MCESA Re-Engaging Disconnected Youth Summit II “Successes of a Developed

1. MCESA Re-Engaging Disconnected Youth Summit II “Successes of a Developed Collective Impact Model” Chekemma Fulmore-Townsend President and CEO Philadelphia Youth Network

2. Philadelphia’s Collective Impact Model

3. PYN functions as an Intermediary “The Backbone”

4. 1. Convene the necessary stakeholders to ensure that the right systems, programs, and activities are in place for educational and economic success. 2. Connect appropriate systems and stakeholders within the community so that they work together to effectively and efficiently address needs.

5. 3. Measure effectiveness of efforts by collecting and analyzing data, promoting continuous improvement, and implementing changes to practices based on what data tell us. 4. Sustain efforts through influencing policy, building public awareness, and promoting career-connected education as pivotal to the long-term success of Philadelphia.

6. Five Conditions of a SuccessfulCollective Impact Model • 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 • Aseparate organization(s) with staff and a specific set of skills to: • Serve as the backbone for the entire initiative • Coordinate participating organizations and agencies

7. 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.

8. 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

9. 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

10. 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

11. 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

12. WorkReady Philadelphia 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.

13. WorkReadyCollaborative • Employers • Schools • Community-Based Organizations • Advocacy Groups • Labor Unions • Private Investors • Youth

14. Distinctive PYN Functions for WorkReady • 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)

15. Snapshot Approach to Collective Impact • 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

16. Achieving Results Through 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

17. Key Learning Factors of 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” • 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

18. 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.