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HOW WE GOT HERE
Origins and Development of ACT
•
The JP Morgan Chase Foundation made a strategic decision to focus it’s funding efforts on three Chicago
Communities, one of which happened to be Austin.
•
In November of 2009 the JP Morgan Chase Foundation approached the UIC Nathalie P. Voorhees Center for
Neighborhood and Community Improvement to conduct a needs assessment of the Austin Community.
•
On February 5, 2010 the JP Morgan Chase Foundation convened a group of Austin stakeholders to discuss
opportunities for stable employment and community development within the Austin Community and Voorhees
Centers presented the results of the needs assessment. Participants in this discussion formed an ad-hoc steering
committee to continue the discussion and began regular scheduled meeting.
•
On April 27, 2010 the group, along with additional stakeholders, decided to call themselves “Austin Coming
Together” or “ACT” and adopted a Mission and Vision Statement.
•
In June of 2010 Austin Coming Together under the leadership and assistance of Goodcity and UIC developed
and submitted a proposal to the Department of Education for the Promise Zone Grant. Goodcity has been
instrumental in the completion of the application, currently serves as ACT’s fiscal agent, and has donated free
office space for ACT’s Executive Director.
•
In October ACT received a score of 82/100 and ranked in the top 3 of 5 Chicago area applicants.
•
On November 1, 2010 ACT hired its first full time staff person, Rev. Reggie Bachus as the Program Coordinator later
to be named the Executive Director.
•
ACT currently has 4 working subcommittees, a provisional leadership group, and 1 staff person.
•
Over 160 stakeholders have contributed to the development of ACT including government officials, Austin
residents, educators, business representatives, faith leaders, service providers, and foundations.
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WHY WE EXIST!
Mission
Our mission as an organization of organizations is to create
an intermediary infrastructure of sustainable resources,
systems, and networks that provide economic and
educational opportunities that improve the quality of life
within the Austin community.
Vision
We will create an atmosphere that attracts or develops the
resources and relationships we need to provide the
educational opportunities and economic development
that will create a self-sustaining mixed economy for the
Austin community.
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MISSION
Economic & Educational Infrastructure
Networks
Member
Organizations
Resource
Guide
Resources
Austin
EXPO
School and
Organizational
Capacity
Full Service
Facilities
Community
and Cultural
Centers
Systems
Community
Endowment
Early
Childhood
Centers
Advocacy, Policy,
Political
Engagement
ACT 2020
Community
Curriculum
Promise Land
Success
TRACK
Cradle-toCareer
Continuum
Evaluation &
Data Mgmt.
Systems
Community
Business Sector
Development
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VISION
QUESTION?
How do we create a self-sustaining mixed economy
that attracts the needed resource and relationships
for educational and economic development
opportunities?
AUSTIN WILL DEVELOP A HOMEGROWN TALENT POOL OF HIGHLY
EDUCATED, SKILLED, AND MOTIVATED OWNERS-LABORERS IN
STRATEGIC BUSINESS SECTORS!
When we cultivate the talent, the resources and relationships will come!
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AUSTIN LIFE CYCLE
EDUCATION
INVESTMENT
ECONOMIC
GROWTH
According to the McKinsey Report:
Closing the student achievement gap between white, black, and Latino students could increase GDP by 4% or $525 billion.
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•
SUCCESS TO DATE
Partnerships and working relationships:
o
o
o
o
o
o
o
•
Over 180 stakeholders 70 organizations and entities have participated in the planning process
JP Morgan Chase Foundation over $1 Million dollars invested in ACT through the assessment and planning
phases, initial staffing, member and participating organizations.
The McGowan Foundation has decided to focus a portion of it’s funding into the Austin Community and
has agreed that ACT will serve as a facilitator of partnerships and funding opportunities within the Austin
community.
Goodcity has served as ACT’s Fiscal Agent, spearheaded the Promise Zone Application, and provided
office space for the Executive Director free of charge.
Consortium on Chicago School Research partnership to work with 10 schools/systems through a Ford
Foundation Grant.
ACT has secured an offer for free Insurance for our first year by C.S. Insurance Strategies
Partnership with Mercy Housing in the planning for a new Community Center
Early Accomplishments and Highlights:
o
o
o
o
o
o
o
o
A Promise Zone Planning Grant was successfully submitted that received a score of 82/100 receiving
honorable mention and ranking #3 of all Chicago Promise Zone Planning Grant applicants.
ACT has hired an Executive Director
ACT has developed a logo and branding package including a website, newsletter, and promotional
materials coming soon.
