The Juvenile Welfare Board strategic plan update for 2013-2016 builds on past accomplishments and reaffirms a focus on school readiness, school success, and prevention of child abuse and neglect. The plan outlines five objectives: 1) fund evidence-based programs and services, 2) evaluate program effectiveness, 3) collaborate with partners, 4) expand organizational capacity, and 5) enhance public awareness of JWB's role in strengthening Pinellas County children and families.
In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.
In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.
CSR must be seen as community investment instead of social cost. The perspective will lead to more sustainable approach in conducting CSR project and lay stronger foundation of the business
Bonner High-Impact Initiative: Being Architects and Leaders of ChangeBonner Foundation
Bonner High-Impact Initiative: Being Architects and Leaders of Change: an overview of key aspects of the process, especially for team leaders and teams.
This Strategic Partnership Proposal was commissioned to examine the ways in which the Vibank Community Group (VCG) can work with the Prairie Valley School Division (PVSD) & Vibank Regional School Community Council (SCC) and surrounding communities to further enhance community development, involvement and growth.
Developing Greater Impact with High-Impact Practices: Internships and Civic E...Bonner Foundation
These are slides from the presentation given by Jillian Kinzie (Indiana University), Gregory Weight (Washington Internship Institute), and Ariane Hoy (Bonner Foundation) at the January 2015 Association of America Colleges and Universities annual meeting. It explores the elements of high-impact educational practices and how to link them with civic engagement, especially through internships.
1.6 Improving Outcomes for Youth Aging Out of Foster Care
Speaker: Brenda Fonseca
Nearly 28,000 youth emancipated from foster care in 2010, and it is imperative that they have access to services, affordable housing options, education, and employment to prepare them to live independently. Communities that have extended foster care to older youth under the Fostering Connections Act and that are creatively using resources to increase housing opportunities will discuss their successes and lessons learned.
This presentation explores the ways in which community can be involved in schools, using five levels of engagement to develop rich, ongoing partnerships in learning.
High-Impact Projects at a Glance: Displays from the 2014 InstituteBonner Foundation
During the summer High-Impact Institutes, teams spend about half of the time working collaboratively to create their strategies and plans for making civic engagement and community engaged learning deeper, more pervasive, and more integrated. This includes identifying new or existing high-impact educational practices (like First Year Experience or Internships) to connect with community engagement. It also includes finding ways to create, deepen and enhance community partnerships so that they integrate high-impact community engagement practices (like Place, Voice, Reciprocity, Sequence, Teams, and Inquiry).
Towards the end of the Institute, teams present their plans for feedback from other teams (peers) and coaches, reinforcing the learning community. In 2014, teams from Cohorts 1 and 2 presented their plans visually, on display boards, and networked with others to explain them in a charette session. Teams from Cohort 3, which began in 2014, then presented the next day verbally (not pictured).
These slides and photos capture some of the teams' plans and displays.
CSR must be seen as community investment instead of social cost. The perspective will lead to more sustainable approach in conducting CSR project and lay stronger foundation of the business
Bonner High-Impact Initiative: Being Architects and Leaders of ChangeBonner Foundation
Bonner High-Impact Initiative: Being Architects and Leaders of Change: an overview of key aspects of the process, especially for team leaders and teams.
This Strategic Partnership Proposal was commissioned to examine the ways in which the Vibank Community Group (VCG) can work with the Prairie Valley School Division (PVSD) & Vibank Regional School Community Council (SCC) and surrounding communities to further enhance community development, involvement and growth.
Developing Greater Impact with High-Impact Practices: Internships and Civic E...Bonner Foundation
These are slides from the presentation given by Jillian Kinzie (Indiana University), Gregory Weight (Washington Internship Institute), and Ariane Hoy (Bonner Foundation) at the January 2015 Association of America Colleges and Universities annual meeting. It explores the elements of high-impact educational practices and how to link them with civic engagement, especially through internships.
1.6 Improving Outcomes for Youth Aging Out of Foster Care
Speaker: Brenda Fonseca
Nearly 28,000 youth emancipated from foster care in 2010, and it is imperative that they have access to services, affordable housing options, education, and employment to prepare them to live independently. Communities that have extended foster care to older youth under the Fostering Connections Act and that are creatively using resources to increase housing opportunities will discuss their successes and lessons learned.
