Neighborhood Services and Education Committee
April 13, 2023
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Attachment A: Children and Youth Services Master Plan
Background Overview
City staff has identified and reviewed existing policies, resolutions, and other documents to ensure alignment with the strategic direction of the CYS Master Plan. Thus, City staff are integrating the following:
• Education and Digital Literacy Strategy1
• San José Education Initiative (Education Policy 0-30)2
• City of San José Bill of Rights for Children and Youth,3 and Audit Report from the City
Auditor’s Office4
• Racial Equity Impact Analysis (REIA)5
• San José Youth Empowerment Alliance Strategic Plan6
• COVID-19 Recovery Task Force (Recovery Task Force)7
Education and Digital Literacy Strategy
City Council has long understood the value of educational attainment and the role that the City plays in influencing improvements in learning and academic achievement. There are considerable studies that demonstrate a quality educational experience and higher levels of academic attainment have cross-sector impacts in cities and communities across the United States. Higher levels of educational attainment are key indicators in critical areas such as per capita income, public safety, home values, economic development, employment and earning, and overall health and wellness. Thus, in June 2016, the Library was designated to develop a citywide strategy for supporting education and digital literacy. In May 2018, City Council unanimously approved the Education and Digital Literacy (EDL) Strategy that included the development and implementation of evidence-based quality standards, program assessment and alignment, a comprehensive educational policy, and workplan for the following areas:
• Early Education – Entering School Ready to Learn and Succeed • Learning by Grade Level Proficiency – Expanding Education Beyond the School Day • Pathways to Post-Academic Success – Graduating Ready for College and Career • Digital Literacy – Ensuring Access, Affordability, and Adoption • Policy and Governance – Ensuring Evaluation and Accountability for Program Quality and the Expenditure of Resources
The EDL Strategy provides City departments the opportunity to maximize and leverage their strengths and resources as a whole community, as well as use data to regularly assess progress, identify gaps, realign assets, and develop quality improvement plans, as appropriate. As a result, the EDL Strategy 1 https://sanjose.legistar.com/MeetingDetail.aspx?ID=604595&GUID=A678879F-AAB0-411B-AACC-7448FBA01821&Options=&Search= 2 https://records.sanjoseca.gov/Resolutions/RES79400.pdf 3 https://sanjose.legistar.com/View.ashx?M=F&ID=9312318&GUID=2F3DB531-0B48-41E9-84B1-6669DCA4805C 4 https://www.sanjoseca.gov/home/showpublisheddocument/88407 5 https://www.sanjoseca.gov/home/showpublisheddocument/93897/638100685978870000 6 https://www.sanjoseca.gov/your-government/departments-offices/parks-recreation-neighborhood-services/youth-intervention-services 7 https://www.sanjoseca.gov/your-government/departments-offices/office-of-the-city-manager/community-and-economic-recovery-task-force Neighborhood Services and Education Committee
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includes the following values when investing, developing, planning, and implementing children and youth programs and services:
• Equity of access to quality educational experiences for all San José children is essential and must be cultivated by actively removing barriers
• Opportunity to experience a wide variety of educational options should be extended to all learners, connecting students to skills-based learning, mentors, and potential career pathways • Quality of program offerings must be illustrated through the establishment of standards for student learning and assessment of program efficacy
• Accountability to our youth and their families is the primary consideration when assessing any programmatic or resource investment in learning and education.
In addition to the EDL Quality Standards for Early Education, Expanded Learning, College and Career Readiness, and Digital Literacy, in February 11, 2020 City Council adopted Equity, Diversity and Inclusion (EDI) Quality Standards. The EDI Quality Standards ensure the principles of EDI in all aspects of program development, implementation, and assessment.
San José Education Initiative (Education Policy 0-30)
In addition to the Education and Digital Literacy Strategy, on February 11, 2020, City Council approved the Education Policy 0-30, which is intended to establish the City’s core values and perspective on education as a significant indicator of quality of life. The policy guidance for the three major functions of the City’s support of education: programming, alignment with other City policies, and the operational functions that support this work. Furthermore, this policy provides guidance for the citywide governance and administration of this cross-departmental work, a framework for an annual review of outcomes, and the structure of the Schools-City Collaborative. Recognizing the value of partnerships with schools, school districts, and educational service providers throughout the region, the City is well-poised to leverage its assets, resources, and capacity in serving the whole community, particularly those most vulnerable, and historically marginalized, and underserved continuing to fall behind in educational achievement and attainment.
