Action Teams: Kick-Off

1. Action Teams: Kick-Off WORKING TOGETHER IN NEW WAYS TO MAKE SHELBY COUNTY THE COMMUNITY WHERE PEOPLE LEARN, LIVE & INVEST JANUARY 20 & 21, 2009

8. Values and Roles:Action Team Members

9. Values Required of Action Team Members Accountability Outcomes Neutrality Engagement Ownership Leverage

10. Values Required of Action Team Members • Accountability • In order to expect a community to hold itself accountable to an outcome, they must have faith that the action teams demonstrated clear and unbiased ways of developing those actions • The only way a member of the action team can demonstrate that is to be seen as striving to be neutral to an agenda, activity or program, while laser-like focused on the outcome.

11. Values Required of Action Team Members • Engagement • They try to encourage participation from throughout the community, such that the process is seen as owned by the community and not on individual, organization or sector. • Their focus is on items before the team, but also, on items aligned across the teams. This alignment creates a leverage as they bring new resources in time and dollars to the solution across the action teams.

12. ACTION TEAM Change Model Desired State Structures Processes Measures Present State

13. Action Team Role • Determine Target Outcome (desired state) => ensure that it ACHIEVES to the community aspiration • Develop a clear MEASURE(s) => “How will we know?” • Focus on ALIGNMENT of Action Teams, as well as, community organizations. • Outline/Implement STRATEGIES (structures & processes) to achieve Outcome => Does not create programs!

14. Four Key Considerations: Achieving Community Solutions How will the community provide…? • Resources • Decision – Making • Accountability • Community Engagement …to the solution!

15. Steering Committee / Action Team Role • Thru Engagement, develop context for implementing Structure/Process/Measures • Prepare to match Resources required with actions needed / Budget • Make Decisions with Outcome Focus • Lead thru Measurement and Accountability

16. Looking Across Shelby County over Time Rallying Resources Decision Making Accountability Community Engagement Structures Aspiration Process Community Outcome Indicators

17. Across Shelby County over Time THEORY OF CHANGE: SILOS SYSTEM ACTIVITIES OUTCOMES MONITORING ACCOUNTABILITY

18. Olmsted County Birthing Center (OMC and Mayo) Does not Qualify or Qualifies but does not choose Programs Screened prenatal or at hospital by doctors/staff Parent Education Classes (ECFE) 1400/Year or 7000 Birth to Five * PAIIR * Follow Along Home Visits 2005 Total 629 13 6000 Public Library First Child 350 At-Risk 400 7 31 referrals 161 Referred Other Community Resources PHN Phone Consultation Preschool/Daycare Referrals * Steps to Success 30 107 C2R2 * C2R2 * Bright Futures Baby Steps Home Visits Child Care System 85 80 Crisis Nursery Well Baby / Immunizations/WIC Non-At Risk Programs Parenting Brief Intervention 75 Children with Special Health Needs Parenting Matters ≈1495 Public Heath Programs Check In Pass 1350 * Community Referrals to Child & Family Services 19referred Special Ed Referral Re-screen ≈79 Home Visits * Migrant Head Start Head Start 254 Home Visits C2R2 Red Team (Child Welfare Response Team) Community Services / Targeted Early Intervention * 200 School Readiness Migrant Health Traditional Child Protective Services Alternative Responses 166 Special Educational Services Adolescent Services Wait List Domestic Violence Arc Family Liaison ECSE 216 182 Child Mental Health PAIIR Hand in Hand Family Partners Home Visits 50 Parenting Plus 28 Wait List 92 Family Collaborative Referral * Child & Family Services Programs Home Visits * Legal System Referrals Hard Referral (At Risk) RAF Supported * C2R2 Hard Referral (Not At Risk) Paiir/Schools System Entry Point Children that move into Olmsted County can be at a disadvantage because they don’t receive the initial information related to early childhood programs. Public Health Major System Entry Point Soft Referral County Social Service

19. Working Differently: A Model Children’s Literacy Achievement .07 .45 Children’s literacy at school entry • Effective Classroom Practices • Time on Academics • Teacher-Child interactions .08 .04 .50 .50 • Markers of School Excellence • Teachers’ Education • Teachers’ Experience Parents and Home Community Markers .53 Parent Education .17 .08 .44 Family and Community Resources

20. Community Solutions • Are often about Community Systems • Are often Cross-Organizational • Are often Cross-Sectoral • Require Community Ownership • The Solution should frame the activities => not the other way around Prepared by Rubicon Partners LLP

21. The Achievement Process “Getting on the arrow!” Prepared by Rubicon Partners LLP

22. Alignment The Achievement Process • Accountability • Decision-Making • Engagement • Resources Prepared by Rubicon Partners LLP

23. Community Leadership • Organizational • Hierarchical • Taking Charge • Right Answer • Follower Efforts • Responsibility for strategy and tasks • Community • Interorganizational • Providing Catalyst • Right Question • Coordinated Action • Responsibility for community outcomes

25. Seventh: Create a Blame Free Zone* PRESUME POSITIVE INTENTIONS PARTICULARLY IMPORTANT IN ENGAGEMENT

26. Eighth: Hold Yourself Accountable to Getting to the the Result SET CLEAR MILEPOSTS DETERMINE WHAT IS “IN THE WAY.” DRIVE THE CHANGE

27. Discussion WHAT IS OUR DESIRED STATE? HOW WILL WE KNOW? Prepared by Rubicon Partners, LLP

28. Thank You Jay Connor 734-904-1459 jcrubicon @ aol.com www.thecollaboratory.us