Post on 15-Jan-2016
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AN INTRODUCTION
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HOW WE GOT HEREOrigins and Development of ACT• The JP Morgan Chase Foundation made a strategic decision to focus it’s funding efforts on three Chicago
Communities, one of which happened to be Austin.
• In November of 2009 the JP Morgan Chase Foundation approached the UIC Nathalie P. Voorhees Center for Neighborhood and Community Improvement to conduct a needs assessment of the Austin Community.
• On February 5, 2010 the JP Morgan Chase Foundation convened a group of Austin stakeholders to discuss opportunities for stable employment and community development within the Austin Community and Voorhees Centers presented the results of the needs assessment. Participants in this discussion formed an ad-hoc steering committee to continue the discussion and began regular scheduled meeting.
• On April 27, 2010 the group, along with additional stakeholders, decided to call themselves “Austin Coming
Together” or “ACT” and adopted a Mission and Vision Statement.
• In June of 2010 Austin Coming Together under the leadership and assistance of Goodcity and UIC developed and submitted a proposal to the Department of Education for the Promise Zone Grant. Goodcity has been instrumental in the completion of the application, currently serves as ACT’s fiscal agent, and has donated free office space for ACT’s Executive Director.
• In October ACT received a score of 82/100 and ranked in the top 3 of 5 Chicago area applicants. • On November 1, 2010 ACT hired its first full time staff person, Rev. Reggie Bachus as the Program Coordinator later
to be named the Executive Director. • ACT currently has 4 working subcommittees, a provisional leadership group, and 1 staff person. • Over 160 stakeholders have contributed to the development of ACT including government officials, Austin residents,
educators, business representatives, faith leaders, service providers, and foundations.
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WHY WE EXIST!MissionOur mission as an organization of organizations is to create an intermediary infrastructure of sustainable resources, systems, and networks that provide economic and educational opportunities that improve the quality of life within the Austin community.
VisionWe will create an atmosphere that attracts or develops the resources and relationships we need to provide the educational opportunities and economic development that will create a self-sustaining mixed economy for the Austin community.
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MISSIONEconomic & Educational
Infrastructure
Networks
Member Organization
s
Resource Guide
Austin EXPO
Resources
School and Organizationa
l Capacity
Full Service
Facilities
Community and
Cultural Centers
Early Childhood Centers
Community
Endowment
Systems
Advocacy, Policy, Political Engagement
Promise Land
Success TRACK
ACT 2020 Communit
y Curriculu
m
Cradle-to-Career
Continuum
Community Business Sector
Development
Evaluation & Data Mgmt.
Systems
SUSTAINABLE
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VISIONQUESTION?How do we create a self-sustaining mixed economy that attracts the needed resource and relationships for educational and economic development opportunities?
When we cultivate the talent, the resources and relationships will come!
AUSTIN WILL DEVELOP A HOMEGROWN TALENT POOL OF HIGHLY EDUCATED, SKILLED, AND MOTIVATED OWNERS-
LABORERS IN STRATEGIC BUSINESS SECTORS!
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AUSTIN LIFE CYCLE
EDUCATIONINVESTMENT
ECONOMICGROWTH
According to the McKinsey Report:Closing the student achievement gap between white, black, and Latino students could increase GDP by 4% or $525 billion.
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SUCCESS TO DATE• Partnerships and working relationships:
o Over 180 stakeholders 70 organizations and entities have participated in the planning processo JP Morgan Chase Foundation over $1 Million dollars invested in ACT through the assessment and
planning phases, initial staffing, member and participating organizations.o The McGowan Foundation has decided to focus a portion of it’s funding into the Austin Community and
has agreed that ACT will serve as a facilitator of partnerships and funding opportunities within the Austin community.
o Goodcity has served as ACT’s Fiscal Agent, spearheaded the Promise Zone Application, and provided office space for the Executive Director free of charge.
o Consortium on Chicago School Research partnership to work with 10 schools/systems through a Ford Foundation Grant.
o ACT has secured an offer for free Insurance for our first year by C.S. Insurance Strategieso Partnership with Mercy Housing in the planning for a new Community Center
• Early Accomplishments and Highlights:o A Promise Zone Planning Grant was successfully submitted that received a score of 82/100 receiving
honorable mention and ranking #3 of all Chicago Promise Zone Planning Grant applicants.o ACT has hired an Executive Directoro ACT has developed a logo and branding package including a website, newsletter, and promotional
materials coming soon.o ACT will file for its 501c3 status and vote on it’s initial board of directors in January 2011o Conducted Focus groups with 4 Elementary Schools Leadership (Emmett, Ellington, Key, DePriest)o Conducted Focus group with over 30 Early Childhood care providerso Over 150 Parent Surveys Collectedo ACT’s Formal Introduction to the community and community listening session scheduled for January 25,
2011 at Austin Town Hall
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PLAN• Assessment
o We will envision Austin in the year 2020o We will listen to the people share their vision for 2020o Identify Community Priorities in Education and Economic Developmento Based on the priorities we will present data driven models and realistic
options that help the vision become a realityo The community will select models and options to address priorities
• Planningo Backwards map from 2020 to 2010 outlining how we get thereo Present a strategic plan at the Austin EXPO
• Implementationo Begin Implementation
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ACT on the MOVE!
