top Tools & Processes MOST Used Post
Rockwood
Personal
Resourcefulness
(49)
Difficult
Conversations
(45)
Personal Purpose
Work (44)
Organization
Giving/Receiving
Feedback (44)
Difficult
Conversations
(37)
Storytelling (29)
Sector
Storytelling (25)
Resourcefulness
(24)
Difficult
Conversations
(23)
25Source: Rockwood Evaluation Survey

26. Top Tools & Processes LEAST Used Post
Rockwood
26
Personal
Storytelling
(29)
Peer
coaching
(24)
Collaborative
conversations
(18)
Organization
Personal
purpose work
(20)
Peer
coaching
(18)
Personal
ecology work
(11)
Sector
Personal
visioning (12)
360
assessment
(7)
Personal
ecology work
(4)
Source: Rockwood Evaluation Survey

27. Impact of Program
27

28. Job Changes
28
42% of participants reported job changes
Note: The Other category includes becoming a Consultant, Board Member, or Program
Officer, for example
Source: Rockwood Evaluation Survey
0% 20% 40% 60% 80%
No change
Other
Promoted
Job Changes

29. Rockwood Effects on Job Changes
Rockwood helped me clarify how I could be most useful
to the sector and that I needed an organizational
change for health/balance reasons.
(Media Cohort)
29

30. Effects on
Job/Career
Transitioned to a new
position/organization
Created new
organizations
Created new
position
Enhanced quality and
effectiveness of the
workplace
Provided tools for
setting career
direction
30Based on qualitative data from survey

31. Transitioned to a
new
position/organizat
ion
31
I realized I needed to be working on important
things in important ways and at my old job I no
longer was doing that. It was incredibly helpful to
be at Rockwood to focus my purpose and
passion, and prepare for how to leave my old job.
(Media Cohort)
Based on qualitative data from survey

32. Created new
organizations
32
I created an organization while at Rockwood which I
am the CEO/ED now, Trans People of Color Coalition
(TPOCC) and am still on the board of directors at the
National Black Justice Coalition. I was on the board
of NBJC at the time of Rockwood.
(LGBTQ Cohort)
Based on qualitative data from survey

33. Created new
position
33
I created my new position and job description in
order to be more effective with my work. As
Community Development Manager, I have more
influence in the decision making process and
direction of my organization. I am able to create
more networking, partnerships and community
building opportunities with media and technology.
(Media Cohort)
Based on qualitative data from survey

34. Enhanced quality
and effectiveness
at the workplace
34
After the fellowship was over, I worked on a coalition
letter with the DC policy office. I felt very comfortable
picking up the phone, sharing my personal
views, having a very collaborative conversation. We
have very different ways of viewing problems, but we
trusted each other professionally. Having a personal
relationship really helped. I noticed a difference in
how we worked together before Rockwood and how
we worked together after Rockwood.
{HRNSR Cohort)
Based on qualitative data from survey

35. Provided tools for
setting career
direction
35
Gave me tools for self direction and autonomy. (Media
Cohort)
Helped me think about my personal goals and career
path. (Media Cohort)
The Rockwood training gave me the courage to work
independently of any organization. (Human Rights Cohort)
Based on qualitative data from survey

36. 36
Note: This question refers to peer connections that emerged as a result of the fellowship
0% 20% 40% 60% 80% 100%
Other
Peer Coaching
Provided Personal Support
Exchanged Resources
Collaborated with People
Maintained Friendships
Peer Connections
Source: Rockwood Evaluation Survey

37. Peer
Connections
Serve together on
boards
Provide support
and share
resources
Work on
projects/coalitions
together
37Based on qualitative data from survey

38. Serve together on
boards
38
A number of the fellows in my cohort are now on the
same board of directors. I've found it extremely
valuable to have a deeper relationship with these
individuals and to have a common language and
approach towards the work and solving the challenges.
(LGBTQ Cohort)
Based on qualitative data from survey

39. Provide support
and share
resources
39
The relationships I built with the other two women in my
cohort have been so valuable. We spoke on a regular
basis for several months after Rockwood and have
developed unique relationship with each other that
allow us to work through both personal and professional
challenges as well as share resources for success in our
day to day work.
(Media Cohort)
Based on qualitative data from survey

40. Work on
projects/coalition
s together
40
We launched the Knowledge Exchange Project
with Consumers Union to extend the
collaborative process of the Media Reform and
Justice Sector.
(Media Cohort)
Based on qualitative data from survey

41. Rockwood Impact Stories
41

42. Kylar Broadus, LGBTQ 2010
 Founded Trans People of Color Coalition (TPOCC)
 Make visible and engage trans people in advocacy efforts
 Develop a trans network to respond to hate crimes and murders around the
country
 First transgender person to testify before the U.S. Senate
 TPOCC was an idea I had that I had not taken the time out to make a
reality. I’m practical minded so when we needed a project I thought I can
launch this now. It was certainly a catalyst for me doing that. I thought
okay, I have the space and time, so let’s try this and see how it works.
 Rockwood creates this bond that is much deeper. I can say that these are
my true friends/colleagues because I have gotten to know them deep
down.
42

