1

AN INTRODUCTION

2

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.

3

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.

4

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

5

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!

6

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.

7

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

8

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

9

ACT on the MOVE!

AssessmentNov. 2009 – Mar. 2011

PlanningMar. – Aug.

2011

Implementation

Sept. 2011

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 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.

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.

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

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: Create Realistic, Attractiveand Attainable Options for

Austin Youth

14

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

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 clubsEngineering career day /mentors/fieldtrip activities

16

High School Graduation: It’s All About Ninth Grade

Source: The On-Track Indicator as a Predictor of Graduation

17

CPS average

261 (2008)

Qualifications: Exceeding standards by the end of 8th grade

18

Organizing Schools to Deliver: The 5 Essential Supports for School

Improvement

19

Likelihood of Substantial Improvement in Reading & Mathematics:

Given Weak or Strong Essential Supports

20

What Separates an Improving School from a Stagnating School?

(Reading)

21

What Separates an Improving School from a Stagnating School?

(Math)

22

Even The Most Disadvantaged Schools Can

Improve;

Even the Most Advantaged Schools Can

Stagnate

23

The 5 Essentials: Predicts Improvement in Student

Learning

24

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

19

94

25

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

26

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.