Jan 26 2016 geneva 2020 steering committee meeting
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Geneva 2020 Steering Committee
Meeting
January 26, 201612 p.m.-2 p.m.
Vandervort Room, HWS
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We will build a stronger Geneva by harnessing the resources of the entire community in support of our children so that they may graduate prepared for lives of consequence.
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Today’s Agenda12 p.m. Welcome and General Updates:• Lunch• Binders• Geneva City School District Updates
12:15 p.m. Celebrate Partner Successes
12:35 p.m. Partnership Agreement• Comments/Changes• Shared components• Sustainability• Signatures• Approval process (with necessary changes)• Next steps
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Today’s Agenda (cont.)
1:10 p.m. – Data• Partnership with Success for Geneva’s Children
– PACE survey– Next Steps
• Still a need and a work in progress– Met with Comet, Geneva Community Center, and Geneva City School District– Wes Perkins’ Statistics class involvement
1:30 — Collaborative Action Networks (CANs)• Overview and video clip• Next steps (after baseline data is completed)
1:45 — Next!• Next meeting date: April 26, 2016• Plans for a convening in June 2016
2:00 — Adjourn
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October 2015 Festival of NationsGeneva 2020 House is there!
GHS 9th Grade Campus Visit to HWSA beautiful day for college prep!
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GHS Job Shadow DayNovember 2015
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GHS Job Shadow DayNovember 2015
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Geneva 2020 Partner Updates• Geneva City School District Update• Education Foundation • LEAP• GHS Job Shadowing • 9th Grade Visit (Cornell Extension Science Career
Video shown)• Geneva Community Center• Career Chat• Geneva 2020 House (PR)• SUNY Cradle to Career Update (ToA)
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Theory of Action: Creating Cradle to Career Proof PointsGeneva 2020’s UNOFFICIAL* Progress – 8/28/2015
© StriveTogetherBUILDING --------------------------------------------------------------------------> IMPACT
Implementing the Theory of
Action
The partnership formalizes a set of messages that are aligned and effectively communicated across partners and the community.
Partners demonstrate shared accountability for improving community level outcomes.
Partners effectively communicate attribution of success and recognition of challenges.
The partnership enables student-level academic and non-academic data to be shared appropriately across partners in a timely manner to enable continuous improvement to improve outcomes.
Pillar 2: Evidence
Based Decision Making
Pillar 3: Collaborative
Action
Pillar 4: Investment & Sustainability
Pillar 1: Shared
Community Vision
A cross-sector partnership with a defined geographic scope organizes around a cradle to career vision.
A cross-sector leadership table is convened with a documented accountability structure.
The partnership selects core indicators for the community level outcomes.
An anchor entity is established and capacity to support the daily management of the partnership is in place.
The partnership consistently informs the community of progress, including the release of an annual report card.
The partnership collects and disaggregates baseline data by key sub-populations for core indicators.
The partnership enables the collection and connection of student-level academic and non-academic data across the cradle to career pipeline and among partners to enable continuous improvement.
Partners use continuous improvement to identify activities/practices that are improving community level outcomes and spread these to impact outcomes.
The partnership mobilizes the community to improve community level outcomes.
The partnership has in place the necessary capacity to support the daily management of the partnership, data needs, facilitation, communication and engagement of the community. The partnership has sustainable
funding for multiple years.
Partners continue to actively engage in the partnership despite changes in leadership.
The partnership continually refines indicators to improve accuracy and validity.
The partnership develops a collective advocacy agenda to change local, state, or national policy to improve community level outcomes.
PROO
F POINT: A Partnership is in the System
s Change Gateway and sees indicators im
proving.
Systems ChangeSustainingEmergingExploring ProofPoint
The partnership prioritizes a subset of core indicators for initial focus.
The partnership engages funders to support the operations and collaborative work of partners to improve outcomes.
The partnership publicly releases a baseline report card to the community with disaggregated data.
The partnership selects community level outcomes to be held accountable for improving.
Financial and community resources are aligned to what works to improve community level outcomes.
Necessary policies change to enable and sustain improvement.
Partners support the operations work of the partnership.
Collaborative Action Networks collectively take action to improve the community level outcomes using continuous improvement.
Partners allocate and align resources to improve community level outcomes.
The partnership communicates a common, consistent message across internal partners.
Collaborative Action Networks are engaged and/or formed to improve community level outcomes. Le
ads t
o Sy
stem
s Cha
nge
The partnership commits to using continuous improvement to guide the work.
The partnership operates with roles and responsibilities as defined in the accountability structure.
Opportunities and barriers are identified by the Networks and lifted up for partners to take action to improve community level outcomes.
The Theory of Action is based on StriveTogether’s Framework for Building Cradle to Career Civic Infrastructure. The Theory of Action consists of five Gateways: Exploring, Emerging, Sustaining, Systems Change and Proof Point. Within each of the five Gateways, there are a series of quality benchmarks that are key steps in developing and sustaining a partnership. Meeting the quality benchmarks in the Exploring, Emerging and Sustaining Gateways leads to System Change and ultimately Proof Point.
Partnerships implementing the Theory of Action effectively demonstrate four principles as they move from building a partnership to impacting outcomes:
1. Engage the Community
2. Focus on Eliminating Locally Defined Disparities
3. Develop a Culture of Continuous Improvement
4. Leverage Existing Assets
GATEWAYS:
Color Codes:
All components of benchmark have been achieved.
