Tri-County Cradle-to-Career Collaborative (TCCC) Progress to Date
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Shared Community Vision
Cross-sector table, including school district engagement, developed with roles and responsibilities with a core team of key leaders guiding the strategy |
In September of 2011, encouraged by STRIVE’s success in Cincinnati, a small group of tri-county community leaders led by Trident United Way gathered to explore the possibility of establishing an educational alignment partnership for the Charleston region. A small working group formed and expanded quickly with current representation from major primary, secondary and higher educational institutions, as well as philanthropic, economic development, civic, health and human service institutions. This group met quarterly for a year to hear recommendations from subcommittees, which were meeting monthly. On September 13, 2012, the cross sector leadership approved the subcommittee recommendations including Tri-County Cradle-to-Career Collaborative roles, responsibilities and limitations; ideal host organization attributes; governance role definitions; funding model considerations; and an accountability structure recommendation. In January 2013, an Executive Team of key leaders was formed to guide strategy and begin the process of building a backbone organization by selecting a host organization where the backbone would be incubated over three years. In July 2013, The Executive Team, led by the top philanthropist in the state, established Tri-County Cradle- to-Career Collaborative (TCCC) as a not-for-profit, became the first board of directors, and adopted bylaws. TCCCs high profile board is extremely engaged. The board conducts monthly two-hour meetings and has five active subcommittees: - Resource Development - Communications - CEO Search - Data - Accountability |
Mission, vision and outcomes informed by community conversations
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A cross-sector group of over 30 community leaders including the superintendents from all four school districts, higher education, business, not-for profit and government met quarterly to hear recommendation from subcommittees working on the mission, vision, goals and core values. In September 2012, the broad community cross-section agreed unanimously to adopt the mission, vision and goals.
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A communications plan for the Partnership has been developed both internally across partners and externally
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A communications plan with initial communications materials has been developed for both internal and external audiences. The external audience has been identified as the general public. As additional community conversations take place and action networks are formed, specific strategies will be developed for external target audiences.
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Evidence Based Decision Making
Outcomes selected and report card published or in development for clear launch date |
From October 2011-April 2012, a cross sector working group including all four school districts met monthly to identify educational and family support indicators. The working group developed a Roadmap to Success, with educational and family and support indicators along the cradle to career continuum, that was approved by the broad group of community stakeholders. On September 5, 2013, the data team, including all four school districts, met to determine the community level outcomes to be included in the Baseline Report to the Community. The target launch date is 1st quarter 2014. |
Data team fully functioning and working together to guide data work on an ongoing basis
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A smaller data team including experts in collective impact, continuous improvement, and data privacy laws has been formed to guide the data work and make recommendations to the TCCC Board of Directors.
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Data team is beginning to identify data sharing agreements and navigating related challenges
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The data team is evaluating data sharing agreements from other communities. The data team has conducted engaged discussions with the four school districts and key providers to ensure there is common understanding of shared measurement/data in a collective impact model. Having a common understanding of shared measurement has shifted the conversation from barriers to opportunities.
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