AssessmentNov. 2009 – Mar. 2011
PlanningMar. – Aug.
2011
Implementation
Sept. 2011
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ASSESSMENT• The goal is to reach 20% of Austin
Residents or roughly 20,000 people through the Assessment process!
• The three categories of individuals we will target are:o Mavens – information specialisto Salespeople – persuaders and influencerso Connectors – the people with large social networks
*Theory based on Pareto Principle and Malcolm Gladwell’s Tipping Point theory for starting epidemic sized movements.
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PLANNING• The Goal is for ACT to initiate and facilitate a
community led movement of change.• ACT will facilitate the collection and dissemination
of ideas and information. • ACT will coordinate community organizations,
foundations, service providers, individuals, and proven models for successful implementation.
• The process will be approved by the community at large.
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IMPLEMENTATION• The GOAL is to begin full scale implementation
Fall 2011-2012 for the academic school year• A pilot program will be launched in the Spring of
2011 to prepare for mass implementation• Stringent systems of measurements and
evaluations will be in place
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THE ACT SUCCESS TRACK!
THE LONG TERM PLAN
BABY COLLEGE(Prenatal - Grade 2)
CLASS ACT(Age 8 - 18)
INCENTIVIZESUCCESS
Scholarships to College-
Careers/Jobs-
Vocational Schools/Training
-Entrepreneurship
Opportunities(For Profit and Not for Profit)
GOAL: Create Realistic, Attractiveand Attainable Options for
Austin Youth
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COMMUNITY BRANDING
ECONOMIC DEVELOPMENT MODELDevelop an Austin Economy that is powered and engineered by the
best internal workforce possible through strategic Human and Capital Investment via community High Schools and Class ACT
Students
Entrepreneurship
Manufacturing
Engineering
Media, the Performing, Visual, Graphic, and Audio
Arts
Manufacturing(Basic, Advanced, Green Technology)
Engineering(Green Technology,BioMimicry)
Health, Human, & Educational Services
Health, Human, &Educational Services(Vibrant service industriesand hub of Chicago)
Media, the Performing, Visual,Graphic, and Audio Arts(Cultural Renaissance)
Entrepreneurship(Business incubation)
Student preparation through education
IncentiveSuccess
Educationthat leads to
attractive, interesting,
and fulfilling career
choices because of intentional prepartion
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Engineering$80,580/year
Skilled Production$38,940/year
Management$93,650/year
College
Source: US Bureau of Labor Statistics
Chief Executive$167,280/year
Elementary school
Pre-engineering curriculum
Robotics after-school clubsEngineering career day /mentors/fieldtrip activities
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High School Graduation: It’s All About Ninth Grade
Source: The On-Track Indicator as a Predictor of Graduation
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CPS average
261 (2008)
Qualifications: Exceeding standards by the end of 8th grade
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Organizing Schools to Deliver: The 5 Essential Supports for School
Improvement
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Likelihood of Substantial Improvement in Reading & Mathematics:
Given Weak or Strong Essential Supports
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What Separates an Improving School from a Stagnating School?
(Reading)
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What Separates an Improving School from a Stagnating School?
(Math)
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Even The Most Disadvantaged Schools Can
Improve;
Even the Most Advantaged Schools Can
Stagnate
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The 5 Essentials: Predicts Improvement in Student
Learning
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Community Context Supports the 5 Essentials in
Schools
Relig
ious
Par
ticip
atio
n
Colle
ctive
Effica
cy
Outside
Con
nect
ions
0%
10%
20%
30%
40%
50%39% 38%
33%
5% 6% 8%
Strength in 5 Essentials by Community Context
HighLow
Pro
port
ion
of
sch
ools
str
on
g o
n
Essen
tials
in
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94
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IN DEVELOPMENT
Community and Cultural Centers
Promise Land School Plan
ACT 2020 Community Curriculum
Austin EXPO 2011Resource Guide
FALL 2011
2012/2013
SPRING 2011
FALL 2011
SPRING 2011
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CONTACTOFFICE SPACE: 5049 West Harrison Street
Chicago, ILTELEPHONE: (773) 473-4790
REV. REGGIE BACHUSExecutive Director773-540-5421
EMAIL: rlbachus@austincomingtogether.orgwww.austincomingtogether.org
A special thank you to the Chicago Consortium for School Research and Austin Polytechnical Academy the slides and research.