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Hillsdale County Great Start Evaluation 2012

Hillsdale County Great Start Evaluation 2012. Background. Primary Goal : To assess the impact of the Great Start Initiative at the local and state levels

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Hillsdale County Great Start Evaluation 2012

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  1. Hillsdale CountyGreat Start Evaluation 2012

  2. Background • Primary Goal: To assess the impact of the Great Start Initiative at the local and state levels • Evaluation Question: What progress are GSCs and GSPCs making in their efforts to build a functioning early childhood system within their communities?

  3. Background In 2010 and 2012, surveys were distributed online and by mail to GSC/GSPC members, workgroup members, and key community members. Hillsdale County Response Rate GSC/ECC members 88.9% Parent Coalition Members 52.9%

  4. Integrated Framework For Change ALL CHILDREN ARE READY FOR SCHOOL BY AGE FIVE GOAL IMPROVED AND EXPANDED EARLY CHILDHOOD SYSTEM Sustained and Expanded Public and Private Investment Increased Coordination and Collaboration across Agencies Expanded Array of Quality Programming and Supports Parents Needs are Met Increased Access to Early Childhood Services SYSTEMS CHANGES A RESPONSIVE AND SUPPORTIVE COMMUNITY CONTEXT Comprehensive Early Childhood System Improvements Broad Community Support for Early Childhood Issues Local Providers Address Parent Concerns Supportive Local Leaders and Political Candidates Leveraging Systems Change CHANGE STRATEGIES Engaged Constituency Authentic Leadership & Voice Readiness for Change System Change Climate CAPABLE COLLABORATIVE A CAPABLE AND POWERFUL PARENT COALITION CAPACITY BUILDING Creating an Effective Governance Structure Creating An Empowering Coalition Great Start Collaborative Great Start Parent Coalition

  5. Key Findings - Statewide • As compared to 2010, GSCs and GSPCs in 2012 are making significantly more progress in building the systems changes needed to ensure that all children are ready for school. • On every outcome area examined, GSCs/GSPCs accomplished far more in 2012 than they did in 2010.

  6. Key Findings - Statewide • GSCs and GSPCs showed the most growth when they built authentic voice, local readiness for change, and actively pursued system change • GSCs and GSPCs also significantly strengthened all 8 levers for change and these levers continue to play an important role in 2012. • Three new levers for change have been identified: • Local Champions, • Root Causes Prioritized, and • Equity Prioritized.

  7. Key Findings - Statewide • GSC and GSPC infrastructure matters, particularly a continuous learning environment • While Phase 1 and 2s continue to be more effective than Phase 3 and 4s, by 2012 the gap between the Phases has significantly diminished. • BOTH the GSC and the GSPC continue to matter!

  8. Local Overview • Increased access to Early Childhood services from 2010-2012 • Increased Coordination and Collaboration across agencies • Expanded Array of Early Childhood Services • Sustained and Expanded Public and Private Investment in Early Childhood

  9. Local Overview • Comprehensive Early Childhood System Improvements • Increased Community support for Early Childhood Issues • Local Providers more responsive to parent concerns • More supportive local leaders and elective candidates • Empowered families as change agents

  10. Local Overview • Parents reported easier access to services • Parents reported being more informed

  11. Local Overview • Agencies reported “quite a bit to a great deal” of benefits for being a part of the ECC • 70% of parents reported benefits of participation on the ECC/Parent Coalition

  12. Levers for Change • In 2010, 8 factors were identified that were critical to promoting Great Start accomplishments

  13. Levers for Change Engaged Constituents • 85.4% of participants reported an increase in sharing goals such as an aligned understanding of, and agreement upon problems, possible solutions, and overall goals. • 3.9% more of participants reported an increase in being more actively involved in the ECC or Parent Coalition since 2010

  14. Levers for ChangeAuthentic Leadership and Voice • 85.4% of participants reported stronger, more effective ties between the ECC and Parent Coalition, and with key outside organizations in the community • 54% more of participants reported that parents are more effective leaders and champions for Early childhood because of the ECC

  15. Levers for Change Readiness for Change • 88.1% of participants said we believed in the need for change and have the capacity to pursue it. • 32.3% more participants said that they see value in the collaboration effort and support other partners at the ECC table • *New Lever! Local Champions

  16. Levers for Change Systems Change Climate • 100% of participants said they were in active pursuit of system change efforts, such as shifting or adopting new policies, procedures, or programs to reduce barriers and improve the system. • 32.7% more participants in 2012 said they have strong relational networks, exchange referrals, coordinate services and share resources across agencies than in 2010.

  17. New Levers that Emerged Equitable System Pursuits • 93% of participants believe that local funders and providers understand the problems facing children and understand the root causes of children not being ready for school and 97% believe we have the strategies in place to address these causes. • 88% of participants believe that the highest need families are receiving access to quality services and that organizations are considering the unique needs of families while servicing them.

  18. Levers for System Change Equitable System Pursuits Engaged Constituents Systems Change Climate Authentic Leadership and Voice Readiness for Change

  19. We are here! We were here!

  20. Great Start Progress • The Hillsdale County Great Start Collaborative is currently a Stage 3 which is the highest Stage we can be at currently. We are in the top 22% of performing Collaboratives which places us in the top 12 across the State.

  21. Moving Forward….. 85%

  22. Areas of Strength • Intentional systems change actions • Equity orientation • Readiness for change

  23. Areas to Target • Strong relational networks • Active constituents • Parent leadership and voice

  24. Next Steps….. • What areas are we most proud of? • What areas do we need to focus on to grow? • What strategies might we use to develop those areas? • How does this data impact our three year strategic plan? Our annual work plan? • What factors do we need to consider as we move forward?

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