Our Children, Our Families Council 5-Year Plan
Transcription
Our Children, Our Families Council 5-Year Plan
DRAFT OCOF 5-YEAR PLAN April 2016 DRAFT Our Children, Our Families Council 5-Year Plan Prepared by the Our Children, Our Families Council Staff April 2016 www.OurChildrenOurFamilies.org ©2016 Our Children, Our Families Council. All rights reserved. Photos courtesy of San Francisco Unified School District and artwork courtesy of Sirron Norris. 2 Contents 4 DRAFT About the Our Children, Our Families Council 5 OCOF Council Members 6 5-Year Plan Work Group Members 7 Summary 8 Background 8 Outcomes Framework 10 Purpose of the Plan 11 Guiding Principles 12 Process to Develop Plan 13 OCOF Timeline 14 Recommendations for Action 15 Our Approach: Collect Impact Strategies 16 Work Structures 18 Implementation Strategies 23 Next Steps 25 Conclusion 26 Glossary 27 Appendix: Working Group Application 3 About the Our Children, Our Families Council DRAFT The Our Children, Our Families (OCOF) Council was created when the voters of San Francisco passed Proposition C, the Children and Families First Initiative, in November of 2014. The proposition created the Council to align efforts across the City and County, the School District, and the community to improve outcomes for children, youth and families in San Francisco. The Our Children, Our Families Council is a 42-member advisory body co-led by Mayor Ed Lee and San Francisco Unified School District (SFUSD) Superintendent Richard Carranza. The Council is charged with promoting coordination, increasing accessibility, and enhancing the effectiveness of programs and services for children, youth, and families. The Council focuses on helping all children, youth, and families in San Francisco thrive, with an emphasis on those with the greatest needs. OCOF is charged with four major deliverables: 1) An outcomes framework that articulates the milestones we want all children, youth, and families to reach; 2) A 5-Year plan with recommendations on how to reach the outcomes outlined in the framework; 3) Systematic data sharing between the City and School District to inform decision-making; and 4) A citywide inventory of publicly-funded services for children, youth, and their families. This document, the 5-Year Plan, is the second of our four deliverables. It outlines our strategic approach to reaching the five goals in our Outcomes Framework. It was developed with guidance from the 5-Year Plan Working Group and input from stakeholders and partners. For more information on the Our Children, Our Families Council, please visit www.OurChildrenOurFamilies.org, or contact the OCOF staff at: Sandra Naughton, Office of Mayor Lee, City & County of San Francisco [email protected] Jennifer Tran, Office of Mayor Lee, City & County of San Francisco [email protected] Dr. Laurie Scolari, San Francisco Unified School District [email protected] 4 DRAFT OCOF Council Members The Our Children, Our Families Council is an advisory body cochaired by Mayor Edwin Lee and Superintendent Richard Carranza and includes the following individuals: City Department members: Allen Nance, Juvenile Probation Department San Francisco Unified School District members: Barbara Carlson, Office of Early Care & Education Abram Jimenez, Chief of Schools Barbara Garcia, Department of Public Health Carla Bryant, Chief of Early Education Department Edward Reiskin, Municipal Transportation Authority David Goldin, Chief Facilities Officer Chief Greg Suhr, Police Department Dr. Brent Stephens, Chief Academic Officer John Rahaim, Planning Department Dr. Elizabeth Blanco, Chief of Special Education Services Luis Herrera, Public Library Maria Su, Department of Children, Youth, and Their Families Naomi Kelly, Office of the City Administrator Olson Lee, Mayor's Office of Housing & Community Development Phil Ginsburg, Recreation and Parks Department Todd Rufo, Mayor's Office of Economic & Workforce Development Trent Rhorer, Human Services Agency Dr. Ritu Khanna, Chief of Research, Planning & Assessment Guadalupe Guerrero, Deputy Superintendent of Instruction, Innovation, & Social Justice Jill Hoogendyk, Chief of Strategic Initiatives Kevin Truitt, Chief of Student, Family, Community Support Services Department Landon Dickey, Special Assistant to the Superintendent for African American Achievement & Leadership Laura Moran, Chief of Strategy & Fund Development Melissa Dodd, Chief Technology officer Myong Leigh, Deputy Superintendent of Policy & Operations Community members: Abby Snay, Jewish Vocational Services (Economic/Workforce Development) Candace Wong, Low Income Investment Fund (Office of Early Care & Education Citizen Advisory Committee) Egon Terplan, SPUR (Housing expert) Jillian Wu, San Francisco Youth Commission (Youth Commissioner) Kentaro Iwasaki, ConnectEd (Parent, K-12) Luisa Sicairos, The Mayor's Youth Employment and Education Program (Transitional Age Youth) Lyslynn