San José Bill of Rights for Children and Youth
In April 2021, City Council approved a revised San José Bill of Rights for Children and Youth (Bill of Rights), led by the Youth Commission, which has served as aspirational guidelines for departments and community stakeholders over the years since its original adoption in May 2020.8 The adoption of the Bill of Rights is to foster “the needs and healthy development of all children, youth, and families in the City.” City staff have adopted many of the articles of the Bill of Rights when investing, designing, implementing, and evaluating City-sponsored, funded, and endorsed children and youth programs and services. However, the City Auditor’s Office in their most recent audit of the Bill of Rights has identified recommendations to ensure that all the articles are adopted and addressed citywide.9 Staff recognizes the importance of operationalizing all of the articles of the Bill of Rights either directly through City services or in partnership with County departments, community-based organizations, school districts, and others. Therefore, through a collective process, City staff will identify strategies in 8 https://records.sanjoseca.gov/Resolutions/RES75374.PDF 9 https://sanjose.legistar.com/View.ashx?M=F&ID=11108427&GUID=752B320F-D04D-43C7-8C1F-B1A69FD0BDA9 Neighborhood Services and Education Committee
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the CYS Master Plan to address many of the gaps in programs and services, formalize internal coordination across departments, and strengthen partnerships with diverse community stakeholders.
Racial Equity Impact Analysis
The Racial Equity Impact Analysis (REIA), developed by the Office of Racial Equity, is intended to provide City staff, departments, elective officials, and community members with the tools to determine racial equity outcomes when shaping policies, practices, programs, and investments. The guide is designed to:
• Identify who will benefit and who will be burdened by a decision • Develop strategies to advance racial equity and avoid unintended consequences of decisions • Implement decisions based on racial equity considerations and assess their outcomes • Measure progress in achieving department-level (and citywide) racial equity goals To effectively advance racial equity it is critically important to authentically engage and include the lived experience of all impacted racial groups. It requires the setting of goals and measuring progress, with the recognition that strategies must be intentionally designed to close the disparity gaps. ORE says it best, “as an outcome, racial equity is achieved when race no longer be used to predict life outcomes, and everyone can prosper and thrive”.
San José Youth Empowerment Alliance Strategic Plan
PRNS/Youth Intervention Services completed the Youth Empowerment Alliance Strategic Plan which was approved by City Council on January 31, 2023.10 PRNS staff and its myriad of partners focus on those most in need, experiencing a myriad of inequities, obstacles, and generational trauma, many of them are justice and gang-involved youth from historically marginalized and underserved neighborhoods and communities. Staff will leverage the work of the Youth Empowerment Alliance to enhance and expand the current service delivery system, from prevention to intervention - as an effective strategy to address youth violence prevention. This will prevent families and youth entry into the child welfare and juvenile justice system, and instead provide them with the resources, supports, and services, to address their emerging needs (e.g. mental health, housing, food, childcare, etc.), succeed in school, explore educational/career opportunities, and realize their goals and dreams. These efforts will address racial disparities and reduce and eliminate barriers to accessing services thereby having improved outcomes for children, youth, and families - and the communities in which they live.