43. Nusrat J. Choudhury, HRNSR 2011
 ACLU and the Brennan Center are engaged with community-
based organizations AAANY (Arab American Association of New
York) and DRUM (Desis Rising Up and Moving) to collaborate on
advocacy and explore possibilities for litigation.
 The Rockwood Fellowship was a career-changing experience. I now
have very close relationships with people from partner advocacy
groups and community-based organizations whom I didn’t know
before. We are now close colleagues and friends, and come to our
shared work from a place of deep mutual respect and
understanding. Our trust in each other and willingness to go the
extra mile has made our work together more collaborative and
effective. Together, we have also helped foster more effective
coalition meetings involving other leaders and groups.
43

44. Jenny Toomey, Media 2006
 Participated in the 1st year of the Fellowship as director of the Future
of Music Coalition
 Later became a Senior Program Officer at the Ford
Foundation, which funded the Media, Communications and
Information Policy Fellowship
 Identifies the Rockwood Fellowship as catalyzing the Knowledge
Exchange, a grassroots and inside the beltway collaboration that
sets a common agenda around media justice policy
 The Knowledge Exchange is 40 media policy and media justice
leaders coming to Washington for three days each year for the last
five years… It is an important collaboration between grassroots and
inside the beltway organizers that has led to significant outcomes.
44

45. Effectiveness - Personal
Collaborate
across
Geography
Build Trusting
Relationships
Exchange
Support
45

46. 46
0% 10% 20% 30% 40% 50% 60% 70% 80%
Healthy Work-life Balance
Have Difficult Conversations
Manage my Triggers
Feel less Isolated
Be Mindful
Collaborate Across Race
Own my Personal Power
Be Authentic
Develop Relationships across Power
Take Leadership Risks
Exchange Support
Build Trusting Relationships
Collaborate across Geography
Effectiveness: Personal Level
Percent (Extremely/Very)
Source: Rockwood Evaluation Survey

47. 47Source: Rockwood Evaluation Survey
37%
32%
23%
6%
2%
Contribution: Personal Level
Very significant
contribution
Significant
contribution
Some contribution
No answer
Little or no
contribution

48. Contributions at the Personal Level
I am now able to claim an independent strategic analysis
and voice and operationalize big ideas that are well ahead
of the status quo in social change work. This doesn't always
make me popular, but it earns respect and lets me identify
authentic collaborative partners within and outside of
formal organizational structures.
(Media Cohort)
48

49. Contributions
- Personal
Effective
communication
Space to reflect
Open to
feedback
Advocate for
myself
Work/life
balance
Connections
Perspective
about sector
49Based on qualitative data from survey

50. Effective
communication
50
Rockwood helped me develop my leadership style
to be more open and interactive with people both
laterally and below me in the organization.
(Human Rights Cohort)
I have learned the art of difficult conversations and
how to converse without being blunt or rude and be
effective also.
(Human Rights Cohort)
Based on qualitative data from survey

51. Space to reflect
51
I think Rockwood help to renewed my spirit and propel me
to create an organization to create change.
(LGBTQ Cohort)
I finished Rockwood two years ago and my boss STILL talks
about it. I've gotten complements from coworkers too. I
just can't credit the program enough with finally giving me
space to do the work I needed to do.
(Human Rights and National Security Reform Cohort)
Based on qualitative data from survey

52. Open to
feedback
52
Rockwood shifted my relationship to critical feedback. I
learned to really hear the feedback as something to
grow and learn from--as a gift, and not to take it
personally. As a result, I seek feedback and critique so
that I can continue to grow as a leader and strengthen
my organization. It was a huge shift for me.
(Media Cohort)
Based on qualitative data from survey

53. Advocate for
myself
53
I am now a stronger advocate for myself, current
organization and the larger progressive
movement overall from my participation in
Rockwood!
(LGBTQ Cohort)
Based on qualitative data from survey

54. Work/life balance
54
The Rockwood Fellowship has contributed significantly to
my own personal leadership style. I embrace my
power, my role as a leader and who I am as a person and
can now weave those things together in a way that
makes me a stronger leader that can balance work and
life in a way I wasn't doing so before.
(Media Cohort)
Based on qualitative data from survey

55. Connections
55
It presented options in approaching leadership and
organizing challenges. It connected me to people I
respect, could learn from and see in action.
(Media Cohort)
Based on qualitative data from survey

56. Perspective
about sector
56
The 360 degree evaluation, the Vision Stands, and
other similar tools have helped me understand my
larger role within my sector, and play that position
more effectively and strategically, particularly in
supporting collaboration between beltway and
regional groups, or with funders.
(Media Cohort)
Based on qualitative data from survey

57. Effectiveness - Sector
Influence
Policy
Work across
National &
Local
Boundaries
Create
Long-term
Partnerships
57

58. 58
0% 10% 20% 30% 40% 50%
Overcome Tendency towards Isolation
Have Difficult Conversations
Engage in Reflective Learning
Act with Trust and Transparency
Address Disparity of Resources
Address Disparity of Power
Focus on Results
Cross-sector Collaborations
Promote Emerging Leaders
Help Each Other with Challenges
Organize/mobilize Constituencies
Create Long-term Partnerships
Work Across National and Local…
Influence Policy
Effectiveness: Sector
Percent
(Extremely/Very)
Source: Rockwood Evaluation Survey

