The structure of StriveTogether rests on four pillars framed around the unique strengths and needs of an individual community
The Framework for Building Cradle to Career Civic Infrastructure is outlined below. It is important to note that this is not a “model” as there is no single method for implementing the framework in a community. Instead, the framework acts as a guide for those willing to commit over the long-term to developing the right infrastructure that meets the unique needs of their individual community.
The graphic below helps explain The Framework in full detail - simply click on each row to learn more about that pillar.
Shared Community Vision
A broad set of cross-sector community partners come together in an accountable way to implement a cradle to career vision for education and communicate that vision effectively
- Cross-Sector Engagement & Accountability – Representation from key sectors such as education, non-profit, philanthropic, business, civic and community leaders needed to develop and implement their cradle to career vision to which the Partnership and community holds itself accountable for achieving.
- Cradle to Career Vision & Scope – A vision for improving education outcomes for students beginning at birth, continuing into and through secondary and into and through postsecondary schooling until they secure a meaningful career.
- Strategic Communications – The messaging and branding of the cradle to career partnership is to ensure a consistent understanding of the vision throughout the community. This includes using multiple methods to communicate the message appropriately to different audiences.
Evidence Based Decision Making
The integration of professional expertise and data to make decisions about how to prioritize a community’s efforts to improve student outcomes
- Community Level Outcomes – Points along the cradle to career education continuum that are proven to be key levers that need to be moved in order to achieve the cradle to career vision and goals. Community Level Outcomes are selected from across the cradle to career continuum and ensure accountability to the community.
- Data Collection & Sharing – The necessary processes, mechanisms, and relationships that need to be in place to effectively access and share necessary data to enable impact.
- Capacity to Analyze Data– The systems, processes, or individuals that enable the connection and analysis of student and community level data to drive the continuous improvement process.
The process by which networks of appropriate cross-sector practitioners use data to continually identify, adopt and scale practices that improve student outcomes
- Selecting Priority Outcomes – A subset of the community level outcomes for focus, identified using local data and expertise.
- Collaborative Action Networks – Groups of appropriate cross-sector practitioners and individuals who organize around a community level outcome and use a continuous improvement process to develop an action plan with strategies to improve that outcome.
- Continuous Improvement Process – The on-going effort to use local data to improve efficiencies and effectiveness of processes and action.
Investment and Sustainability
There is broad community ownership for building cradle to career civic infrastructure and resources are committed to sustain the work of the partnership to improve student outcomes
- Mobilizing Resources for Impact – Necessary stakeholders align & mobilize time, talent, and treasure towards improving overall community level outcomes/indicators including the redirecting or initiation of resources (including: knowledge, time, volunteers, skills, financial contributions or other in-kind services) towards improving a common outcome.
- Anchor Entity & Staffing – The necessary supports to keep the Partnership running operationally, including the organization or entity that commits to housing the partnership staff and ensuring its long term stability, specifically through committing resources and convening partners.
- Policy & Advocacy Alignment – The alignment/realignment of policy priorities to move forward a collective advocacy agenda to change local, state, or national policy to improve community level outcomes/indicators.