The Geneva 2020 Steering Committee meeting agenda covered: 1) Welcome and general updates from partner organizations 2) Celebrating partner successes from recent events 3) Discussing and making changes to the partnership agreement 4) Reviewing baseline data and next steps for data collection 5) Providing an overview of Collaborative Action Networks and timeline for development 6) Planning for the next steering committee meeting in April and a community convening in June.

1. Geneva 2020
Steering Committee Meeting
January26,2016
12p.m.-2p.m.
Vandervort Room,HWS
1/22/2016 1
We will build a stronger Geneva by harnessing the resources of the entire community
in support of our children so that they may graduate prepared for lives of consequence.

2. Today’s Agenda
12 p.m. Welcome and General Updates:
• Lunch
• Binders
• Geneva City School District Updates
12:15 p.m. Celebrate Partner Successes
12:35 p.m. Partnership Agreement
• Comments/Changes
• Shared components
• Sustainability
• Signatures
• Approval process (with necessary changes)
• Next steps
1/22/2016 2

3. Today’s Agenda (cont.)
1:10 p.m. – Data
• Partnership with Success for Geneva’s Children
– PACE survey
– Next Steps
• Still a need and a work in progress
– Met with Comet, Geneva Community Center, and Geneva City School District
– Wes Perkins’ Statistics class involvement
1:30 — Collaborative Action Networks (CANs)
• Overview and video clip
• Next steps (after baseline data is completed)
1:45 — Next!
• Next meeting date: April 26, 2016
• Plans for a convening in June 2016
2:00 — Adjourn
1/22/2016 3

4. October 2015 Festival of Nations
Geneva 2020 House is there!
GHS 9th Grade Campus Visit to HWS
A beautiful day for college prep!

5. GHS Job Shadow Day
November 2015

6. GHS Job Shadow Day
November 2015

7. Geneva 2020 Partner Updates
• Geneva City School District Update
• Education Foundation
• LEAP
• GHS Job Shadowing
• 9th Grade Visit (Cornell Extension Science Career
Video shown)
• Geneva Community Center
• Career Chat
• Geneva 2020 House (PR)
• SUNY Cradle to Career Update (ToA)
1/22/2016 7

