collaborate pasadena p asadena, a ltadena and s ierra madre working together for success in school...

Collaborate PASadena

Pasadena, Altadena and Sierra Madre

Working Together for Success in School and Life

November 17, 2014

Collaborate PASadena…

• Is a framework to help organizations and individuals come together to collaborate around the shared vision

• Develops new partnerships and strengthens existing ones• Ensures communication around efforts to improve

results/outcomes• Brainstorms new solutions and identifies roadblocks to success

Operating

Principles

Mission & Vision

Continuous Improvement

Focus on results for

kids

Collaborate PASadena…

• Is a voluntary alliance of organizations and individuals from the PUSD area (Pasadena, Altadena, Sierra Madre, Unincorporated LA County)

• Involves a diverse and inclusive group of stakeholders

• Represents the interest of all area kids and families we seek to engage

What it is not…• Collaborate Pasadena is not a formal

partnership between any specific entities and participation does not require an MOU. Partners will be responsible for formalizing their own relationships and acquiring funding if necessary. Each partner will provide their own resource to assist with this function.

Shared Vision

The children of Pasadena, Altadena, and Sierra Madre all grow up in a safe, stable, and supportive environment that prepares them for success in school and in life

Mission

The communities of Pasadena, Altadena, and Sierra Madre collaborate to ensure desired outcomes for all children and families through the alignment of resources, shared accountability for results, and meaningful participation of diverse stakeholders

Principles1. The effort is transformative for communities and demonstrates

positive results over time

2. Our focus is on those in our community who most need support to achieve success

3. Collaborate PASadena values diversity, inclusion and mutual respect

4. Collaborate PASadena values transparency for all who participate

5. Collaborate PASadena reinforces the strategic plans and established priorities of the Pasadena Unified School District and City of Pasadena

6. Participation in Collaborate PASadena builds capacity for a next generation of leadership for the community

Process

Uses Results-Based Accountability1) Selects specific outcomes/results on which to focus for

each of the result areas. Prioritize and decide which results to focus on now and which in the future. (Leadership Council)

2) Identifies the best indicator to measure the selected population level outcomes/results. (Working Groups with approval by Leadership Council)

3) Measures past performance with each indicator and predicted future performance, if no actions are taken (the baseline). (Support Staff and Working Groups)

4) Engages stakeholders around this data Brainstorms causes and factors that contribute to the current

performance

Identifies current efforts to improve performance, along with any issues that are preventing these efforts from being successful

Generates new ideas for actions that could improve performance

Creates new partnerships if needed to implement new ideas. (Working Groups with communication to Leadership Council)

Leadership Council Functions

Working Groups

Working Group Chairs,

Facilitators & Staff

Leadershi

p Coun

cil

• Sets population outcome (select, approve)• Communicates outcomes back to their

respective organizations and to the public• Members are accountable to each other

and to the shared vision• Hold their own respective organizations

accountable • Go back to respective organizations with

ideas/actions to be implemented• Approve key indicators for each outcome• Planning for stakeholder engagement to

ensure diversity• Budget approval for collaborative grants if

specifically applicable• Meets monthly

Leadership Council Members

Working Groups

Working Group Chairs,

Facilitators & Staff

Leadershi

p Coun

cil

Established selection process

Elected Bodies:(2) District (1 Elected/1 High level Staff)(2) City of Pasadena (1 Elected/1 High level Staff)(1) Altadena(1) Sierra Madre

Representation from Working Groups:(2) Non-Profit/Community Organization Leaders(1) Business Leader(2) College Leaders, including PCC(1) Faith-based Leader(2) Students(1) Parent (15) TOTAL

Leadership Council Selection ProcessFor Elected Bodies:

1) Selection of Leadership Council representation to be first made by elected body with established criteria:– Knowledge and involvement in public education– Executive level leadership– Other criteria as determined by that elected body

2) If there is no volunteer or selection made, then appointment would be requested from relevant governing agency for jurisdiction

For Business, Non-profit, Faith-based, Students and Parent:

3) Representation arises from Working Groups, which would define process, identify and select leadership. Representative needs executive level leadership experience or equivalent.