COVID-19 Recovery Task Force (Recovery Task Force)
Staff are leveraging the work led by the Community and Economic Recovery Task Force (CERTF) under the City Initiatives Roadmap, Enterprise Priority, COVID-19 Pandemic: Community and Economic Recovery. Through a collective process of lifting the lived-experiences and voices of those most impacted by the pandemic, City staff and community stakeholders developed the “Covid-19 Recovery Task Force Report” which included recommendations to address one of the biggest challenges, but also the biggest opportunity, to foster an equitable recovery to “build back better”, from the pandemic. The Task Force focused on key areas that overlap with the emerging themes from the CYS Master Plan community engagement activities; 1) Childcare, Early Care and Education, and Youth 10 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5997815&GUID=6942F0C0-A962-4571-857F-EE32C830ACB2&Options=&Search= Neighborhood Services and Education Committee
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Development, 2) Community Engagement, 3) Community Health and Wellness, and 4) Housing. The report was approved by City Council on December 6, 2022.11 Joint Special Meetings on Child Well-Being
Additionally, staff referred to the two Joint Special Meetings on Child Well-Being, with the City of San José Neighborhood Services and Education Committee and Committee of the Whole and the County of Santa Clara Children, Seniors, and Families Committee, held on September 9, 2021,12 and March 25, 2022,13 respectively. A number of topics and recommendations were discussed focusing on children, youth, and families, particularly those most vulnerable, were discussed such as the impact of the pandemic, childcare facility and workforce shortage, violence against young girls and women, and the structural and systems barriers that impede access to essential mental and physical health services. 11 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5944425&GUID=44A256E2-174A-4AB4-A81B-0897D646D612&Options=&Search= 12 https://sanjose.legistar.com/MeetingDetail.aspx?ID=885035&GUID=A31F1080-4951-4B39-B043-EB9589A7A1B2&Search= 13 https://sanjose.legistar.com/MeetingDetail.aspx?ID=951751&GUID=50DD4BE2-041B-4B6A-9706-8F53787BA467&Search= Neighborhood Services and Education Committee
April 13, 2023
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Attachment B: Children and Youth Services Master Plan
Team Structure
The City Manager’s Office staff has created a team structure of committees and advisories comprised of City department staff, parents/caregivers, youth/young adults, educational leaders, community-based organizations, and Santa Clara County department representatives to provide input, recommendations, guidance, and support in the design and development of the City of San José Children Youth Services Master Plan (CYSMP).
Roles and Responsibilities
Executive Committee: Comprised of City department directors and leads to support and guide the City Manager’s Office (CMO) in the development of the CYSMP. • Serves as thought partners (collective wisdom) in reimagining opportunities for children/youth from cradle to career - beyond the status quo to catalyze action on policy and systems change. • Serves as a backbone and administrative support to the CMO staff. • Advises and monitors process and progress on the development of the CYSMP.
Neighborhood Services and Education Committee
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• Advises on the design and implementation of a community engagement plan and process, and overall design of the CYSMP goals, priority focus areas, recommendations, and performance metrics through a just and equitable lens.
• Raises the voices, issues/concerns, and lived experiences of communities served and of City staff. • Provides resources and supports to address any emerging challenges and/or barriers. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
Community Advisory: Comprised of diverse City staff, community-based organizations, educational leaders, parents/caregivers, and youth/young adults to support and guide CMO in the development of the CYSMP. (refer to Attachment C for a full list of Community Advisory members). • Serves as thought partners in reimagining opportunities for children/youth from cradle to career beyond the status quo to catalyze action on policy and systems change. • Advises and assists in the development and implementation of an inclusive community engagement and communication plan through a just and equitable lens. • Raises the issues/concerns, and lived experiences of children, youth, and community and champions their voices in co-designing the CYSMP goals, priority focus areas, recommendations, and performance metrics through a just and equitable lens. • Identifies cultural assets, values, and narratives of importance to the community. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
Service Delivery Technical/Operations Committee: In partnership with Santa Clara County departments and other collaborative members, City department staff supports and guides CMO in the development of the CYSMP to include an integrated and coordinated single system of care service delivery (service delivery) approach to effectively serve children and youth, and their families, particularly those most vulnerable.
• Develops a holistic approach to the CYSMP to include a single system of care, with a “no-wrong door” entry, to provide a continuum of support and resources for children/youth and their families, from prevention, early intervention, and intervention.
• Designs and implements an inclusive community engagement and communication plan through a just and equitable lens to enhance the City’s service delivery approach that is nimble and responsive to the needs of children/youth, and their families. • Champions children, youth, family, and community voices in co-designing the CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to the community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career - beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
Neighborhood Services and Education Committee
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Parent/Caregiver Advisory: Comprised of diverse parents/caregivers that reflect the varied, lived experiences of San José families to provide guidance, recommendations, and input on the development of the CYSMP.
• Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Raises the issues/concerns, and lived experiences of children, youth, and community and champions their voices in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics.
• Identifies cultural assets, values, and narratives of importance to families and community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage other parents/caregivers and community stakeholders and shares information about the CYSMP.
City of San José Youth Commission: Comprised of high school students/young adults appointed by City Council.
• Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Champions children, youth, families, and community voices and lived experiences in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to families and community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage other youth/young people and community partners and shares information about the CYSMP
Youth Advisory: Comprised of youth/young adults from marginalized, underserved, and low socioeconomic communities. • Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Champions children, youth, families, and community voices and lived experience in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to children, youth, and their families.