Lacoste, City & County of San Francisco (Public Education Enrichment Fund Citizen Advisory Committee) Masharika Prejean Maddison, Parents for Public Schools of San Francisco (Parent, child under 5) Michael Wald, Stanford University (DCYF Oversight & Advisory Committee) Philip Halperin, Silver Giving Foundation (Philanthropy) President Les Wong, San Francisco State University (Higher education) Sherilyn Adams, Larkin Street Youth Services (Service provider) Teresia Chen, SFUSD Student Advisory Council (Student Advisory Council) 5 5-Year Plan Work Group Members DRAFT The Our Children, Our Families Council acknowledges the following work group members for their guidance, leadership, and commitment to children, youth, and families. Ken Epstein, Department of Public Health (Co-Chair) Myong Leigh, SFUSD (Co-Chair) Barbara Carlson, Office of Early Care and Education Candace Wong, Office of Early Care and Education Community Advisory Committee Carla Bryant, SFUSD Christy Estrovitz, Library Jill Hoogendyk, SFUSD Julia Sabory, Mayor's Office of Housing & Community Development Katie Albright, Child Abuse Prevention Center Kentaro Iwasaki, Parent seat on Council Kevin Truitt, SFUSD Kristy Wang, SPUR Laurel Kloomok, First 5 San Francisco Mia "Tu Mutch" Satya, Transitional Age Youth San Francisco Michael Wald, DCYF OAC seat on Council Ophelia Williams, The Center for Young Women’s Development Phil Halperin, Silver Giving Foundation Sarah Wan, Community Youth Center Sheila Nickolopoulos, Planning Department Susie Smith, Human Services Agency Theo Miller, Mayor’s Office/HOPE SF 6 Summary DRAFT 7 DRAFT Background Outcomes Framework On January 28, 2016, the Our Children, Our Families Council unanimously voted to approve an Outcomes Framework, a document outlining the five major goals we want all children, youth, and families in the City to reach: A. Live in safe and nurturing environments B. Attain economic security and housing stability C. Are physically, emotionally, and mentally healthy These goals represent our highest aspirations for our children and families, and aim to take more comprehensive approach to measuring success at various life stages and across different dimensions of wellbeing. In order to gauge our progress towards these goals, the Council will track 19 proxy measures outlined on the following page. D. Thrive in a 21st Century learning environment E. Succeed in postsecondary and/or career paths The Council’s adoption of the Outcomes Framework signifies a tremendous commitment from our City’s leadership across government, education, and the community. And while the Framework allows us to establish our collective priorities, align our efforts, and use common measures of success, it does not address how we reach these milestones – which is the purpose of this document, the 5-Year Plan. 8 Background DRAFT Outcomes Framework 9 Purpose of the Plan DRAFT The purpose of the San Francisco Children and Families Plan is to identify strategies that align and coordinate the services to children and families provided by City departments, SFUSD, and community partners to achieve the measures in the Outcomes Framework. This Plan will prioritize delivery of services to the children and families with the most need. This first five-year plan will focus more on process strategies for improving collaboration and alignment in the citywide system of support. The first annual San Francisco Children and Families First Progress Report to be approved in May 2017 will include more specific content strategies for the subsequent year. The Progress Report will also include results from the first two years of the OCOF initiative. • Other collective impact or collaborative efforts have not been as successful or sustained their impact over time and this plan reflects learning from the past and from others. • We believe that in order to improve service delivery to our children, youth and families, they need to be involved in the design process. We are being intentional in specifying a process because: • We believe that we cannot make progress on the measures of the Outcomes Framework without working differently as partners. This plan does include recommendations for process strategies – called collective impact strategies – that will be critical to making our system more accessible to families and providers. It calls for working groups heavily represented by community members to develop strategies and recommendations for each of the five goals. This process will attempt to resolve the root issues, build on what is working, and ensure we are investing in prevention. The OCOF Outcomes Framework combined with the Plan will provide a structure for other departments, partners, SFUSD, and initiatives to align. Many city departments have already aligned their five-year plans and resource allocations to the Outcomes Framework. 