Some componentsof benchmark have
been achieved.
Benchmark has not yet been achieved.
* This document was created by SUNY C2C for Geneva 2020 for internal discussion purposes only.
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Geneva 2020 Partnership Agreement
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Geneva 2020 Partnership Agreement
• Workgroup: Matt Horn, Mark Venuti, Colleen Aiezza, RJ Rapoza• Changes/Comments• Shared language• Signatures
Collect a signature per agreement? Collect a list of signatures on one agreement? Not collect signatures and use this instead as a guide for partners and committee members? There are pros and cons to each option, including visibility, organization, and perceived level of commitment.
• Sustainability• Steering Committee commitment
• Approval process (with necessary changes)• Next steps
Official in April 2016
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Examples of Partnership Agreement Signature Methods
1
3
2
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Geneva 2020 Data• SUNY Cradle to Career Spreadsheet• Partnership with Success for Geneva’s
Children• PACE Survey
• Still a need and a work in progress• Met with Comet, Geneva Community Center,
Geneva City School District• Comet – Boys and Girls Club • Wes Perkins’ Statistics class involvement• Geneva 2020 House volunteer
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Collaborate Action Networks (CANs)
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• SUNY C2C• Webinar: • Plan for 2016• Once baseline data is established, then that data will be used to
inform which CAN is set up first, and so on.
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Collaborative Action Network Development Timeline
“Getting Ready for Collaborative Action” Checklist
Completed
Network Launch Prep• ID & Engage Members• Select Meeting Dates• Value Exchange
Network Orientation (optional)
1st Network Meeting
Draft Charter(~4 hours)
2nd Network Meeting
Finalize Charter(~1.5 hours)
3rd Network Meeting
Draft Action Plan(~4 hours)
4th Network Meeting
Finalize Action Plan
(~1.5 hours)
5th Network Meeting
• Action Plan implementation begins
• Start continuous improvement process
• Begin monthly meetings
2-4 months
2-3 weeks 3-4 weeks 2-3 weeks 3-4 weeks
2-3 weeks
© StriveTogether 2015
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Needs more workPillar 4: Investment and Sustainability
1. An anchor entity is established and capacity to support the daily management of the partnership is in place.• HWS Colleges are the anchor.• Geneva 2020 Program Manager position• Need to work more on building the backbone • Grant/Funding to support a CAN person or data
person• Show support for process, not for programming
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Needs more workPillar 4: Investment and
Sustainability(cont.)
2. The partnership engages funders to support the operations and collaborative work of partners to improve outcomes.• HWS engaged funders to hire the Geneva 2020 Program
Manager• Need to find funds/process for data collection• If we finalized a process (including funding) for data
collection with school, BOCES, Success for Geneva’s Children, then this would be completed.
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Needs more workPillar 4: Investment and
Sustainability(cont.)
To strengthen backbone capacity:• Provide plan to better align Geneva 2020 Program Manager
responsibilities for grant funding with suggested C2C collective impact approach.
• Discuss establishment of Data Committee to analyze baseline data collected and to identify additional data needed.
• Discuss options for a Geneva 2020 Data Manager
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Next Meeting:Tuesday
April 26, 2016
To discuss in April:What should our focus be for a convening in June?
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Thank You
Feel free to contact Amy Jackson Sellers, Geneva 2020 Program Coordinator,
at (315) 781-3825 or [email protected] with any follow up questions or comments.
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African American Men’s Association
William G. McGowan Charitable Fund
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VisionGeneva is a vibrant community of vast opportunities where people prosper
and all our children thrive.
StrategyWe will build a stronger Geneva by harnessing the resources of the entire community
in support of our children so that they may graduate prepared for lives of consequence.
Goals
Every child enters school ready to learn (kindergarten readiness).
Every student is supported and engaged and succeeds in school.
Every graduate attains employment or a post-secondary credential.
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 2015-2016 analysis of 0-4 surveys and
data.
90% students at grade level in ELA in 3rd and 6th grade.
90% students proficient in Algebra by the end of 9th grade.
90% graduation rate in all groups in the district.
TBD based on 2015-16 analysis of
focus group/data.
TBD based on 2015-16 analysis of
focus group/data.
Attendance rate at 95% in all buildings.DRAFT
Geneva 2020 Roadmap
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Steering Committee
Community Partners& Anchor Entity
Goal 3College/ Career
Readiness
Goal 2School (K-12)
Goal 1Kindergarten
Readiness
Data & Communications
Data &
Comm
unications
Data &
Com
mun
icatio
ns
TBDKindergarten
Surveys
Literacy
STEaM
GraduationRate
TBDCareer
TBDCollege
Anchor Entity: A neutral entity; provides key staff and data supports, communicates and works across sectors to eliminate silos and deliver results, and has convening power to ensure that key leaders will consistently come to the table over time.
Steering Committee: Comprised of core cross-sector leaders from across the Geneva community; provides strategic guidance; members possess the authority to leverage significant financial and/or social capital to advance Geneva 2020 goals and outcomes; key public champions.
Collaborative Action Networks: Comprised of existing/emerging groups and coalitions, including stakeholders, practitioners, and issue experts. Specific responsibilities include: 1) Identify initial contributing indicators and commit to integrating these indicators into own performance tracking; 2) Identify successful strategies and commit to integrating into practice/program 3) Communicate progress to Steering Committee
DRAFT
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