• Serves as thought partners reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities and shares information about the CYSMP to engage other youth/young people and their families.
Neighborhood Services and Education Committee
April 13, 2023
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Attachment C: Children and Youth Services Master Plan
Community Advisory Members
The City Manager’s Office staff has created a Community Advisory comprised of City department staff, parents/caregivers, youth/young adults, educational leaders, community-based organizations, and Santa Clara County department representatives to provide input, recommendations, guidance, and support in the design and development of the City of San José Children Youth Services Master Plan (CYSMP).
Please note: This is not an exhaustive list of all the community stakeholders that have been engaged to participate in the various community engagement activities (e.g., focus groups, surveys, empathy interviews, etc.)
Partners
3 Parents/Caregivers – Representing diverse community voice. 3 Youth/Young People – Representing: Resilience Corps, Youth Liberation Movement/Kids in Common, and diverse community voice.
Partner Organizations
AACI (Asian Americans for Community Involvement)
Alum Rock Union School District
Bill Wilson Center
Black Leadership Kitchen Cabinet
California Emerging Technology Fund (CETF)
Catholic Charities of Santa Clara County
East Side Union High School District
Evergreen Valley College
FIRST 5 Santa Clara County
FLY (Fresh Lifelines for Youth)
Franklin McKinley School District
Go Kids
Grail Family Services
Kids in Common
Roots Community Health Center
San Andreas Regional Center
San José City College
San José State University
San José Unified School District
Neighborhood Services and Education Committee
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Partner Organizations
Santa Clara County, Behavioral Health -School Link Services Santa Clara County, District Attorney's Office, Child Advocacy Center Santa Clara County, Office of the County Executive
Santa Clara County, Office of the County Executive, LGBTQ+ Affairs Santa Clara County Office of Education
Santa Clara County Office of Education, Opportunity Youth Academy Santa Clara County, Social Services Agency, Department of Family and Children's Services School of Arts and Culture
Si Se Puede Collective
University of California, Santa Cruz – San José Cal-SOAP & TRiO Talent Search Neighborhood Services and Education Committee
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Attachment D: Children and Youth Services Master Plan
Demographics of Citywide Surveys
(Preliminary Data)
Citywide Parent/Caregiver Demographics
Total Number of Respondents – 1,182 Surveys Completed
Age of Respondent Number Percent
17 years and younger 1 0.1%
18-24 years 24 2.1%
25-35 years 235 20.4%
36-45 years 534 46.3%
46-55 years 284 24.6%
56-65 years 59 5.1%
66+ years 17 1.5%
Age of Child(ren) Number Percent
Under 5 355 19.3%
5-10 years old 658 35.8%
11-13 years old 351 19.1%
14-17 years old 277 15.1%
18-24 years old 159 8.7%
25+ 37 2.0%
Gender Identity Number Percent
Woman/girl 892 76.4%
Man/boy 229 19.6%
Transgender 1 0.1%
Gender Non-Binary/
Genderqueer/Gender
Non-conforming 3 0.3%
Prefer not to say 39 3.3%
Other 3 0.3%
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Are you part of the
LGBTQIA+ community? Number Percent
Yes 40 3.5%
No 999 87.3%
I don't know 52 4.5%
I prefer not to say 53 4.6%
Race/Ethnicity* Number Percent
Other 9 0.7%
Middle Eastern 19 1.4%
Southeast Asian (e.g. Thai, Cambodian, Indonesian, etc.) 27 2.1% Native American or Indigenous 28 2.1%
Black/African Descent 38 2.9%
Filipina/o/x 53 4.0%
Prefer not to say 77 5.8%
South Asian (e.g. Indian, Pakistani, Afgan, etc.) 126 10.9% Vietnamese 141 10.7%
East Asian (e.g. Japanese, Chinese, Korean, etc.) 186 14.1% Caucasian/White 244 18.5%
Hispanic/Latina/o/x 369 28.0%
* Individuals could choose more than 1 race/ethnic identity.
