ABSTRACT This case narrative details the Vancouver Foundation's (VF) journey from ad‐hoc reporting to a core internal learning and evaluation function. Catalyzed by the pandemic and motivated by the increasing need, VF established the Engagement Department to house evaluation independently. Drawing on an analysis of organizational artifacts and the author's perspective as an internal evaluation practitioner, the study explores how the intentional adoption of Utilization‐Focused, Principles‐Focused, and Participatory evaluation is driving the shift. These approaches are deployed to generate strategic insights, build internal capacity, and rigorously test the organization's commitment to equitable values. Early successes, including the Evaluation Manifesto and Learning Days, demonstrate an apparent effort to transition VF from the matchmaker stage to the community leadership model, with evaluation serving as the essential structural mechanism for mutual learning and accountability.
Vincent Tom (Sun,) studied this question.
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