The first several issues of TFR will focus on community change — the goal of much philanthropic work. How can foundation resources be used to improve the lives of people in communities? Recognizing the complexity of communities, many foundations have adopted a strategy of supporting broad or deep change in targeted geographical areas. This issue focuses on these efforts, commonly called comprehensive community initiatives, or CCIs. In the RESULTS section, six articles focus on specfic CCIs. Each of these shares the theory of change, the strategies and partnerships created, and the results achieved. Different CCIs have much in common, such as building partnerships across sectors, setting shared goals, and developing action plans to achieve those goals. The details of how these ambitious initiatives play out, however, are instructive. Each of these articles highlights specific challenges or strategies. Walker, Gibbons, and Navarro describe Children’s Futures, an initiative that targeted a specific age group (0 to 3 years) and focused on implementing evidence-based practices; they found some support for being focused. Conner and Easterling describe the Colorado Healthy Communities Initiative; among their suggestions: use a well-specified and professionally facilitated planning process, rather than letting each community develop their own process. Meehan, Hebbeler, Cherner, and Petersen’s study of Community Partnerships for Healthy Children suggests that community building may not be an effective strategy to achieve all types of community health outcomes. Frost and Stone describe how a catalytic incident can create an opportunity for  systems change. The next two articles focus on the issue of place more specifically. Foster-Fishman and Long’s report on Yes we can! identifies some of the unintended consequences of focusing at the  neighborhood level, while Silver and Weitzman explore the tradeoffs made when focusing at city or neighborhood levels. Finally, Trent and Chavis look across 11 CCIs to identify six factors that contribute to lasting change in communities, as well as factors that differentially contribute to scope, scale, or sustainability. In the SECTOR section, Giloth and Gewirtz tackle the issue of “mistakes” very directly — we know foundations make mistakes; it is how they are handled that matters. In this section, too, Brown, Colombo, Curnan, and Hughes discuss changes one foundation made in order to learn and respond more quickly as it undertook a CCI in Detroit, Mich. In the final article in this section, Auspos, Brown, Kubisch, and Sutton explore the roles beyond grantmaking that a foundation can play within a community to contribute to change. In the TOOLS section, Aldrich, Silva, Marable, Sandman, and Abraham describe a framework for evaluation that is aligned with and contributes to CCI work.