Save North

Lawndale Schools

Pope

Reuse

Henson

Re-Use

Framework for Community Based Planning

Presented by Valerie F. Leonard

Based on Presentation by Committee to Save North Lawndale Schools

Thursday, April 17, 2014

Save Our Schools

The Committee to Save North Lawndale Schools

The Committee to Save North Lawndale Schools (CSNLS) is comprised of North Lawndale stakeholders who have come together to provide an alternative plan to avert school closings. Members of the ad hoc committee include elected officials, local community-based organizations, and engaged individuals. To date, the group consists of the following members:

• Benjamin Bedenfield, Y-Men • Billy Brooks, Better Boys Foundation • Rev. Eric Brown, Greater Progressive Missionary Baptist Church • Willie Cole, North Lawndale Supporter • Willie Mae Bowling, 4200 West Cullerton Block Club • Dan Cantrell, Congressman Danny K. Davis' Office • Alderman Michael Chandler • Congressman Danny K. Davis • Margaret Davis, Lawndale Resident • Cheryl Francis, Chicago Area Project • Dr. Betty Green, North Lawndale Community Advisory Council • Nicole "Nikki" Harvey, Eden Advocacy CDC/ WSBNAACP • Benard Clay, WSBNAACP • David Evers, Commissioner Robert Steele's Office • Sherneron Hilliard, Family Focus-Lawndale • Mariame Kaba, Project Nia • Valerie F. Leonard, Lawndale Alliance • Trina Mangrum, Alderman Chandler's Office • Lorenzo O'Bryant, Family Focus-Lawndale • Windy Pearson, Action Now • Xavier Ramey, Y-MEN • William Riley, Eden Advocacy CDC • Katie Russell, Better Boys Foundation • Commissioner Robert Steele • Wayne Stiles, Better Boys Foundation • Darren Tillis, North Lawndale Community Advisory Council • Michael Trout, Y-MEN • State Representative Arthur Turner • Mary Visconti, Better Boys Foundation • Debra Wesley, Sinai Community Institute • Cynthia Williams, Sinai Community Institute • Annetta Wilson, Sankofa Safe Child Initiative • Gladys Woodson 4300 West 21st Place Block Club • Michelle Young, Action Now

Kick Off Community Assessment

Community Planning

Approval of Action Plan

Community Mobilization

and Education

Assessment of Progress

Refine the Plan

Develop an Evidence-Based Community Strategic Planning Process

Rationale: To ensure authentic community voice in community and education planning in North Lawndale. Overall Goal: To develop a community-driven, evidence-based community strategic plan for implementation. This six-step plan will be developed over 9-12 months through data collection and a series of community meetings in the North Lawndale Community. Process: Kickoff; Community Assessment; Community Planning; Approval of Action Plan; Community Mobilization and Education; Assessment of Progress and Refining the Plan Expected Results: North Lawndale citizens and stakeholders will produce a solid blueprint to position the community for long term economic growth using school improvement as a major driver for change. Progress: We have completed a basic framework for a community school resource center that will be amended to fit within the context of a comprehensive community development plan with schools at the focus.

Community Advisory Council Proposal

The North Lawndale Community Advisory Council (CAC) submitted a comprehensive plan for North Lawndale schools to remain open last spring. They recommended four specialty foci for schools, including STEM programs for Chalmers and Dvorak; green technology and entrepreneurship at Penn leadership development for Pope and Plamondon and a fine arts focus at Crown. They also identified the following goals and objectives . Figure 1: CAC Goals and Objectives

Goal 1:

All North Lawndale Schools will provide a high quality education to all students

Objective 1: Provide opportunities for all families to have access to quality pre-school education programs. Objective 2: Provide a curriculum that meets the needs of all students. Objective 3: All North Lawndale schools will have a safe and respectful environment. Objective 4: All North Lawndale schools will have on-going and transparent communication that connects the school, parent and community.

Goal 2:

Schools will provide social, emotional, and health services to North Lawndale students that will ensure that they are ready to learn

Objective 2-1: All families will have access to physical, emotional and mental health services. Objective 2-2: All schools will have social, emotional and health services that eliminate or significantly reduce the barriers to learning.

Goal 3:

North Lawndale Families will appreciate the traditional neighborhood schools

Objective 3-1: The North Lawndale School Staffs will do a great job of marketing their schools.

Note: Pope has since closed, and Chalmers has been turned around by AUSL.