This presentation explores the ways in which community can be involved in schools, using five levels of engagement to develop rich, ongoing partnerships in learning.
High-Impact Projects at a Glance: Displays from the 2014 InstituteBonner Foundation
During the summer High-Impact Institutes, teams spend about half of the time working collaboratively to create their strategies and plans for making civic engagement and community engaged learning deeper, more pervasive, and more integrated. This includes identifying new or existing high-impact educational practices (like First Year Experience or Internships) to connect with community engagement. It also includes finding ways to create, deepen and enhance community partnerships so that they integrate high-impact community engagement practices (like Place, Voice, Reciprocity, Sequence, Teams, and Inquiry).
Towards the end of the Institute, teams present their plans for feedback from other teams (peers) and coaches, reinforcing the learning community. In 2014, teams from Cohorts 1 and 2 presented their plans visually, on display boards, and networked with others to explain them in a charette session. Teams from Cohort 3, which began in 2014, then presented the next day verbally (not pictured).
These slides and photos capture some of the teams' plans and displays.
The Power of ABCD and Results-Based Accountability for Greater Impact and Res...Clear Impact
Asset Based Community Development (ABCD) is a place-based framework pioneered by John McKnight and Jody Kretzmann, founders of the ABCD Institute at Northwestern University. ABCD builds on the gifts (skills, experiences, knowledge, and passions) of local residents, the power of local associations, and the supportive functions of local institutions to build more sustainable communities for the future.
This webinar is for participants interested in discovering how the frameworks of Asset-Based Community Development and Results-Based Accountability can be used together to help build stronger, safer, healthier communities and neighborhoods. You will learn how to build the relationships and accountability necessary to unlock the gifts of the residents, associations and organizations in a community. During this webinar you will hear stories of effective impact through the power of Asset-Based Community Development and Results-Based Accountability.
Webinar topics include:
Introduction to ABCD and RBA – Definitions & Principles
Examples of ABCD and RBA in action
Why place-based strategies and community engagement are critical
The roles of residents in building a stronger community
The new role of institutions – How institutions can use all their assets to build a stronger community
Tools for agencies – Leading by stepping back
Asset Mapping – Discover-Ask-Connect – From Mapping to Mobilizing
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
In the latest webinar in the Using What Works series highlighting tools of the Annie E. Casey Foundation’s Evidence2Success framework, experts described the components of a strategic financing plan for programs proven to work for children and families and new financing approaches being adopted around the country.
David Bates - NOW (Woodlawn) Strategy PresentationILTaskForce
Rev. Bates' 07/2013 Presentation before the Illinois Task Force on Social Innovation, Entrepreneurship, and Enterprise, focusing on Woodlawn's "Coordinated Community" mode in Chicago
The Literacy Rotarian Action Group, Rotary staff, and members of The Rotary Foundation Cadre of Technical Advisers will highlight strategies for successful basic education and literacy grant projects: conducting a community needs assessment, working effectively with local Rotarians and resources, and monitoring and evaluating a projects success. Participants will share examples and discuss a variety of service areas, including primary and adult education, technology, teacher training, and resource improvement.
