E3 Alliance – Education Equals Economics

My last site visit was to E3 Alliance on two hot days in vibrant and fast-growing Austin in Central Texas –  with a couple of cowboys, Elvis look alikes, lots of country music, wild flowers, guns, and BBQ. Central Texas has a rapidly growing population (about 1.8 million, with rapidly increasing diversity) where, like Auckland, there is a mismatch between the skills of local people and industry demands.

E3 Alliance is a specially created backbone organisation, driving collaboration around the Blueprint for Education, to build the best skills pipeline in the country. Their four goals: school readiness; eliminate achievement gaps; high school, college and career readiness; community accountability.

Making the economics of education (and the cost of failure) visible in their organisationE3Alliance Theory of Change strapline is strategic – it helps bring business to the table and keeps return on investment front of mind when planning what actions to take up. The small Board of Directors is always chaired by a business person. To maintain neutrality, their organisation bylaws preclude any elected politicians.

E3Alliance does not see itself as a grassroots organisation.  ‘Engaging with community’ in their case means powerful and on-going collaboration with stakeholders with the power and influence to change the system.

The change process is iterative, with data central to everything they do. They actively work to grow the capacity of stakeholders to understand and use data and hold quarterly data shows that draw in large crowds! The organisation promotes a graph a month, so over time stakeholders become exposed to a wide range of issues.  A common question ‘What 2 things could you/your organisation do now to make progress toward shifting that data?

The community accountability workstream is one  aspect of their work that is different to Strive Together’s cradle to career model and has proved to be one of the most powerful. It enables conversations about success being everyone’s business. An example – attendance comes under community accountability because families, health services and employers have roles to play in keeping young people at school.  For example, fast food outlets have been challenged about employing school aged students during school hours.

E3Alliance sTEx mex Lunch E3taff were very generous with their time and expertise. Seeing the depth and progress here after nearly a decade was inspiring. I came away loaded up with good ideas, new understanding of collective impact in action – and having had wonderful Tex-Mex food.

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APril 14 – Literacy Leaders day- new thoughts

As it happens, the 14th of April was Leaders in Literacy.    Andreas Schleicher Director, Directorate for Education and Skills blogged about the findings of the OECD survey of adult skills and what nations might do about the findings. It made me think about the outcomes I would want from a nationwide strategy on adult literacy.  Many things would be pretty standard

  • Making sure people knew what provision was available, via a national campaign
  • Continuing to  build and support a capable workforce
  • Informing our practice, policy and investment from data; data on programmes
  • Ensuring learners in programmes make progress and are equipped to transition to higher levels of study
  • Working with stakeholders to ensure quality programmes across the system, fit for the diverse purposes of adult lives
  • Developing a research programme that informs practice and policy
  • Growing uptake from most vulnerable and high risk or high need learner

What we don’t have yet is any cross-sector commitment to making a difference. Imagine if a national strategy included:

  •  Working with partners to ensure all government departments and services know about and respond appropriately to the literacy needs of their constituents or clients
  • Working across sectors to reduce the pipeline of young people leaving school with insufficient literacy
  • Commitment to raise the early oral language and school readiness of all our children.

 Thought leaders for literacy in the USA were commenting also, primarily on the schooling system. Their comments resonate with my observations from the Winston Churchill Memorial Fellowship

  •  Low literacy and poverty are inextricably linked
  • Cross sector partnerships and collective impact thinking is needed if we are going to make a difference
  • The adult literacy world needs to support and contribute to community-led reading improvement initiatives
  • We all need to think inter-generationally – school reading initiatives or tertiary programmes for individuals are insufficient in themselves to tackle the cycle of intergenerational literacy

Raise DC – brings people, resources, and data together to improve cradle to career outcomes for every young person in DC.

Raise DC was a terrific choice as my last Washington collective impact visit because they are  operating in a city roughly comparable in size to Auckland and have only formed over the last three years.

A small group of ‘thoughtful people’ seeded the idea, initial sponsorship came from the Mayor’s office and a forum of 150 stakeholders endorsed the concept. Now the local community foundation hosts the backbone staff.  A large leadership table of key stakeholders meets quarterly, a smaller executive committee meet regularly and importantly, Raise DC is actively connected to a local research institution. The establishment process has been iterative and their leadership table has changed twice in three years (in a process similar to changes in Learning Auckland).

