MCESA Re-Engaging Disconnected Youth Summit II

“Successes of a Developed Collective Impact Model”

Chekemma Fulmore-Townsend President and CEO

Philadelphia Youth Network

Philadelphia’s Collective Impact Model

PYN functions as an Intermediary

“The Backbone”

1. Convenethe necessary stakeholders to ensure that the right systems, programs, and activities are in place for educational and economic success.

2. Connectappropriate systems and stakeholders within the community so that they work together to effectively and efficiently address needs.

3. Measureeffectiveness of efforts by collecting and analyzing data, promoting continuous improvement, and implementing changes to practices based on what data tell us.

4. Sustainefforts through influencing policy, building public awareness, and promoting career-connected education as pivotal to the long-term success of Philadelphia.

Common Agenda Shared vision for change

• Common understanding of the problem• A joint approach to solving it through agreed upon actions

Shared Measurement Collecting data and measuring results consistently across all participants

Mutually Reinforcing Activities Differentiated activities coordinated through a mutual plan of action

Continuous Communication Consistent and open communication to build trust, assure mutual objectives, and

appreciate common motivation

Backbone Organization A separate organization(s) with staff and a specific set of skills to:

• Serve as the backbone for the entire initiative• Coordinate participating organizations and agencies

Five Conditions of a SuccessfulCollective Impact Model

Philadelphia’s citywide campaign to understand, focus

public attention on and,most importantly, resolve

Philadelphia's dropout crisis.

Collaborative approach to dropout prevention and re-engagement.

Historical Perspective on Project U-Turn

“Unfulfilled Promise: The Dimensions and Characteristics of Philadelphia’s’ Dropout Crisis” (2000-2005)

• Half of the cohorts of first time 9th graders slated to graduate from Philadelphia’s public high schools with the classes of 2000-2005 graduated on time

• Over 30,000 young people from those classes left school without a high school diploma

Historical Perspective on Project U-Turn

Stakeholders from multiple systems across the city launched a collaborative campaign launched in 2006 to:

•Draw public attention to the drop-out crisis•Develop strategies to mitigate it

Project U-Turn Collaborative

• Mayor’s Office of Education• School District of Philadelphia• Department of Human Services• Community College of Philadelphia• Family Court• Philadelphia Housing Authority• Private Investors• Advocacy Organizations• Researchers• Literacy Experts• CBOs• Youth

Collaborating for Impact

Fourteen percentage-point increase in on-time, public-school graduation rates (from 52% in 2006 to 64% in 2013)

The creation of more than 2,000 new seats in Alternative Education programs

The establishment of system-level approaches to promote educational success

A cumulative investment of more than $200 million towards Project U-Turn prevention and recovery efforts

Philadelphia’s cross-sector partnership dedicated to improving the economic outcomes of the region's youth by attracting, aligning and investing resources in youth workforce-development strategies.

WorkReady Philadelphia

WorkReady Collaborative

• Employers• Schools• Community-Based

Organizations• Advocacy Groups• Labor Unions• Private Investors• Youth

Facilitating the design and development of work-based learning models in collaboration with community stakeholders

Building capacity of adult practitioners to provide high-quality workforce services to youth

Convening the WorkReady sub-committee of the Philadelphia Council for College and Career Success, which includes representatives from the business community, schools, community-based organizations, advocacy groups, labor unions and other stakeholders.

Procuring on behalf of the WorkReady campaign (private investors, schools, and city-government agencies)

Distinctive PYN Functions for WorkReady

Identify Lead Partner(s) Who is best positioned to do the work?

Share every aspect of your work with existing and potential partners

Respecting the expertise, value and perspectives of stakeholders

Build Champions by connecting and learning

Snapshot Approach to Collective Impact

Better alignment across sectors seeking to serve Philadelphia’s youth

Greater coordination of youth-workforce programming

Increased focus on the needs of youth facing life challenges

Heightened capacity among organizations and business partners

Enhanced data sharing across organizations and systems

Achieving Results Through Collective Impact

1. We all share the same end goal, but we may describe it different. Building a language that everyone can access and understand Creating a safe space for the sharing of ideas and challenges Strategic agendas Staying true to the principles that guide the work

2. It takes a long time.

“Systemic reform is fueled by commitment” 3. Failure is inevitable.

Embrace the process

4. Best Advice: Stick With It! Learn Be clear on the value it will bring to your organization Champion Building

Key Learning Factors of Collective Impact

Our Vision:

All of Philadelphia's young people will take their rightful places as full and contributing members of a world-

class workforce for the region.