2018-19 Strategic Partnership COMP
 Share
The version of the browser you are using is no longer supported. Please upgrade to a supported browser.Dismiss

 
View only
 
 
BCDE
1
2
Purpose and Work Streams 2018-19
3
STRATEGIC PARTNERSHIPS
4
5
Purpose
6
PurposeRole
7
The Department of Strategic Partnerships is part of the Family, Youth & Community Partnerships Department. This team actively collaborates with Madison's community to meet common goals and accomplish together what one organization cannot do alone. We leverage local, regional and national resources and support teams to foster parnterships with organizations and individuals who want to make our schools stronger and prepare all students for college, career, and community. We have a multi-faceted role and support Central office department leaders, school leaders and community organizations in creating and sustaining partnership agreements, volunteer opportunities, school-based and out-of-school time programming opportunities. We seek high-impact, equity based partnerships that help us address the needs of our students. Department Manager
8
Astra Iheukumere
9
10
Data Point Person
11
Astra Iheukumere
12
13
14
Major Work Streams
15
TitleDescriptionLead
16
Maintain processes to monitor and evaluate partnerships per Board policy Process partnership inquiry form submissions and adhere to refined workflow for formalization. Support MMSD partnership managers in formalizing, monitoring and renewing MOAs. Prepare and submit notices and supporting materials for medium-intensity partnerships to BOE.Astra Iheukumere
17
High-Intensity Partnership Evaluation and Approval/RenewalSupport teams in developing Memorandums Of Agreements, securing Board approval, renewing and evaluating high-intensity partnerships. Serve as primary coordinator of Board approvals for high-intensity partnerships. Astra Iheukumere
18
After School Advisory BoardCoordinate quarterly After School Advisory Board meetings, annual satisfacation survey, and related actions for systems-level solutions.Astra Iheukumere
19
Schools of Hope ElementaryServe as co-director on the project and support partners team (Schools of Hope staff, United Way staff) with the implementation of the program in alignment with the current MOA and Best Practices in Academic Tutoring. Additional focus in 2017-2018 on determining new partnership agency and location for the start of the 2018-2019 school year.Laura Whitmore
20
Achievement ConnectionsServe as co-director on the project and support partners team (MMSD and United Way staff) with the implementation of the program in alignment with the current MOA and Best Practices in Academic Tutoring.Laura Whitmore
21
Schools of Hope Middle SchoolSupport partners in program alignment with MOA, Best Practices in Academic Tutoring, MMSD District priorities, and the Adolscent Experience.Laura Whitmore
22
Juventud and EscaleraSupport partners in program alignment with MOA and Best Practices in Academic Tutoring.Laura Whitmore
23
Tutoring NetworkSupport academic tutoring programs through quality improvement and capacity-building training and workshops and fostering collaboration through sharing and connecting with community resources. Professional development for program staff will be on semester based on overall need for best practice alignment and tutor training will be on a semester basis. Additionally, an on-line tutor training will be created and released to the public in 2018-2019 and then updated annually.Laura Whitmore
24
Volunteer AdministrationSupport schools in implementation of the Volunteer policy, Volunteer Tracker, - the online volunteer management software, and best practices in volunteer management. Lead department efforts to define and support community volunteer programs in the district. Lead a district cross-functional team around volunteer administration. Create and lead PD around volunteer management best practices.Laura Whitmore
25
MOST AdministrationCultivate MOST reputation to be a leader in Out-of-School Time, Coordinate monthly meetings for Working Groups, Action Team, and other stake-holder groups as needed, publish e-newsletter and utilize other mechanisms to elevate the work of MOST and OST in general, develop MOST to be a platform to speak to issues of equity, build power by nurturing and broadening coalition relationships. Nathan Beck
26
MOST OST AccessIdentify and publicize systemic issues effecting access to OST opportunities and systemic levers that could be used to address them. Identify emerging issues that are impacting the field of OST in Madison and test, identify, and elevate solutions.Nathan Beck
27
MOST Quality Improvement System / Professional Development StructureDevelop and implement method to introduce/integrate Effective Practices into OST in Madison; Develop and deliver monthly MOST Professional Development; Set up a Community of Practice centering racial equity and social justice in OST; Identify potential continuous improvement processes that could be scaled across multiple organizations.Nathan Beck
28
MOST Information SystemBe responsive to feedback from our pilot user group about technical, logistical, and process improvements to the MIS, develop scaling plan, develop reports that are both useful to individual providers and begin to make sense of the OST system as a whole, develop and operationalize security processes, and develop capacity supports for OST organizations to make sense of data.Gail Snyder
29
30
31
32
33
Loading...
Main menu