It’s reassuring to hear staff still struggle to find a straightforward and compelling elevator pitch to describe collective impact and use something like ‘we provide a city-wide infrastructure to support education and skills alignment’ (which doesn’t exactly flow off the tongue).  To explain the intent of collective impact, the Raise DC  director says many partnerships and collaborations are like incandescent light bulbs – for all the heat they generate, only 10% ends up as light. The aim of  new collective impact is to work like an  LED light – get 90% of light for only a 10% expenditure of energy.

Raise DC has five goals, each with an action network. Each network has co-chairs who collectively make up the executive table that meets every two months.  The aspiration is to have co-chairs who have sufficient reach and authority to bring about change in their respective areas- but the lived experience is that you have to work with who is in your circle to start with – it wasn’t always possible to get the ‘A list’ of CE level business people or senior officials. Not all goals can be high priorities at the same time – because of resources and staff capacity, and also the readiness of the workstream for collective impact.

The first three goals are similar to Strive Together: school readiness, high school graduation and post-school qualifications. Although school readiness seemed  a logical starting point for collaborative action, it has proved to be challenging. After an initial project (setting up a common screening tool for developmental delays), the network is still deciding how best to add value to a landscape crowded with stakeholders and projects.

The school success workstream has started with a stocktake.  The post-school graduation network are focusing  data sharing protocols to get  accurate data on post-school results and destinations.

In addition to the Strive-type goals, Raise has two different networks: disconnected youth (our NEETS – not in education, employment or training);  and helping young people find work experience and employment (somewhat like Auckland Council’s Youth Connections project). More energy appears to be going into these areas. RaiseDCInfoGraphicRoad7

Raise DC is endeavouring to use the Strive Together data triangulation approach – national data, local data and community ‘voice’; the action point is where those three points intersect. A ‘quick win’ for the Disconnected Youth project was Connecting Youth to Opportunity, an action research survey of 500 disengaged young people, the data from which was concrete (and new) to put in front of key stakeholders. As a result, a Re-engagement Centre is being developed, rather like the Youth Hub piloted over the summer in Puketepapa which had education providers and social services available in one place.

The Strive Together model advocates for bringing in business voices, but the Raise DC experience is that this is challenging and problematic, particularly initially.  A lot of the work is process, building trust and getting organisations (education and social sector) to share data. This is not compelling to business people. Yet ‘collaboration can only move at the speed of trust’.

Raise DC is certainly worth following because their challenges and scale are similar to Learning Auckland.

Champions for Change 2015 – the work of collective impact backbone organisations

I spent an eventful three days at the Champions for Change 2015  conference in Washington. 

Funders and  backbone organisations of collective impact projects from hundreds  of communities attended, concerned about dozens of issues:  Strive Together (cradle to career education action) and Grade Level Reading (Reading success by age 8) were education focused; there were obesity initiatives alongside food poverty collaborations (places where people are so poor there is not fresh food, where children have never consciously eaten a vegetable): homelessness;  environmental action;  a global coffee coalition; a woman from Tauranga working globally on island developments  (Cuba, Mauritius, Solomon Islands); reducing violence; health coalitions of many kinds; and two other organisations from home (Water Safe NZ and a whanau  well-being collaboration). 

 
Many of the groups who attended were still forming, wanting to draw on the insights from the Collective Impact Forum (an alliance of FSG and the Aspen Institute’s Forum for Community Solutions). This is a new field and FSG and Aspen have been charged with developing capacity. They want ‘escape velocity’ – hopefully we will know it when we feel it!  The Tamarak Institute from Canada were major players, which was useful because key staff have both been to NZ several times.  

 The first challenge was thinking how to tell our collective impact story without jargon in three minutes including me/you/us – I am not even sure the presenter passed that task. Almost everyone found their collective impact story hard to describe.  The mantra – work smarter, work faster, work together.

Some quick observations:

  • The Backbone makes collective impact happen, but often without being seen (shining the light on cradle to the work of others, supporting everyone to get the credit). Of course this makes it challenging to raise funds for backbones
  • Maybe collective impact isn’t new, its just a new label for collaboration. But some of the speakers had been in other sorts of collaborations for years and say it is fundamentally different;  it puts outcome and data and systems change at the centre.  And it starts out expecting a long haul.
  • The backbone has to be conscious that it will be measured on whether there is any policy and/or systems change. Its not about ‘projects’ or initiatives with short term funding. Much easier said than done because everyone keeps going on about quick wins.  Idea: To keep the mission at the front, read out the core purpose statement at every meeting
  • Backbone organisations are cat-herding jugglers!
  • Groups want Backbones to tell them what to do.  But the essential shift is when stakeholders say ‘What are we doing to contribute to the issue? How are we going to contribute to the solution?
  • Backbones have to take both the helicopter and worm’s eye view – know the political scene and know how to work at a small, local scale as well.
  • Collective impact is ‘bricolage’ – something new made up of bits of other things