10 Guiding Principles DRAFT We used a set of key guiding principles to develop the Plan: » Improve outcomes for children, youth, and families » Lead with equity » Approach the system and our challenges as a whole » Use a collaborative and accountability-based approach across agencies, systems, and stakeholders » Connect and leverage existing resources, initiatives, and programs » Dynamic framework for action with room for flexibility and changing circumstances over time » Accessible language at all levels and user friendly to ensure buy-in » Inspiring and empowering assets-based tone and content 11 DRAFT Process to Develop Plan The Plan was developed and informed by the 5-Year Plan working group, background research, and stakeholder engagement. Oversight and advising: • Five public meetings of the OCOF 5-Year Plan Working Group, with individual input and feedback from the 21 members and their colleagues. Impact of Stakeholder engagement: Research: • Underscored the importance of building our capacity to collaborate as a whole community, aligning our many touchpoints into a single eco-system of supports for children, youth, and families. • Review of X Plans used by various children, family, and youth efforts within and outside San Francisco. • Highlighted the need and opportunity to pool and leverage resources to advance shared outcomes. Stakeholder engagement: • Emphasized the desire of families to have centralized and coordinated services and supports. “ • Two Partner Advisory input sessions in April and May of 2016 You have 3 to 4 agencies trying to help a family, and the agencies don’t even know [about the other agencies]. So you see some families served in triplicate, while others receive nothing. How are you mindful of those different pockets? • Online survey in May 2016 -Stakeholder working at SFUSD • Our Families, Our City community engagement in 2013 • Interviews of 14 City and District stakeholders in the spring of 2015 • Town hall meetings with DCYF and OECE in the fall of 2015 12 DRAFT OCOF Timeline Below is the OCOF timeline of actual and proposed work group activities and Council actions since Fall of 2015 out to June 2017. Outcomes Working Group Oct-Jan: Develop Outcomes Framework 5-Year Plan Working Group Oct-May: Develop Plan Services Inventory Working Group Launched Nov (ongoing): Meet to deliver on charter requirement; support the five Goal Working Groups to integrate coordinated service delivery. Data Working Group Launched Mar (ongoing): Meet to deliver on charter requirement; advise development of targets for Outcomes Framework and OCOF data collection; support the five Goal Work Groups. Goal Working Groups *Proposed July-June: Five groups (one for each goal) will meet six times focused on collective impact strategies with support from OCOF staff and other working groups; support the development of setting targets Aug Sept Oct Nov Dec 2015 OCOF Council Apr-June: Support adjustments to Plan and/or progress report Oct-Dec: Check in on WG progress Jan Feb Mar Apr May June July Aug 2016 First Council meeting. Approved bylaws. Council approved Outcomes Framework. Sept Oct Nov Dec Jan 2017 Council vote on 5Year Plan. Fall 2016/Early 2017: Approve targets for Outcomes Framework. *Proposed Feb Mar Apr May June Review progress for 2016-17 and approve 2017-18 plans. 13 DRAFT “ Children, youth, and families as an entity are completely aligned: they go to school, after school, foster care, etc. Families demand we have an integrated plan. -Stakeholder working in the City 14 Recommendations for Action DRAFT Our Approach: Collective Impact Strategies The 5-Year Plan will build on the track record of programmatic success in San Francisco, while acknowledging and responding to the bigger picture: we have an urgent need to increase service coordination, create coherence between programs, minimize duplication while maximizing service excellence, and respond to the challenges facing our young people and their families. We aim to create a more navigable, coherent user-friendly environment so that children and youth can thrive. We can no longer work in silos. In order to create more coherence while also making progress towards our Outcomes Framework, we propose making these five strategies part of our everyday work together: organizations from different sectors agree to solve a specific social problem using a common agenda, aligning their efforts, and using common measures of success.