ACT will file for its 501c3 status and vote on it’s initial board of directors in January 2011
Conducted Focus groups with 4 Elementary Schools Leadership (Emmett, Ellington, Key, DePriest)
Conducted Focus group with over 30 Early Childhood care providers
Over 150 Parent Surveys Collected
ACT’s Formal Introduction to the community and community listening session scheduled for January 25,
2011 at Austin Town Hall
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PLAN
• Assessment
We will envision Austin in the year 2020
We will listen to the people share their vision for 2020
Identify Community Priorities in Education and Economic Development
Based on the priorities we will present data driven models and realistic
options that help the vision become a reality
o The community will select models and options to address priorities
o
o
o
o
• Planning
o Backwards map from 2020 to 2010 outlining how we get there
o Present a strategic plan at the Austin EXPO
• Implementation
o Begin Implementation
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ACT on the MOVE!
Assessment
Planning
Nov. 2009 – Mar.
2011
Mar. – Aug.
2011
Implementation
Sept. 2011
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ASSESSMENT
• The goal is to reach 20% of Austin
Residents or roughly 20,000 people
through the Assessment process!
• The three categories of individuals we
will target are:
o Mavens – information specialist
o Salespeople – persuaders and influencers
o Connectors – the people with large social networks
*Theory based on Pareto Principle and Malcolm Gladwell’s Tipping Point
theory for starting epidemic sized movements.
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PLANNING
• The Goal is for ACT to initiate and facilitate a
community led movement of change.
• ACT will facilitate the collection and dissemination
of ideas and information.
• ACT will coordinate community organizations,
foundations, service providers, individuals, and
proven models for successful implementation.
• The process will be approved by the community at
large.
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IMPLEMENTATION
• The GOAL is to begin full scale implementation Fall
2011-2012 for the academic school year
• A pilot program will be launched in the Spring of
2011 to prepare for mass implementation
• Stringent systems of measurements and evaluations
will be in place
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THE ACT SUCCESS TRACK!
THE LONG TERM PLAN
INCENTIVIZE
SUCCESS
BABY COLLEGE
CLASS ACT
(Prenatal - Grade 2)
(Age 8 - 18)
Scholarships to College
Careers/Jobs
Vocational Schools/
Training
Entrepreneurship
Opportunities
(For Profit and Not for Profit)
GOAL: Create Realistic, Attractive
and Attainable Options for
Austin Youth
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COMMUNITY BRANDING
ECONOMIC DEVELOPMENT MODEL
Develop an Austin Economy that is powered and engineered by the best internal
workforce possible through strategic Human and Capital Investment via community
High Schools and Class ACT Students
Entrepreneurship
Entrepreneurship
(Business incubation)
Manufacturing
Manufacturing
Student
preparation
through
education
(Basic, Advanced,
Green Technology)
Incentive
Success
Engineering
Engineering
Health, Human, &
Educational Services
Media, the Performing,
Visual, Graphic, and Audio
Arts
(Green Technology,
BioMimicry)
Health, Human, &
Educational Services
(Vibrant service industries
and hub of Chicago)
Media, the Performing, Visual,
Graphic, and Audio Arts
(Cultural Renaissance)
Education
that leads to
attractive,
interesting, and
fulfilling career
choices
because of
intentional
prepartion
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Pre-engineering curriculum
Robotics after-school clubs
Engineering career day
/mentors/fieldtrip activities
Elementary school
Chief Executive
$167,280/year
College
Skilled
Production
$38,940/year
Management
$93,650/year
Engineering
$80,580/year
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Source: US Bureau of Labor Statistics
High School Graduation:
It’s All About Ninth Grade
Source: The OnTrack Indicator as a
Predictor of
Graduation
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Qualifications:
Exceeding standards by the end of 8th grade
CPS average
261 (2008)
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Organizing Schools to Deliver:
The 5 Essential Supports for School Improvement
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Likelihood of Substantial Improvement in Reading &
Mathematics:
Given Weak or Strong Essential Supports
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What Separates an Improving School
from a Stagnating School? (Reading)
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What Separates an Improving School
from a Stagnating School? (Math)
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Even The Most Disadvantaged Schools Can Improve;
Even the Most Advantaged Schools Can Stagnate
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The 5 Essentials: Predicts
Improvement in Student Learning
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Community Context Supports
the 5 Essentials in Schools
Strength in 5 Essentials by Community Context
Proportion of schools strong on
Essentials in 1994
50%
45%
40%
39%
38%
33%
35%
30%
25%
High
Low
20%
15%
10%
5%
5%
6%
8%
0%
Religious
Participation
Collective Efficacy
Outside
Connections
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IN DEVELOPMENT
Community and Cultural Centers
Promise Land School Plan
ACT 2020 Community Curriculum
Austin EXPO 2011
Resource
Guide
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CONTACT
OFFICE SPACE:
TELEPHONE:
5049 West Harrison Street
Chicago, IL
(773) 473-4790
REV. REGGIE BACHUS
Executive Director
773-540-5421
EMAIL: rlbachus@austincomingtogether.org
www.austincomingtogether.org
A special thank you to the Chicago Consortium for School Research and Austin
Polytechnical Academy the slides and research.
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