One big event – during the lunch-break between the conference and a leadership workshop, all my stuff was thrown away – my  notebook for this whole trip, conference papers and business cards I collected. Talk about stressed! I couldn’t hear anything during introductions at the start of the workshop because I was so preoccupied. Eventually, with the help of one sympathetic kitchen staff member prepared to bend the rules, I was allowed into the garbage bay to search for the right bag. To everyone’s chagrin, I buried my arms in the huge sacks of stuff  and emerged triumphant, papers in hand.  Nothing that  a bit of a wipe wouldn’t fix. 

There was a metaphor there for working in  collaborative projects I commented back at the workshop:  being unable to think because of pressure, finding a mentor who was prepared to help, hunting through rubbish, looking for treasures. According to the South African standing near by, hardly anyone understood  what I said. But everyone could see my relief.

Much to mull over.

Baltimore Grade Level Reading

My first US meeting was in Baltimore, a 45 min train ride from DC.  Waiting to be picked up at the station I had my shoes shined by a man who read his King James version of the Bible between jobs. He loved the stories in it and how he had to study and look up the meaning of words.  He thought I was an aristocratic, a really nice lady from England – and then wondered if NZ was anywhere near Switzerland.  The Bible wasn’t going to help his geography.

 The scale of the challenge to raise education achievements in many US towns and cities is daunting.  An influential report from the Annie Casey Foundation  in 2010 highlighted the link with low socio-economic  status and low literacy, which led to the development of a nation wide  Grade Level Reading Campaign.  Currently 140+ cities have signed up to collective impact-type partnerships. 

In Baltimore two previous local reading initiatives hadn’t changed the statistics. 80% of poor kids in Baltimore don’t achieve the national reading standard by third grade (about age 9);  25% of students are chronically absent.  Poverty is so prevelent, targeting any services is not really an issue – any initiative will impact on kids from a low SES background. 

City  assets for a new campaign- 134 primary schools and 40 high schools, the Casey Foundation that is willing to experiment and prototype approaches locally; and the John Hopkins Hospital, a major employer.  A local schooling improvement-focused trust acts as the local backbone organisation with a coalition  of 70 organisations meeting quarterly to review progress. 

The Grade Level Reading approach is to have action groups working on school readiness, attendance and summer reading programme.  In Baltimore they were able to build on existing relationships and networks to set up those work streams. Each work programmes  start with a  research overview – a literature review and population analysis. The ideal network has a mix of content (researchers, providers, ‘experts’) and context specialists (community leaders, family members, people with lived experience of an issue). One of the biggest challenges is to get the voice of  families and communities represented at the table.

This GLR campaign  school readiness network has a strong focus on infant mortality and child wellbeing. They had health data which shows higher literacy  has a positive impact across the  life course and  an existing Maternal and Child Health Network.   The questions they asked themselves resonated with those we are asking in Learning Auckland:  Do all families know what resources are available and  do services connect up so families can transition from one to another? Early actions: providing literacy rich environments in social welfare centres; getting a mobile library to visit all mother and baby centres; training up staff from Head Start (centres that provide early learning for the most vulnerable families) in smoking cessation. 

It has taken the multiple stakeholders a couple of years to realise that adult literacy needs to be at the table because of the link between mothers’ literacy and poor birth outcomes.  Although they have included ‘family literacy’ in their Maternal and Child Health network, what they were doing to intentionally grow the skills of parents wasn’t obvious to me.

Supporting city school leadership of reading is a second strand, which is particularly challenging given the churn of staff in school leadership. Therefore, GLR staff started with things that could be influenced in the community – getting books into homes and increasing local literacy tutoring and community action on attendance. Staff observed that they have learned to be unapologetic about choosing a focus, that it’s a combination of rigour about the issue and being opportunistic. 

Keeping in touch is key – the programme leads for each network meet fortnightly. Baltimore is smaller than Auckland physically and population wise, and apparently meeting that often is not an issue  – neither is parking!    

 What stood out – the link with health, just as I saw in the UK. And the reinforcement of what COMET Auckland has been advocating for years- thinking intergenerationally. 