* » Shared accountability Our common agenda and measures of success are included in the Outcomes Framework. The Outcomes Framework establishes shared outcomes we want to be true for all children, youth and families. » Coordinated service delivery to reduce gaps and redundancies » Targeted resources and coordinated budgets » Data sharing to improve practice » Staff-training and capacity building These strategies are based on emerging research-based practices termed “collective impact”. Collective impact is when Collective Impact Strategies We recognize that there need to be resources and structures in place for these strategies to take root. The OCOF staff will provide much of the necessary infrastructure in the form of administrative, organizational, and technical and research support to the Council, its outcomes framework, and the necessary working groups. The staff will also develop policy briefs and data analysis on key issues relevant to implementation of the Plan. The staff will serve as the “backbone organization” defined in collective impact. And now that these preconditions are in place, we can begin the hard work of behavior change by utilizing the five collect impact strategies. City leaders, departments, the San Francisco Unified School District (“SFUSD”), and community partners must come together to align practices; strengthen access to services; coordinate across agencies; and develop a unified strategy. We believe that is what is necessary to make progress on the measures in the Outcomes Framework. 15 Recommendations for Action DRAFT Work Structures San Francisco has so many rich collaborations, advisory bodies, and networks. We propose developing working groups for each of the five goals in the Outcomes Framework and the following work structures to build on existing initiatives: Objectives The goal working groups will be responsible for a combination of planning, recommending, and doing. They will: 1) Develop strategies based on shared data to move the City closer to achieving the measurements for their respective goal. 2) Make recommendations about data targets and resource allocation to the OCOF Council; and 3) May oversee the development and implementation of action plans to bring those strategies to fruition. Participants One working group to represent each of the five goals. • Groups will have equal representation by the community, City, and School District and will be tri-chaired by leadership from each of the three groups. • Groups will be kept intentionally small (less than 15 people) and supported by a dedicated facilitator/coordinator. • Existing collaboratives can apply to represent one of the five different goals. Meeting Structure • Goal Working Groups will meet monthly and stipends will be provided to community members. • The OCOF Council (supported by OCOF staff) will serve as the coordinating body for all working groups. • The Services Inventory and Data Working Groups will continue to meet and their work will mutually inform the work of the Goal Working Groups. • There will be opportunities to share information across existing initiatives. Work Structures 16 Recommendations for Action DRAFT Work Structures (continued) The meetings will intentionally focus on the collective impact strategies. There will also be a component of ongoing focus on training and capacity building for working group members. The intention is to build on what is working (review of existing strategies, plans, initiatives, best practices, etc.) and review progress towards the measures in the Outcomes Framework. We propose the following meeting scope and sequence: Meeting Topic Description and Guiding Questions Data Dive • Deep dive on the measures for this goal • Look at existing and planned data sources; discuss targets; and areas for greater focus Fiscal Mapping • Look at how resources are spent as it relates to this goal and the measures Service Delivery • Review of services in this goal • Discuss ways to close gaps and reduce redundancies • Service inventory working group members bring a lens that spans across goals Staff Training • What training exists and where could we collaborate? • Where are the gaps given the measures? Shared Accountability • How can we hold ourselves accountable to deliver on these strategies and measures? Data Review and Recommendations • What are our key recommendations to the plan and progress report as it relates to our goal? • How have we done in making progress towards our measures and collective impact practices this year? Work Structures 17 DRAFT Recommendations for Action Implementation Strategies These definitions describe the vision for how stakeholders and partners will collaborate to provide services to children, youth and families in San Francisco. Shared Accountability » Partners hold each other accountable for working together with best intentions. Example: Hope SF » Partners are aware of their individual and collective role in achieving the measures » Partners hold each other accountable for their role in achieving the measures of the Outcomes Framework » The Council and its representative departments make decisions about programs/initiatives based on their results; with equity measures “ Success will be shared goals, purpose, accountability (but not finger-pointing), which you can trace through the distribution of resources. -Stakeholder working in the City » Partners have developed trusting individual and institutional relationships