2. strategic plan update
●builds on strategic investments and
2006 JWB Strategic Plan accomplishments
●stresses outcomes and reaffirms
achieving results in the three focus areas
adopted by the Board in 2006:
• school readiness
• school success
• prevention of child abuse and
neglect
3. JWB’s role
funder
JWB has
multiple convener/
collaborator
roles:
roles:
innovator
4. JWB mission
the Juvenile Welfare
Board invests in
partnerships, innovation
and advocacy to
strengthen the children
and families in Pinellas
County
●
5. JWB values
we value every child
we want them to be ready to learn, to be successful in school
and to be healthy and happy every step of the way
we embrace collaboration
we work as a team with our community partners
we celebrate results
we support long-term efforts to bring effective change by
identifying areas where needs are not being met. then we find or
create a community-based support network that can turn our
investments into real help for young people throughout Pinellas
County
we pursue innovation
we are not satisfied with the status quo. we use the latest
research and professional knowledge to address the needs
of children and families in Pinellas County
6. key results areas
collaboration
funding for and
results through partnerships
programs and performance for community
services improvement impact
increasing community
organizational awareness of
capacity JWB’s benefit
7. guiding principles
decision-making principles for JWB resource allocation,
collaboration and innovation:
• prioritize intervention and • foster partnerships
prevention services for the and collaborations that
most vulnerable build robust and
comprehensive services
• support accountability • commit to quality work
• identify and respond to • strategically invest
emerging needs impacting taxpayers’ resources in
school readiness, school leading practices and
success and the prevention of evidence-based initiatives
abuse and neglect
8. programs and services—
funding for results
•
compelling research supports the criticality of early
learning
•
the need to continue to provide resources to
prevent child abuse and neglect is clear. Pinellas County
has one of the highest removal rates in Florida
•
JWB has made significant progress in
shifting its funding strategies to improve outcomes,
moving from episodic services to a continuum of care
delivering the right service in the right dosage at the
right time
9. objective 1:
initiate and fund programs and services that
demonstrate results
Goal 1:1
fund evidence-based and
promising practice programs and
services
Goal 1:2
invest in innovative ideas
and partnerships for programs
and services
Goal 1:3
engage with providers
and partners to design and
deliver quality programs and
services
10. performance improvement
•
need a robust ability to assess performance
in order to:
-evaluate outcomes
-implement a comprehensive system of
-accountability
-draw conclusions about effectiveness and ROI
•
the investment in performance management
and evaluation has enabled progress in program
performance
•
the updated plan recognizes the importance
of informing and influencing other community
investors and policy makers
11. objective 2:
evaluate and analyze effectiveness and impact to
inform decision-making and public policy
Goal 2:1
ensure that JWB funded
interventions are targeted to and
serving children appropriately
Goal 2:2
determine whether JWB
funded interventions promote child
well-being and demonstrate
sustainable outcomes
Goal 2:3
use data to drive funding
decisions and develop policy
Goal 2:4
assure system-wide
communication of efforts to improve
community-level outcomes
12. collaboration and partnerships
for community impact
•
use community
indicators to mark
progress:
-assess quality of life in
a specific community or
neighborhood
-measure progress
towards a desired
benchmark
13. in Pinellas County
various groups including JWB, Pinellas
County Health and Human Services and
the Administrative Forum have accepted
the outcomes listed below:
every person has the every person is
opportunity to learn and physically and
succeed mentally healthy
every person lives in a every person has stable
safe and sustainable and affordable housing
community
14. JWB adopted the Children’s Cabinet
outcomes in June 2009
•
every Florida child is healthy
•
every Florida child is ready to learn and succeed
•
every Florida child has a stable and nurturing family
•
every Florida child lives in a safe and
supportive community
15. improve the lives of children and
families
JWB cannot JWB will relationships will
make continue to maximize the
progress expand resources of all
by acting partnerships involved, and
in isolation and will achieve
collaborations greater results
together
16. objective 3:
collaborate with other entities to improve the lives
of children and families
Goal 3:1
facilitate relationships
promoting collaboration and
collective impact, that is, broad
cross-sector engagement focused
on achieving significant community
change
Goal 3:2
facilitate systems for data-
driven decision making
Goal 3:3
mobilize stakeholders to
respond to emerging needs
17. increasing organizational
capacity
•
WB must be accountable
J
for stewardship of taxpayer
resources and operate as an
effective, efficient and
evolving organization
•
mprove capacity in
i
internal systems
18. objective 4:
expand organizational capacity
Goal 4:1
ensure that staffing and resources
match the needs of the organization to
fulfill its mission
Goal 4:2
become a learning organization
in order to effectively improve staff
performance, interpret information,
adapt to emergent needs, and achieve
outcomes
Goal 4:3
plan, utilize and maintain a
deliberate approach to respond to
organizational change and emerging
internal and external challenges
19. public awareness of JWB’s
benefit to the community
• JWB is more than 65 years old and the first
CSC, but is relatively unknown in the community
•
in the past, it was sufficient for JWB to be
understood and respected by Board Members,
providers and governmental officials, but this is
no longer the case
•
in 2016, JWB will face a public referendum
and must have more general public awareness
and support of the role it plays in the community
20. objective 5:
enhance perception of JWB as a valued resource
Goal 5:1
equip and engage staff to
serve as ambassadors and
advocates for JWB and the children
and families of Pinellas County
Goal 5:2
reach out to a diverse and
broad community audience with the
JWB message
Goal 5:3
expand JWB’s sphere of
influence