Learn Barnsley! Organising family learning at the local level

Visits to the National Literacy Trust and NIACE (the National Voice for Lifelong Learning) gave me an quick picture of how place-based literacy action is being organised nationally and some of the current opportunities and challenges. Visits to Leicester’s Whatever it takes and the Middlesbrough Literacy Hub provided some insights into what happens when there is a cross-sector community focus on literacy, driven by raising achievement in early years and schools.

I also wanted to see how family learning has developed in the last couple of years, because COMET Auckland has drawn extensively on insights and research from the UK in advocating for family learning and literacy for over 15 years.  A decade ago (when I was last visited the UK to look at literacy) the family learning agenda was well funded and getting  policy attention. Family learning was seen to be a major contributor to social inclusion.

My meeting with the services manager and family learning coordinator at Learn Barnsley! revealed that organising local adult learning is more challenging now.

Family learning sits alongside a broader agenda of adult learning and skills  which is dominated by functional literacy and numeracy.

Barnsley is a community of about 250,000 – about the size of two Auckland local boards.  Local authorities employ staff to coordinate adult learning and apply for national funds for local provision. Learn Barnsley is a collaboration between tertiary providers, Council, the local job centre and other agencies with a broad interest in adult education. Learn Barnsley endeavours to get competitive tertiary providers to collaborate, to align initial assessment processes, Information, Advice and Guidance (career education functions);and to focus on ensuring provision fits local learners needs. A 25% funding cut for adult learning was announced in this year’s budget which means the job just got harder.

There were a lot of parallels to issues we have encountered in our employability and Learning Auckland work: the need for a common language between education providers from different parts of the sector as well as between education and employment or health;  the challenge of competition when providers  find it hard to promote alternative pathways and more coherence for learners if it means they lose students and therefore funding; the need for coordination, people skills and real persistence to keep bringing people around the table (and the ongoing challenge to fund those roles); the need for senior staff to publicly endorse the importance of organisations collaborating years.

COMET AUCKLAND STAKEHOLDER SURVEY: YOUR VIEWS MATTER TO US

Many thanks to all of you who completed our survey1stakeholder survey in December.  We have found the results affirming and
valuable in reflecting on our work.

The aim of the survey was to gauge how COMET Auckland’s value is perceived by our core audiences and project partners.

Almost two thirds of respondents said that COMET Auckland is driving successful education and skills outcomes in Auckland, and over half stated that COMET’s positioning as an independent, cross-sector organisation is highly important in advocating the specific education and skills needed in Auckland.

According to the survey respondents:

  • 93.33%     said that improving education and skills outcomes to enable Auckland to become the world’s most liveable city is very or highly important
  • 83.33%     said having an independent, cross-sector organisation advocating for the particular needs of Auckland and supporting coherence in education and skills is very or highly important
  • 81.36%     said COMET Auckland fulfils an important function
  • 55.56%     of Public Sector / Central Government respondents said COMET fulfils a unique function in Auckland’s education and skills landscape, in a way that no other organisation does.

Among the responses, the following anonymous comments stood out:

“COMET has played a key role in fostering the financial literacy programmes in the Tamaki area and, through this, contributed to a growing recognition of the possibility of change amongst the financial wellbeing of the Pasifika community. We provided a better service through working with budgeting and family focused groups in our local area”.

COMET “pulled together major organisations in South Auckland to collaborate on education in Tamaki Makaurau… Inspired learning by bringing together specialised Māori in their field to present and discuss issues that relate to many of us”.

“COMET is great at doing research / collating data so that arguments can be presented to Auckland Council / funding agencies etc. that are based on sound information and not just anecdotal / emotional responses… It’s an important role.”

Thank you to all of those who participated in our survey. Your input has been invaluable and an important reference to COMET Auckland, at a time when we need to demonstrate our contribution to the city’s education and skills sector more than ever.

For more information on our recent survey, or for ways to support COMET Auckland, please contact our Chief Executive Susan Warren at susan.warren@cometauckland.org.nz

For the full March 2015 newsletter, please click here.

YOUTH EMPLOYABILITY UPDATE

We are delighted with progress made on the Youth Employability project.Passport

As part of this process businesses, educators and youth have been consulted on what they expect from the Employability Passport, and what they want included. Following our selection of Workchoice to lead a co-design collaborative innovation process, we have been sprinting towards completion by mid-December.