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Citywide Children and Youth/Young Adult Demographics
Total Number of Respondents – 810 Completed
Age of Respondent Number Percent
11 years old or younger 340 45.9%
12-14 years old 118 15.9%
15-17 years old 153 20.7%
18-24 years old 129 17.4%
Current School Level Number Percent
Elementary or middle
school 433 57.7%
High school 202 26.9%
Community college 33 4.4%
Four-year college 32 4.3%
Trade or vocational school 1 0.1%
Graduate school 14 1.9%
I’m not currently in school 35 4.7%
Gender Identity Number Percent
Girl/woman 350 45.5%
Boy/man 325 42.2%
Transgender 16 2%
Gender Non-Binary/
Genderqueer/Gender
Non-conforming 17 2.2%
I prefer not to say 56 7.3%
Other 6 0.8%
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Are you part of the
LGBTQIA+ Community? Number Percent
Yes 103 13.8%
No 439 59.0%
I don't know 122 16.4%
I prefer not to say 80 10.8%
Race/Ethnicity* Number Percent
Middle Eastern 11 1.3%
Southeast Asian (e.g. Thai, Cambodian, Indonesian, etc.) 18 2.1% Native American or Indigenous 25 2.9%
Black/African Descent 30 3.4%
Filipina/o/x 34 3.9%
East Asian (e.g. Japanese, Chinese, Korean, etc.) 43 4.9% South Asian (e.g. Indian, Pakistani, Afgan, etc.) 45 5.1% Other 45 5.1%
I prefer not to say 60 6.9%
Caucasian/White 94 10.7%
Vietnamese 145 16.6%
Hispanic/Latina/o/x 325 37.1%
Race/Ethnicity
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Attachment E: Children and Youth Services Master Plan
Emerging Community Themes
(Preliminary Findings)
Across the numerous community engagement activities (e.g., focus groups, surveys, advisory meetings, etc.), six key themes were raised consistently by families, youth, young adults, service providers, City staff, and other community stakeholders. Addressing these key themes are considered critically important in ensuring children, youth and young people, birth through age 24, have equitable access to services, resources, and opportunities to support them in achieving their full potential from cradle to career. .
Housing
High cost of living and housing in San José drives families out of the city and creates financial and other burdens for those living in the city. The high cost of housing and living impacts many other areas:
● Students struggle in school due to housing insecurity, including dropping out. ● Youth-serving system workforce experience shortages (childcare, education, mental health), in part due to disparities between low pay and high cost of housing in San José.
Housing
Safe, affordable, and healthy homes
Built Environment
Safe neighborhoods with equitable
access to amenities, transportation,
services, supports, and activities
Childcare
Affordable, quality,
accessible, and culturally
responsive childcare
Education
Equitable access to safe, diverse, quality educational environments that support positive academic achievement, healthy social & emotional development, and future career exploration
Career Readiness, Development & Opportunity
Equitable pathways to self-sufficiency that support
individual and generational career growth and
development within the City of San José
Mental Wellness and Belonging
Equitable opportunities to live, grow and thrive in
emotionally, socially, and physically connected
homes, schools, neighborhoods, and communities
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● Parents/caregivers work multiple jobs or work far away from home, in order to afford living in San José. This results in having limited time to spend with family. ● Many youth work to support family, which inhibits their educational success.
The community also stated the need for affordable housing/housing communities for people with intellectual and developmental disabilities, including need for affordable wheelchair accessible housing.
Built Environment
The quality of infrastructure across the city—including roads, parks, community centers, schools, crosswalks, and public transportation—is inequitable. In some areas of the city it is unsafe, and transportation barriers impairs access to services. The community expressed a desire for improved transportation equity, including public transit, bike lanes, and safe walking routes. Youth and parents/caregivers often expressed the desire for safe spaces to go and to feel safe traveling around the city, particularly in some areas. Parents/caregivers and some community partners expressed concerns about gang and gun violence, especially near schools.
Childcare
Accessible childcare is necessary for parents/caregivers to work, attend school, and take advantage of services. Many stakeholders raised concerns about the quality and affordability of childcare available in the city. High cost of housing and living in San José means that many families earn too much to qualify for subsidized childcare (i.e., Head Start, State preschool, Alternative Payment Program, etc.), but cannot afford paying out of pocket. It was consistently share that here is a need to address this gap. Also, the cost of living makes it difficult for people working in the childcare field to afford living in San José.
Parents/caregivers of youth with special needs/developmental disabilities expressed a lack of available childcare and after school programs that will accommodate them.
Student parents (parents enrolled in school) or students with younger siblings shared unique challenges:
● Older youth are often taking care of younger siblings, which can lead to absenteeism. ● There is inequitable distribution of childcare facilities for student parents throughout the city.