Schools

Community

Advisory

Council

Community

School

Collaborative

School environs

Continuum of wrap around services and community based activities

Community School Collaborative

We wholeheartedly support the plans put forth by the Community Advisory Council and the Lawndale schools. We envision ourselves working in concert with the North Lawndale Schools and the Community Advisory Council. The North Lawndale Schools and Community Advisory Council will focus on the activities within the school environs, while we provide a continuum of wrap around services and community based activities. To this end, we will create the North Lawndale Community School Collaborative to serve as an intermediary for the North Lawndale Schools, the Community Advisory Council, parents, students and local residents.

Figure 2: North Lawndale Community School Collaborative Framework

North Lawndale Community

Schools Collaborative

Academic Support Services

Health, Fitness and Nutrition

Truancy Prevention

Workforce Development

Early Childhood Family Services

Leadership and Mentoring

Research

Sports and Recreation

Arts and Culture

Outreach and Civic Engagement

Areas of Focus

Lead Agencies

Better Boys Foundation (BBF)

Sinai Community Institute (SCI)

Capacity Building

The North Lawndale Community Schools Collaborative will network with over 240 North Lawndale organizations and churches to provide a continuum supportive services and create a referral network for North Lawndale Schools. The Collaborative will also leverage the resources of city agencies, including Chicago Public Schools, the Chicago Park District, Chicago Public Libraries, Chicago Department of Cultural Affairs and Special Events and the Chicago Police

How We Will Work

Figure 3: North Lawndale Community School Collaborative Operating Structure

What We Invest-Staff-Students-Partners-Existing Program Models

-Time-Money-Materials-Equipment-Access to partners' research

What We Acquire

-Additional Staff

-Training/ Expertise

What We Do

Youth Mentoring

Develop Workforce

Healthcare

Family Counseling

Workshops

Research

Community Outreach

Cultural enrichment

Sports and Recreation

Who We Reach

-Schools-Youth-Parents-Churches-Residents-Community -Key

Decision Makers

Short Term Results

-Improved school attendance rates

-reduction in truancy and delin-quency

-Improved student outcomes

-Eradication of food deserts

-Improved health and

Ultimate Impact to School and Community

-Improved student outcomes

- Reductionin unem-ploymentrates

Inputs Outputs Outcomes/Impact

Overall Goal: To increase academic outcomes for North Lawndale schools by:-reducing truancy-improving health , fitness and nutrition for students and their families-exposing school children to career options-providing basic skills training and workforce development for parents and local residents

Sample Evaluation Question: What is the effectivenessof utilizing after school programming and community based resources to increase school performance and retention?

Situation

The majority of North Lawndale schools are Level 2 or 3.

North Lawndale is among the top 5 with respect to truancy.

Approximately 46% of North Lawndale children between 6 and 12 years of age were obese in 2003

Unemployment exceeds 50% among youth

There is a need for more high quality programs for sports, recreation, arts and culture.

Figure 4: North Lawndale Community School Program Logic and Evaluation Model

Figure 5: North Lawndale Community School Implementation Timeline

1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr

2013 2014 2015

Planning

Implementation

Evaluation

Formalize working relationships

Develop governance structure

Conduct needs assessment

Strategic planning

Develop and refine programs

Create formal entity

Identify other resources

Set stage for evaluation

Develop collateral materials

Develop program infrastructure

Develop website

Conduct marketing and outreach activities to schools, parents, students and community organizations.

Hire additional staff, subject to funding and final program structure.

Implement programs in focus areas

File periodic reports to governing body, funders, regulators and community .

Collect data for research, advocacy and evaluationpurpose.

Utilize findings to improve programs.

Conduct process and outcome evaluation to assess effectiveness of program to impact systemic change in a cost effective manner.

Ongoing

Note: This timeline was developed in March 2013 as part of an alternative plan to school closings in North Lawndale. In the event this proposal is accepted, the timeline will be revised as necessary.

Figure 6: North Lawndale Community School Implementation Budget

Year 1 Year 2 Year 3

Staff (5 members) 210,000 216,300 222,789

Bookkeeping 12,000 12,360 12,731

Auditing 6,500 6,695 6,896

Legal 5,000 5,150 5,305

Insurance (Health, Liability, D&O) 25,000 25,750 26,523

Supplies 10,000 10,300 10,609

Rent 15,000 15,450 15,914

Furnishings 15,000 - -

Equipment 10,000 - -

Mailing 1,500 1,545 1,591

Utilities 6,000 6,180 6,365

Software and subscriptions 3,500 3,605 3,713

Advertising 2,500 2,575 2,652

322,000$ 305,910$ 315,087$

Note: The staff will include a director, administrative assistant, two program coordinators and a research and policy coordinator. This budget does not include acquisition, construction or building maintenance costs. If this proposal is accepted, the budget will be revised to include these items, as well as revenue projections.

Questions regarding this plan may be directed to Valerie F. Leonard at 773-521-3137 or valeriefleonard@msn.com