Governance workgroup may 18 2015
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Transcript of Governance workgroup may 18 2015
Geneva 2020Governance / Accountability Structure
Work Group Meeting
May 19, 201511:30 a.m.-1 p.m.
Board Room, Geneva Community Center
Today’s Agenda• Welcome and introductions
– General Geneva 2020 Updates – Three Geneva 2020 Workgroups – Deliverable: Finalize Geneva 2020 Accountability Structure
• What is an Accountability Structure & why is it important? – Overview: Description of various roles and tables – Review: Examples from Albany, Yonkers, Cincinnati, Milwaukee
• Finalizing The Draft – Read through April 9th Comments and Discussion– Changes to Goals?– Outcomes and Indicators for school readiness goal– Outcomes and Indicators for success in school goal– Outcomes and Indicators for career and college goal
Our Deliverable …Draft an accountability structure for Geneva
2020 that will be presented to the Steering
Committee in June.
Three Geneva 2020 Workgroups• Communications:
– Finalize vision and mission statements for Geneva 2020.
– Plan how to communicate that vision and mission to the public.
– Potential name change.
• Governance:– Chart the accountability structure for Geneva 2020 that will function as the
organizational framework, depicting the different tables within the partnership and including an outline of the roles and responsibilities of each table.
• Outcomes:– Understand the points along the cradle to career education continuum that are
proven to be key levers that need to be moved in order to achieve Geneva 2020’s vision and mission.
– Select Community Level Outcomes from across the cradle to career continuum and ensure accountability to the community.
– Determine the indicators for these outcomes, which are specific measures that will be used to track progress on moving the community level outcomes.
5/7/2015 Geneva 2020 Outcomes Workgroup 4
The Accountability Structure is the organizational framework that depicts the different tables within the partnership AND includes an outline of the roles and responsibilities of each table.
It describes the processes, people and supports necessary to function effectively.
What is an Accountability Structure?
Accountability structures provide:
- Clarity• Around roles & responsibilities• Around decision making and authority
- Organization• Organizes the work to improve
effectiveness and efficiency•Outlines an organized work-flow
- Communication• Visual of what a cradle to career
partnership looks like
Why is an Accountability Structure important?
Anchor Entity: Is a neutral partner, well-founded in the community. Their primary responsibilities include bringing key leaders together to build strong relationships within the partnership. The Anchor Entity is responsible for all external communication, maintains a data-driven focus, and has the capacity for the Backbone staff who manage the everyday operations of the partnership.
Backbone Staff:Is a group of individuals who manage the day-to-day operations of the partnership.
Leadership Council: Is a group of cross-sector, executive-level leaders from education, non-profit, philanthropic, business, civic, faith- based, and community organizations that participate in the direction-setting of the partnership. Their primary responsibilities include removing barriers (ex. political, operational or financial barriers), strategic decision-making, and helping to convene partners.
*Meets quarterly and operates on consensus basis.
Roles and Table Descriptions.
Steering Committee: Is a smaller subset of the leadership council. This group acts as an advisory group to the leadership council by providing guidance on key issues of the partnership.
*Meets more frequently than the leadership council.
Operations Council:Is responsible for coordinating the needs of the collaborative action networks with support to each group, and provides a communication link to the leadership council regarding the work of collaborative action networks. They have an essential role in the internal communications of the partnership.
*Meets monthly.
Collaborative Action Networks (CANs):Is a group of cross-sector practitioners and individuals who organize around a single community-level outcome. This group is often formed around selected indicators. They develop a charter and action plan with strategies to improve an outcome.
*Meets biweekly
Roles and Table Descriptions.
These roles and responsibilities should be incorporated into the various tables within the partnership’s accountability structure.
• Change practice on ground - implement data-driven improvements identified in the action plan
• Convene Partners - bring together the necessary community partners to support the work
• Data analysis - Analyze data according to the partnership’s needs
• Development/fundraising - Secure funding and resources necessary to advance the partnership’s work
• House backbone staff - Provide office space, technology needs and meeting space for partnership’s staff
• Implement strategies to impact outcomes - implement data-driven strategies identified in the action plan to impact an outcome and continuously monitor and improve those strategies
• Remove barriers - work to eliminate identified barriers that inhibit the advancement of the work
• Strategic decision making - make decisions on the strategic direction and mission of the partnership
Roles & Responsibilities Defined.
Detailing the decision-making roles for specific types of decisions helps clarify the role and authority within that role for each table, as well as start to outline the work-flow within the partnership.
Decide: determine the action to be take or the decision to be made Approve: final authority on a decision or
action, support/agreement is needed from this group to take action
Input: consultation is needed from this group before decisions are made
Execute: carries out the action once decision is made and approved
Decision-Making Roles Defined.
