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1. HOW WE GOT HERE Origins and Development of ACT The JP Morgan Chase Foundation made a strategic decision to focus it’s funding efforts on three Chicago.

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Presentation on theme: "1. HOW WE GOT HERE Origins and Development of ACT The JP Morgan Chase Foundation made a strategic decision to focus it’s funding efforts on three Chicago."— Presentation transcript:

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2 HOW WE GOT HERE Origins 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. 2

3 WHY WE EXIST! Mission Our 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. Vision We 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. 3

4 MISSION Economic & Educational Infrastructure Networks Member Organizations Resource Guide Austin EXPO Resources School and Organizational Capacity Full Service Facilities Community and Cultural Centers Early Childhood Centers Community Endowment Systems Advocacy, Policy, Political Engagement Promise Land Success TRACK ACT 2020 Community Curriculum Cradle-to- Career Continuum Community Business Sector Development Evaluation & Data Mgmt. Systems 4

5 VISION QUESTION? 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! 5

6 AUSTIN LIFE CYCLE EDUCATION INVESTMENT ECONOMIC GROWTH According to the McKinsey Report: Closing the student achievement gap between white, black, and Latino students could increase GDP by 4% or $525 billion. 6

7 SUCCESS TO DATE Partnerships and working relationships: o Over 180 stakeholders 70 organizations and entities have participated in the planning process o 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 Strategies o 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 Director o 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 2011 o Conducted Focus groups with 4 Elementary Schools Leadership (Emmett, Ellington, Key, DePriest) o Conducted Focus group with over 30 Early Childhood care providers o Over 150 Parent Surveys Collected o ACT’s Formal Introduction to the community and community listening session scheduled for January 25, 2011 at Austin Town Hall 7

8 PLAN Assessment o We will envision Austin in the year 2020 o We will listen to the people share their vision for 2020 o Identify Community Priorities in Education and Economic Development o Based on the priorities we will present data driven models and realistic options that help the vision become a reality o The community will select models and options to address priorities Planning o Backwards map from 2020 to 2010 outlining how we get there o Present a strategic plan at the Austin EXPO Implementation o Begin Implementation 8

9 ACT on the MOVE! Assessment Nov. 2009 – Mar. 2011 Planning Mar. – Aug. 2011 Implementation Sept. 2011 9

10 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 specialist o Salespeople – persuaders and influencers o Connectors – the people with large social networks *Theory based on Pareto Principle and Malcolm Gladwell’s Tipping Point theory for starting epidemic sized movements. 10

11 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. 11

12 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 12

13 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: GOAL: Create Realistic, Attractive and Attainable Options for Austin Youth 13

14 COMMUNITY BRANDING ECONOMIC DEVELOPMENT MODEL Develop 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 industries and hub of Chicago) Media, the Performing, Visual, Graphic, and Audio Arts (Cultural Renaissance) Entrepreneurship (Business incubation) 14 Student preparation through education Incentive Success Education that leads to attractive, interesting, and fulfilling career choices because of intentional prepartion

15 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 clubs Engineering career day /mentors/fieldtrip activities 15

16 High School Graduation: It’s All About Ninth Grade Source: The On- Track Indicator as a Predictor of Graduation 16

17 CPS average 261 (2008) Qualifications: Exceeding standards by the end of 8 th grade 17

18 Organizing Schools to Deliver: The 5 Essential Supports for School Improvement 18

19 Likelihood of Substantial Improvement in Reading & Mathematics: Given Weak or Strong Essential Supports 19

20 What Separates an Improving School from a Stagnating School? (Reading) 20

21 What Separates an Improving School from a Stagnating School? (Math) 21

22 Even The Most Disadvantaged Schools Can Improve; Even the Most Advantaged Schools Can Stagnate 22

23 The 5 Essentials: Predicts Improvement in Student Learning 23

24 Community Context Supports the 5 Essentials in Schools 24

25 IN DEVELOPMENT Community and Cultural CentersPromise Land School PlanACT 2020 Community CurriculumAustin EXPO 2011 Resource Guide 25

26 CONTACT OFFICE SPACE: 5049 West Harrison Street Chicago, IL TELEPHONE: (773) 473-4790 REV. REGGIE BACHUS Executive Director 773-540-5421 EMAIL: A special thank you to the Chicago Consortium for School Research and Austin Polytechnical Academy the slides and research. 26

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