Work is near completion phase for all components of the passport including: the competency framework, user guides, skills assessment matrix and the product itself; “the license to work”.

Stakeholders told us to keep the competency framework simple – and as such we have refined the employability competencies down to 5 essential skills: Attitude, communication, commitment, team work and willingness to learn. And, five desirable competencies: motivation, self-management, resilience and decision making/problem solving.

Other findings from the business survey included:

  • 78% of Auckland businesses say the Youth Employability Passport would assist in their recruitment process.
  • 74% would like to see the Youth Employability Passport’s essential skills stated on CVs – not as a separate document.
  • 71% would consider being involved in ongoing training and workplace assessment for Youth Employability Passport students.

The next step in the Youth Employability Passport is the development of the pedagogy and PD which will commence early in the New Year. For more information on the project, please contact Shirley Johnson, COMET Auckland Skills Manager at shirley.johnson@cometauckland.org.nz

For the full November newsletter, please click here.

Collaboration: Staying on track

However well you set things up for working in partnership, there will be ups and downs along the way. Staying the course and achieving collective outcomes is all about focus, persistence and trust. In my experience, these three are all inter-related, and trust is the centre – it’s often the hardest to achieve, but if it’s lacking, everything else falls apart. Trust doesn’t happen automatically or quickly, and it takes work.

Here are my thoughts on how to build trust, and simultaneously develop an effective collaboration:
Focus on the “main thing” –regularly bring everyone back to the outcomes you’re collectively trying to achieve, and ground every decision first and foremost around what’s best for the people you’re all trying to serve.
Demonstrate impact – measure progress towards outcomes and get feedback from participants as you go along, so decisions can be evidence-based, achievements can be celebrated and any issues can be identified and addressed early.
Communicate – keep all partners informed about every aspect of the project, bring differences into the open, and operate a “no surprises” policy, especially around risks or bad news. Be aware of the tension between keeping everyone informed and overloading people with constant communication.
Be flexible – be open to compromising, changing plans, and altering your usual way of doing things, to fit with changing circumstances or partners’ needs, provided that the changes don’t compromise outcomes.
Respect each other – recognise each others’ area of expertise, treat partners with courtesy, take time to know each other as human beings, be sensitive to culture, see things from the other person’s viewpoint, and assume good intentions unless absolutely proven otherwise.
Be dependable – deliver on what you say you’ll do (or let people know in advance if you can’t), fulfill your role with commitment and excellence, stay calm and focused in the face of change.
Be persistent – hang in there through setbacks and work together to solve each problem as it comes, no matter how many problems arise. Know that it takes time to build trust and to understand different organisations’ viewpoints, so don’t get discouraged by slow progress at first. Be prepared to do “whatever it takes” to bring about positive outcomes for the people you’re serving.

After all this, you may be asking “why bother”? The answer, from our experience, is that the results you get from collaboration are absolutely worth the effort, and as a bonus, all organisations in the partnership benefit through learning from one another. Yes it’s hard, but we wouldn’t have it any other way!

For more detail on what it takes to make collaboration work, see the recent paper by Kail and Abercrombie (2013) – “Collaborating for impact: Working in partnership to boost growth and improve outcomes” – http://www.thinknpc.org/publications/collaborating-for-impact/#.UQ1f-BAKBks.email

Collaboration – before you start

This is the second in a series of three blogs about “what we’re learning about collaboration”. This one looks at the things we’ve found we need to do before beginning collaborative work with another organisation.

Before beginning a collaborative project, it’s worth stepping back and asking some hard questions together, so everyone has the same expectations, roles are clear and obvious risks are identified and mitigated. Here are a few things to sort out up-front, to reduce hassles later:
• Agreeing goals and outcomes – common ground on these is an absolute essential, so just walk away if you can’t agree on at least one or two jointly-valued goals
• Being clear about budgets – this doesn’t mean total transparency, it just means each organisation knowing reasonably accurately what the work will cost them and what funding they have or need
• Clarifying roles – which organisation is responsible for which parts of delivery, who owns what intellectual property, who can say what to media and stakeholders, who makes which decisions, and how you’ll reach joint decisions
• Talking through contingencies – what happens if the funding is cut, if one partner wants to publish research, if the partnership ends…
• Writing all this down – either in a formal contract/MOU or at least in a project plan or meeting minutes

Remember though, you can never anticipate everything, so be prepared to make adjustments to all this as you go along.

What preparations have you found to be important before getting into collaboration?