Education
Many youth experience pressures and stress related to school, specifically: difficulty managing school workload, needing more support from school counselors, and needing more academic support. Some youth reported experiencing discrimination by their teachers and expressed a desire to see more teachers of color. The quality of education, school infrastructure, services, and after school/extracurricular activities are all inequitable across the city, and youth’s experiences and opportunities are highly influenced by these differences.
The community also shared concerns about accessibility and inclusion of existing school services. Some parents/caregivers face language barriers to getting involved in their child’s education, including receiving information about scholarships, post-secondary education, and career opportunities. Students with special needs/development disabilities and their parents and siblings expressed challenges accessing appropriate education services, such as support with individualized education plans, alternative ways of learning, or American Sign Language.
Education stakeholders expressed the desire to leverage schools as hubs to connect youth and their families to other needed services, especially Wellness Centers for mental health services.
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Career Readiness, Development, and Opportunity
Youth and young people are facing many stressors and barriers related to career development and opportunities. The high cost of living forces youth to “choose between a dream vocation and living comfortably.” The cost of post-secondary education including college, university, and trades programs— is high. There is also minimal support for first-generation students in navigating how to further their education and/or vocational training. In addition, there is a desire to have access to mentors and connections for job access and growth. Furthermore, there is inequitable access to entry level jobs and connection building opportunities for lower-income youth, young people, and their families.
Mental Wellness and Belonging
The community largely expressed a general need for more mental health resources and support for youth of all ages (K-12 as well as post-secondary), regardless of income or insurance. There is also a need for services to be more accessible and equitably distributed throughout the city (e.g., accessible by language, geography, and cost, etc.). The community expressed a desire for wraparound services, and intersection of behavioral and mental health needs for those with special needs/developmental disabilities. Also, there was a great deal of interest in having more integration of mental health services in the schools and the community using the Wellness Center/Community Schools models – with better outreach and on-site case managers to support youth and families.
Neighborhood Services and Education Committee
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Attachments F p. 1
This collective impact process supports cross-sector partners to achieve the deliverables and objectives through developing a sustainable roadmap of capacity building, coaching, and technical assistance. The collective process includes: Assessment & Analysis - Conduct an internal review of current infrastructures, existing data, initiatives, services, and programs to identify issues and generate potential solutions assisting in determining the needs and priorities process; Shared Culture and Vision - Stakeholders build a shared culture, infrastructure, and processes that will endure and make a lasting impact. A shared vision creates a sense of community and, along with culture, is a core enabling factor for success; Needs & Priorities – Stakeholders prioritize issues that surface during the assessment and analysis phase. Two sets of criteria will be implemented: one for identifying the "North Star" community and contributing outcomes. The other is to determine strategies and approaches likely to be most effective in establishing a Single System of Support where stakeholders will align support and services to families needs and community partnerships by co-designing and implementing a single system of service delivery model grounded in prevention.
Attachment F:
Collective Impact and Integrated Single System Framework Neighborhood Services and Education Committee
April 13, 2023
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Attachments F p. 2
This work requires active community engagement at different levels as collaborators and co-designers. Consultant, Collective Impact Solution, will work with City staff, grassroot/community-based organizations, and other stakeholders to build capacity, skills, and knowledge. Through increased capacity, City staff and its partner organizations ground the work for transformational paradigm shifts in policy, system change, power-building, and grassroots movements. The concept of collective impact hinges on the idea that the community benefits, particularly those most vulnerable, when partners coordinate their efforts and work together around a clearly defined goal create lasting solutions to social problems on a large scale. To be considered collective impact, our projects comply with the following five criteria:
1. Common agenda: there must be a shared vision, which results from understanding the problem, and an agreed agenda for its solution.
2. Shared measurement system: a set of key indicators to measure performance.
3. Mutually reinforcing activities: a set of coordinated activities defined in a joint plan of action.
4. Continuous communication: necessary to keep all stakeholders informed.
5. Backbone organization: independent staff supporting the initiative. Its role is to provide vision and strategy, support activities, create a shared measurement system, build public will for the project, advance policy, and obtain the necessary funds.
Neighborhood Services and Education Committee
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Attachments F p. 3
This provides an overview of the phases involved to develop a “no wrong door” service delivery model.