8. Theory of Action: Creating Cradle to Career Proof Points
Geneva 2020’s UNOFFICIAL* Progress – 8/28/2015
© StriveTogether
BUILDING --------------------------------------------------------------------------> IMPACT
Implementing
the Theory of
Action
The partnership
formalizes a set
of messages that
are aligned and
effectively
communicated
across partners
and the
community.
Partners demonstrate shared
accountability for improving
community level outcomes.
Partners effectively communicate
attribution of success and
recognition of challenges.
The partnership enables student-
level academic and non-academic
data to be shared appropriately
across partners in a timely
manner to enable continuous
improvement to improve
outcomes.
Pillar 2:
Evidence
Based
Decision
Making
Pillar 3:
Collaborative
Action
Pillar 4:
Investment &
Sustainability
Pillar 1:
Shared
Community
Vision
A cross-sector
partnership
with a defined
geographic
scope
organizes
around a
cradle to
career vision.
A cross-sector
leadership
table is
convened with
a documented
accountability
structure.
The partnership
selects core
indicators for
the community
level outcomes.
An anchor entity is established and
capacity to support the daily
management of the partnership is in
place.
The partnership consistently
informs the community of progress,
including the release of an annual
report card.
The
partnership
collects
and
disaggregates
baseline data
by key sub-
populations
for core
indicators.
The partnership enables the
collection and connection of
student-level academic and non-
academic data across the cradle to
career pipeline and among partners
to enable continuous improvement.
Partners use continuous
improvement to identify
activities/practices that are
improving community level
outcomes and spread these to
impact outcomes.
The partnership mobilizes the
community to improve community
level outcomes.
The partnership has in place the
necessary capacity to support
the daily management of the
partnership, data needs,
facilitation, communication and
engagement of the community. The partnership has sustainable
funding for multiple years.
Partners continue to actively
engage in the partnership despite
changes in leadership.
The partnership continually refines
indicators to improve accuracy and
validity.
The partnership develops a
collective advocacy agenda to
change local, state, or national
policy to improve community level
outcomes.
PROOFPOINT:APartnershipisintheSystemsChangeGatewayandseesindicatorsimproving.
Systems ChangeSustainingEmergingExploring Proof
Point
The partnership
prioritizes a
subset ofcore
indicators for
initial focus.
The partnership engages funders to
support the operations and
collaborative work of partners to
improve outcomes.
The
partnership
publicly
releases a
baseline
report card to
the
community
with
disaggregated
data.
The
partnership
selects
community
level outcomes
to be held
accountable
for improving.
Financial and community
resources are aligned to what
works to improve community
level outcomes.
Necessary policies change to
enable and sustain improvement.
Partners support the operations
work of the partnership.
Collaborative Action Networks
collectively take action to improve
the community level outcomes
using continuous improvement.
Partners allocate and align
resources to improve community
level outcomes.
The partnership communicates a
common, consistent message
across internal partners.
Collaborative Action Networks
are engaged and/or formed to
improve community level
outcomes.
LeadstoSystemsChange
The
partnership
commits to
using
continuous
improvement
to guide the
work.
The partnership operates with roles
and responsibilities as defined in
the accountability structure.
Opportunities and barriers are
identified by the Networks and
lifted up for partners to take action
to improve community level
outcomes.
The Theory of Action is based on
StriveTogether’s Framework for Building
Cradle to Career Civic Infrastructure. The
Theory of Action consists of five
Gateways: Exploring, Emerging,
Sustaining, Systems Change and Proof
Point. Within each of the five Gateways,
there are a series of quality benchmarks
that are key steps in developing and
sustaining a partnership. Meeting the
quality benchmarks in the Exploring,
Emerging and Sustaining Gateways leads
to System Change and ultimately Proof
Point.
Partnerships implementing the Theory of
Action effectively demonstrate four
principles as they move from building a
partnership to impacting outcomes:
1. Engage the Community
2. Focus on Eliminating Locally Defined
Disparities
3. Develop a Culture of Continuous
Improvement
4. Leverage Existing Assets
GATEWAYS:
Color Codes:
All components of
benchmark have
been achieved.
Some components
of benchmark have
been achieved.
Benchmark has not
yet been achieved.
* This document was
created by SUNY C2C for
Geneva 2020 for internal
discussion purposes only.

9. 1/22/2016 9

10. Geneva 2020 Partnership Agreement
1/22/2016 10

11. Geneva 2020 Partnership Agreement
• Workgroup: Matt Horn, Mark Venuti, Colleen Aiezza, RJ Rapoza
• Changes/Comments
• Shared language
• Signatures
 Collect a signature per agreement?
 Collect a list of signatures on one agreement?
 Not collect signatures and use this instead as a guide for
 partners and committee members?
 There are pros and cons to each option, including visibility,
 organization, and perceived level of commitment.
• Sustainability
• Steering Committee commitment
• Approval process (with necessary changes)
• Next steps
 Official in April 2016
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12. 1/22/2016 12
Examples of Partnership
Agreement Signature Methods
1
3
2

13. Geneva 2020 Data
• SUNY Cradle to Career Spreadsheet
• Partnership with Success for Geneva’s
Children
• PACE Survey
• Still a need and a work in progress
• Met with Comet, Geneva Community
Center, Geneva City School District
• Comet – Boys and Girls Club
• Wes Perkins’ Statistics class involvement
• Geneva 2020 House volunteer
1/22/2016 13

14. Collaborate Action Networks (CANs)
1/22/2016 14
• SUNY C2C
• Webinar:
• Plan for 2016
• Once baseline data is established, then that data will be used to
inform which CAN is set up first, and so on.