59. 59
45%
30%
10%
8%
7%
Contributions: Sector
Some contribution
Significant
contribution
Very significant
contribution
No answer
Little or no
contribution
Source: Rockwood Evaluation Survey

60. 60Source: Rockwood Evaluation Survey
0% 20% 40% 60% 80%
LGBTQ
Media
HRNSR
Contribution of Rockwood to
Strengthening Sector
(By Program)
Percent
(Significant/Very)

61. Contributions at the Sector Level
It has been very helpful to increase the capacity of the field's
leaders and to provide some shared language/shared
experience. And gathering people from our sector together
is always helpful in building relationships just by virtue of
sharing space and place.
(Media Cohort)
61

62. Contribution
- Sector
Cross-org
ties
Shared
purpose
and
language
Talk about
power
62Based on qualitative data from survey

63. Cross-org ties
63
By fostering meaningful relationships between
people from different organizations, the Rockwood
Fellowship has helped to break down some of the
barriers that exist between organizations simply
because people don't know each other. I am more
trusting of other organizations where my fellowship
peers work, and I know that I can pick up the
phone to call my fellowship peer to find out what is
going on or why that organization took a position
that is contrary to our own.
(Human Rights and National Security Reform
Cohort)
Based on qualitative data from survey

64. Shared purpose
and language
64
Rockwood was able to pull together individuals from
national and local organizations and get us all in the
same room for the shared purpose of strengthening
our movement. Some of the real and perceived
barriers to having authentic conversations with our
colleagues in the room were alleviated at times.
(Media Cohort)
Based on qualitative data from survey

65. Talk about power
65
It is my understanding that the first time community
based organizations had an opportunity to have
"difficult conversations" about
resources, power, racial justice, etc., with other
sectors (policy folks, legal advocates) in the NSHR
realm was at Rockwood. That was
important, because the conversations have
continued, albeit very slow.
(Humans Right Cohort)
Based on qualitative data from survey

66. Participant-Generated
Recommendations
66

67. “Because of the baggage between organizations that we
brought into the room, it took our facilitators a lot more work
to create a container... If my cohort was not the only one
challenged with this, I would recommend that more time be
spent on creating a safe container.”
(LGBTQ Cohort)
67

68. Program
Recommendation
Check
assumptions
Improve peer
coaching model
Engage and
map the field
Create space to
discuss power
Focus on sector
leadership
development
Enhance follow-
up activities and
supports
68Based on qualitative data from survey

69. Check
assumptions
69
I'm not as big a fan of the spirituality aspect of
the trainings as others may have been, so I think
it's important that you don't just make an
assumption that everyone is going to appreciate
that component.
(Human Rights and National Security Reform
Cohort)
Based on qualitative data from survey

70. Improve peer
coaching model
70
I found that neither of my peer coaches were really
interested in the assignment - not sure why. Perhaps it
could be voluntary, or people could be matched
based on their enthusiasm for the program!
(Human Rights Cohort)
Based on qualitative data from survey

71. Engage and map
the field
71
The fellowship could have done more to talk with the
field's leaders to understand specifically which training
modules and which conversations were most needed. It
may also have been helpful to acknowledge the vast
differences in capacity among the organizations and
leaders in the field. Rockwood could have also been
helpful in giving the field a framework for understanding
the importance of all the different strategies that
different groups were using, and how the groups in the
field could best own their particular role while respecting
and complementing the work of others.
(Media Cohort)
Based on qualitative data from survey

72. Create space to
discuss power
72
I think Rockwood can't expect power dynamics of a
movement not to play out in their trainings. And while I
know Rockwood worked to create a safe space, I knew
that anything I said or did in front of my peers in that
room, was being fed back to people outside of the
room. I actually felt my best training was the Art of
Leadership where I got to meet and work with people
from other sectors. By the time I got to the final training in
April of 2011, I felt less safe to truly express myself.
(Media Cohort)
Based on qualitative data from survey

73. Focus on sector
leadership
development
73
“This is a worthwhile process, but one that needs development to
be more useful in the long-term to sectors. Sectors require shared
vision, the capacity for collaboration, the tools for mapping and
evaluation, and developed mature leaders with a clear sense of
their own strengths and vision. A program that supported in these
ways would be highly effective.”
(Media Cohort)
Based on qualitative data from survey

74. Enhance follow-
up activities and
supports
74
Fellows need ongoing support and frameworks for
returning to the "Rockwood" space on an as-needed
basis. Old patterns and weaknesses in the way
cohorts relate to each other settle back in after a
short period of years. (Media Cohort)
Post fellowship engagement and follow up is the most
challenging and glaring weakness of program to
ensure what is learned from fellowship is integrated
into our personal leadership and to build stronger
community sector overall. (LGBTQ Cohort)
Based on qualitative data from survey