Geneva 2020 Steering

Committee MeetingJanuary 26, 2016

12 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.

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• Signatures• Sustainability• 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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Geneva 2020 Partner Updates• Geneva City School District Update• Education Foundation • LEAP• 9th Grade Visit (Cornell Extension Science Career

Video shown)• Geneva 2020 House • GHS Job Shadowing • Geneva Community Center• Career Chat• SUNY Cradle to Career Update (ToA)

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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!

GHS Job Shadow DayNovember 2015

GHS Job Shadow DayNovember 2015

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Directed by Patrisha Blue, the LEAP program at GHS is creating success by offering the right kind of support for students who are ready to take on the challenges of advanced coursework.

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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

• Changes/Comments• Shared language• Signatures• Sustainability• Approval process (with necessary changes)• Next steps

Official in April 2016

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Examples of Partnership Agreement Signature Methods

1

3

2

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 Cradle to Career• Webinar:

https://suny.webex.com/suny/ldr.php?RCID=85a501983b08c9b0fa99201afbbc3129

• 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

What Defines a Collaborative Action Network?

•Group of diverse and committed individuals (educators, community-based organizations, etc.) all focused on one specific community level outcome/indicator •Uses prioritized local data • Identifies shared action using data take to move the

needle on a community outcome/indicator(i.e. – policy, practice, training)

© StriveTogether 2015

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do not…do…Focus on only one specific community outcome /indicator

Work on multiple community outcomes/indicators

Prioritize the local data Take action without data

Narrow and focus the work to make it manageable Take on too much

Develop an action plan to “collectively” implement together

Collaborative Action Networks

Direct others to do the work or work on areas outside of their scope/control

Focus “practices” & “improving”

Focus on programs and proving one organization is better than another

© StriveTogether 2015

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 sellers@HWS.edu 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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