Working Group Functions/Roles

Working

Groups

Working Group Chairs,

Facilitators & Staff

Leadership

Council

• Select Chair• Confirm pre-qualified Facilitator• Discuss particular area, identify problems, issues,

possible solutions and make recommendations to leadership

• Identify data gaps if needed for better indicators• Select indicators to be approved by Leadership

Council• Communicate between partners working in the

same area• Stakeholder engagement• Through member organizations, take ownership of

solutions/strategies and seek funding• Develop new partnerships• Identify impediments, such as policy conflicts, and

make recommendations to Leadership Council if needed

Working Group Members

Working Groups

Working Group Chairs,

Facilitators & Staff

Leadership

Council

• Anyone who wants to join can participate

• District, City, and Nonprofit staff with specific roles and expertise to be recruited

Collaborate PASadenaAn Illustrative Example

An Illustrative Example

If desired result is that we want early development needs to be met for children 0 to 5…

• First, identify a population outcome that needs to be improved.

• For instance: children being ready to enter school

• Next, look at any available data. From what is available, select an indicator to try to improve.

Let’s say we use the number of children entering kindergarten who do not exhibit school readiness. From this we would create our baseline graph – showing numbers of children over the last several years and our extrapolation of what that number would continue to be if no new actions are taken.

Next, analyze this issue. What are the contributing factors and root causes?

Let’s say that after our analysis, we decide that a main reason for children not being ready for kindergarten is that they could use some sort of preschool experience.

Now this issue is analyzed:

• Why aren’t all children having a preschool experience?

• Is it an issue of access – cost too high, transportation not available, not enough seats available?

• Is it an issue of knowledge – families aren’t informed of their options? Or know why preschool might be important?

• Is it an issue of quality – families not satisfied with the options available? Or preference – families do not enroll children in preschool by choice?

• Other reasons?

At this point, preschool providers, individually or in partnership with each other, could decide to work on one of these reasons that not enough students are experiencing preschool – for instance, a lack of open slots for preschool.

At this level, the goals are program outcomes.

At least once a year, the population outcome is revisited and plotted on the baseline chart. If the number is better than the baseline, we have moved towards success. If it has not moved, we have not made progress on our outcome.

Graphic from HealthyPasadena.org Implementation Strategy Tracker

November December January FebruaryAd Hoc Report out to City

Council and PUSD Board

Joint City/PUSD Meeting

Staff Team Finalize budget and administration of contracts, issue request for bids for facilitators

Develop Stakeholder engagement plan

Host community meeting

Facilitator orientation

Finalize 2015-16 Plan and Budget for approval at joint meeting

Leadership Council

Start selection process with representative bodies

Finalize initial members

Convene first Leadership Council meeting

Report out for Joint meeting

Working Groups

Redesign website for participant recruitment

Continue to recruit

Develop meeting design and materials

Convene first set of Working Group meetings and select chairs

Ongoing Activities

Data Collection, Research, Communication to Stakeholders, Leadership Council and Working Groups

Timeline for Nov 2014 – Feb 2015

Timeline – next phase

Spring• Meetings and reporting out from Working

Groups• Second Leadership Council Meeting

Summer• Annual Report Card development

2015-16• Begin next phases as determined by review of

results

Budget: Jan – June 2015

• $50,000o For Coordination (6 months)o Facilitation and design for initial Leadership

Council and Working Group meetingso Community Engagemento Communicationo Data Collection and Presentation

• To be paid by City and PUSD, $25,000 each

Coordination/Backbone StructureLeadership Council

Coordinator

PEF

PUSD

City

2 Facilitators• Blue signifies

contractual relationship

• Orange signifies voluntary role

Four Result Work

Teams