Implementation Strategies 18 DRAFT Recommendations for Action Implementation Strategies (continued) Coordinated Service Delivery » Partners identify and implement new strategies and activities to address gaps or duplication Example: Family Resource Centers, Beacon Centers, and Child Advocacy Center » Services inventory becomes one-stop shop for families/care givers as well as service providers (we may need to explain this in simpler terms) » The number of providers or case managers a family/child interacts with is greatly reduced and there are shared care plans in place » The service is designed with families and children/youth » This may look different for each of the five goals Implementation Strategies “ I work with the CBOs at my campus and we match students to services. For example, I know my 9th graders who are on the early warning indicator list will receive priority in the city’s youth employment agencies. -High School Principal 19 DRAFT Recommendations for Action Implementation Strategies (continued) Targeted Resources and Coordinated Budgets » The equity lens drives resource allocation decisions Example: Office of Early Care and Education and First 5 » Resources and contracts are allocated to practices that have evidence or are measuring results » Budgets have a common OCOF template aligning resources to goals » RFP language ensures collaboration and alignment to Outcomes Framework » Budget timelines are aligned » Efforts are coordinated to generate additional funding and blended resources are integrated into budget planning Implementation Strategies “ We have department heads who have a tremendous amount of power and autonomy. They are not forced to think about their individual budgets relative to budgets of other agencies. -Stakeholder working in the City 20 DRAFT Recommendations for Action Implementation Strategies (continued) Data Sharing to Improve Practice » Open access to aggregate data across CBOS and city/school district with common protocols and legal frameworks in place Example: First 5/Office of Early Care and Education/SFUSD Early Childhood » Decisions to improve practice are guided by common data » Data champions on senior leadership teams exist across all partners » Measures are adjusted over time to ensure focus on the highest leverage activities “ I am receiving data and technical assistance to better understand which of our families are not succeeding. We work together with multiple partners to understand why and develop a plan to better support them. -Family Resource Center manager Implementation Strategies 21 DRAFT Recommendations for Action Implementation Strategies (continued) Staff Training » A common language exists across partners Example: Restorative Practices, Early Childhood Training » Training and curriculum aligned to the Outcomes Framework is shared across partner organizations; frameworks that cut across goals/measures are utilized » Training is differentiated based on need and incorporated into daily practice » The populations with greatest need (utilizing the equity lens) receive priority from all partner staff “ There’s a tendency to collaborate at the 30,000foot level, but collaboration has to be at line level. If you’re stuck at a high level, people talk conceptually about alignment, but that’s coordination, not alignment. -Stakeholder working in the City Implementation Strategies 22 DRAFT Next Steps “ Success is an approach to partnership that transcends initiatives. It’s a way the systems and the people within those systems interact with each other. -Stakeholder working in the City 23 DRAFT “ When we’re aligned, we’re not bringing in the golden nugget from outside San Francisco, but we’re seeing what we have internally and are able to implement that in ways that are sustainable and don’t require ongoing investments. -Stakeholder working in the City 24 DRAFT Conclusion A Call to Action • • • Why San Francisco well-position to achieve true alignment • Consolidated City-County • Single District County • Low number/share of children • History of inclusion, racial/ethnic diversity, and progressive social policy • Shared citywide framework to align our efforts, measure our success, and hold ourselves and one another accountable • San Francisco is already spending tremendous resources ($X) – opportunity to leverage and allocate resources more effectively What’s different about this effort • Leadership from Mayor and Superintendent • Charter-mandated • Longevity – will transcend administrations Momentum is already building • Early signs of alignment from various departments and initiatives “ We have fewer and fewer poor families. We’re not talking about a huge number of people. We have a lot of resources and many good thinkers. -Stakeholder working in the City 25 Glossary DRAFT Backbone organization Collective Impact Partners 26 Appendix DRAFT Working Group Application Application for Goal Working Groups 27