15. 15
Collaborative Action Network
Development Timeline
“Getting Ready for
Collaborative Action”
Checklist Completed
Network Launch Prep
• ID & Engage Members
• Select Meeting Dates
• Value Exchange
Network Orientation
(optional)
1st Network Meeting
Draft Charter
(~4 hours)
2nd Network Meeting
Finalize Charter
(~1.5 hours)
3rd Network Meeting
Draft Action Plan
(~4 hours)
4th Network Meeting
Finalize Action Plan
(~1.5 hours)
5th Network Meeting
• Action Plan
implementation begins
• Start continuous
improvement process
• Begin monthly meetings
2-4 months
2-3 weeks 3-4 weeks 2-3 weeks 3-4 weeks2-3 weeks
© StriveTogether 2015

16. Needs more work
Pillar 4: Investment and Sustainability
1. An anchor entity is established and capacity to support
the daily management of the partnership is in place.
• HWS Colleges are the anchor.
• Geneva 2020 Program Manager position
• Need to work more on building the backbone
• Grant/Funding to support a CAN person or data
person
• Show support for process, not for programming
1/22/2016 16

17. Needs more work
Pillar 4: Investment and Sustainability
(cont.)
2. The partnership engages funders to support the operations and
collaborative work of partners to improve outcomes.
• HWS engaged funders to hire the Geneva 2020 Program
Manager
• Need to find funds/process for data collection
• If we finalized a process (including funding) for data
collection with school, BOCES, Success for Geneva’s Children,
then this would be completed.
1/22/2016 17

18. Needs more work
Pillar 4: Investment and Sustainability
(cont.)
To strengthen backbone capacity:
• Provide plan to better align Geneva 2020 Program Manager
responsibilities for grant funding with suggested C2C collective
impact approach.
• Discuss establishment of Data Committee to analyze baseline
data collected and to identify additional data needed.
• Discuss options for a Geneva 2020 Data Manager
1/22/2016 18

19. Next Meeting:
Tuesday
April 26, 2016
To discuss in April:
What should our focus be for a convening in June?
1/22/2016 19

20. Thank You
Feel free to contact Amy Jackson Sellers,
Geneva2020 Program Coordinator,
at (315) 781-3825 or sellers@HWS.edu
with any follow up questions or comments.
1/22/2016 20

21. African American
Men’s Association
William G. McGowan
Charitable Fund
1/22/2016 21

22. Vision Geneva is a vibrant community of vast opportunities where people prosper
and all our children thrive.
Strategy
We will build a stronger Geneva by harnessing the resources of the entire community
in support of our children so that they may graduate prepared for lives of consequence.
Goals
Every child enters school ready
to learn (kindergarten
readiness).
Every student is supported and engaged
and succeeds in school.
Every graduate attains
employment or a post-
secondary credential.
Outcomes
Early Childhood Success
(Cognitive, social, emotional,
and physical health, and
language and literacy)
Literacy
Success
STEaM
Success
High
Graduation
Rate
College
Readiness
Career
Readiness
Indicators
TBD based on 2015-2016
analysis of 0-4 surveys and
data.
90%
students at
grade level
in ELA in 3rd
and 6th
grade.
90%
students
proficient in
Algebra by
the end of
9th grade.
90%
graduation
rate in all
groups in the
district.
TBD based
on 2015-16
analysis of
focus
group/data.
TBD based
on 2015-16
analysis of
focus
group/data.
Attendance rate at 95% in all buildings.
Geneva 2020 Roadmap
1/22/2016 22

23. Steering
Committee
Community Partners
& Anchor Entity
Goal 3
College/
Career
Readiness
Goal 2
School
(K-12)
Goal 1
Kindergarten
Readiness
Data &
Communications
TBD
Kindergarten
Surveys
Literacy
STEaM
Graduation
Rate
TBD
Career
TBD
College
Anchor Entity: A
neutral entity;
provides key staff
and data supports,
communicates and
works across sectors
to eliminate silos and
deliver results, and
has convening power
to ensure that key
leaders will
consistently come to
the table over time.
Steering Committee:
Comprised of core cross-sector
leaders from across the Geneva
community; provides strategic
guidance; members possess the
authority to leverage significant
financial and/or social capital to
advance Geneva 2020 goals and
outcomes; key public
champions.
Collaborative Action
Networks: Comprised of
existing/emerging groups
and coalitions, including
stakeholders, practitioners,
and issue experts. Specific
responsibilities include:
1) Identify initial contributing
indicators and commit to
integrating these indicators
into own performance
tracking;
2) Identify successful
strategies and commit to
integrating into
practice/program
3) Communicate progress to
Steering Committee
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