PROs
•Clear visual of accountability and authority
•Clear organization of work-flow
•Commonly used design, familiarity
Hierarchical Designs
CONs
•Can be perceived as ‘top-down’
•Could be considered bureaucratic
•Rigid-not organic
PROs
•Perceived to be more inclusive and less top-down
•Eliminates the concept of an individual or group being above or below another
Concentric Designs
CONs
•Decision making and work-flow is less clear
•Reporting structure is less clear
C2C Partn
er-ship
Anchor Entity
Backbone
Leadership
Council
Steering Committee
Operations
Council
Collaborative
Action Network
s
Other
The Alban
y Promise
Supports the partner
ship throug
h staffing
, convening and sustain
ing
Executive
Director
Action Team
Facilitator
Data Analys
t
Stakeholder
Council: Provides
executive-level
strategic guidance
Commits organizati
onal resources
Removes barriers
Executive Committee:
Coordinating
Council: Provides
recommendations for process,
scope and strategy
Engages and
supports action teams
Communicates
progress to broader
staff
Action Teams:
Implement strategies to
impact outcomes
Early Childhood Success
Action Team
Third & Fourth Grade
Success Action Team
College & Career
Success Action Team
Plenary: Broader
community
Champions vision, affirm s
direction, promotes
and reports data
results
Co-Convenor
s
Various Task Force
Committees (as
needed)
Yonkers
Thrives
Provides key
backbone staff,
data and fundraisi
ng supports
Communication,
Works across sectors
Executive
Director
Data Team
Stakeholder Table: Executive-
level leaders
Uses authority to align and
broker resources to implement strategies
Promotes and report
data to Yonkers Strive
partnership and public
Leadership Council:
Core cross-sector leaders from within the
Stakeholder Table
Provides strategic guidance
Possesses the authority to
leverage significant
financial and/or social capital to
advance the goals and outcomes
Key public champions
Existing/emerging
groups and coalitions
who identify
contributing indicators
and commit to integrating
these indicators
Communicate
progress to Stakeholde
r Table
C2C Partn
er-ship
Anchor Entity
Backbone
Leadership Council
Steering
Committee
Operations
Council
Collaborative Action Networks
Other
The Roadmap Proje
ct(Seattle)
Provides
staffing,
communic-ation and data
support to progress
Community Network
and Advocates
Caucus:Provides strategic input and leadership
on powerful advocacy community and parent engagemen
t policies and
practices that
advance equity
Project Sponsors
:Overall project
strategic direction, progress monitorin
g, and implement
ation support
Workgroups:
Improve outcomes,
identify strategies that will improve
education outcomes,
review results to
inform changes in practices
Data Advisors Group: Provides technical advice on
the projects complex
data issues
Education Results
Network:provides input and building
connections
Aligned Funders:invest for greater system impact
Commit!(Dallas)
Provides key
staff/data support
Works across
sectors to help
eliminate silos
Has convening
power
Executive level
Drives strategy and
regional collaborative
action
Uses authority to align/broker
resources
Promotes/reports data to partnership and general
public
Subset of leaders within
the Leadersh
ip Council.
Develops agenda for the
Leadership
Council
Support Council:
Chairs sit in on the
Leadership Council
Collective thought-partners
assist backbone to identify and
support impactful strategies
Practitioner Networks:Groups of
practitioners operating
collaboratively within each spectrum of
C2C continuum.
Operates in the field with at
least one educational
provider, collectively
working together on
key strategies to improve
priority outcomes.
EXECUTIVE COMMITTEE:(10 members; meets monthly)
Implement what leadership team develops
LEADERSHIP TEAM:(20-30 members; meets quarterly)
Guiding Principles: tolerant of mistakes; respectful, no ideology, visionary, forward-thinking
• Champion vision• Affirm direction• Advocate for what works• Promote and report
data / results
BACKBONE ORGANIZATION:The Community Foundation
North Louisiana Accountability Structure - DRAFT
OPERATIONS TEAM:(Ongoing)
• Provide recommendations for process and strategy• Drive the implementation, oversight and support of the network and support teams
NETWORKS: Learning Communities Along the Cradle to Career Pipeline
EarlyChildhood
K8 HighSchool
Post-Secondary
Economic Civic Service
SUPPORT TEAMS: Provide advice, support and sustainability to each Network. Chairs serve on the Operations Team.
DataParent
AdvisoryYouth
Advisory CommunicationsCommunity
Outreach FundingPolicy /
Advocacy
•Examine Small Table Discussion Notes about the DRAFT of the Governance Structure•What changes do we want to make to the structure?
Work Group Discussion:
VisionGeneva will thrive when all children have access to the resources and the education
they need to be engaged, productive citizens.
Mission
Geneva 2020 harnesses the entire community to create a support system for children from cradle to career, providing opportunities for children to thrive, learn and grow so that they may
graduate from high school prepared for college, careers and life.
Goals
Every child enters school ready to learn (kindergarten readiness)
Every student is supported and engaged and succeeds in school.
Every student succeeds and is engaged in career and life.
Outcomes
Early Childhood Success (Cognitive, social, emotional,
and physical health, and language and literacy)
LiteracySuccess
STEaMSuccess
High Graduation
Rate
College Readiness
Career Readiness
Indicators
TBD based on 2015-2015 analysis of 0-4 surveys and data
90% students at grade level in ELA in 3rd and 6th grade
90% students proficient in Algebra in 8th grade
90% graduation rate in all subgroups
TBD TBD
Attendance rate at 95% in all buildings.
DRAFT
Data Group
Communications Group
Steering Committee
Community Partners
DRAFT
DRAFTAnchor Entity
College and
Career
School (K-12)
Cradle (0-4 years)
Version A
5/7/2015 Geneva 2020 Outcomes Workgroup 24
Thank YouFeel free to contact Amy Jackson Sellers, Geneva 2020
Program Coordinator at (315) 781-3825 or [email protected] with any follow
up questions or comments.