Page 102 - FGLN SC Onboarding Binder 2021

III.D. 100 adult learners are recruited into Adult Learning Center programs
III.C.4. Monitor the achievement of next steps
III.D.1. Advocate to GCLC to establish a shared intake center III.D.2. Recruit ALC sites to participate in shared intake activities; collect confidentiality agreements
Partnership Director Partnership Director Partnership Director
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III. Develop a community- wide, saleable literacy agenda in Flint and Genesee County
III.D.3. Train ALC providers in the utilization of Aztec
III.D.4. Develop and facilitate resident awareness and recruitment activities
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ImpactCoordinator FamilyAdvoc
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III.E-F. 75 adult learners complete diagnostic screenings and set academic/workforce goals; 40 improve literacy skills
III.E.1. Monitor the intake of adult learners in the Aztec system, collect sign-in sheets from GCLC, monitor adult learner recruitment activities
Collective Impact Manager
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III.F.1. Monitor the intake of adult learners in the Aztec system, collect sign-in sheets from GCLC, monitor adult learner recruitment activities
Collective Impact Manager
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III.G. Fidelity assessments are facilitated at ten Adult Learning Centers
III.G.1. Review the Fidelity Assessment with ALC PLC; update as necessary
Partnership Director Collective Impact
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III.G.2. Update the Fidelity Assessment based on the recommendations of the PLC
Impact Coordinator
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III.G.3. Facilitate Fidelity Peer Review Assessments in partnership with GCLC and ALC PLC
Partnership Director
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III.H. 3-5 year* data baselines are established for each new population-level metric
III.H.1. Review current metrics and inventory current baselines III.H.2. Gather missing data from appropriate sources for Genesee County, Flint, and North Flint
Impact Coordinator Impact Coordinator
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III.H.3. Develop a South Flint (CNI) data Scorecard III.H.4. Gather South Flint data and update scorecard
Collective Impact Manager Impact Coordinator
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III.I.1. Plan and Facilitate a Literacy Funder Collaborative meeting using the 2019 Benchmark Report
Executive Director
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III.I.2. Plan a component of the Steering Committee Retreat focused on 2019 Data for the Benchmark Report
Executive Director Collective Impact Manager Operations M
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III.I. Ten funding and systems leaders review county- level data and discuss action plans
III.I.3. Facilitate Data Session during Steering Committee retreat
Executive Director Collective Impact Manager
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III.I.4. Plan a component of the Community Connection Session focused on 2019 Data Benchmark Report
Collective Impact Manager Partnership Director
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III.I.5. Facilitate Data Session during Community Connection Session
Collective Impact Manager
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IV. Implement a plan to sustain the FGLN’s Collective Impact framework and backbone organization
IV.A. 100% of FGLN’s staff members are trained on improved internal practices
IV.A.1. Develop a regular bi-weekly staff meeting schedule and structure
Operations Manager
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IV.A.2. Embed Staff Development time into meeting structure (Peer Learning)
Operations Manager
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IV.A.3. Create a list of topics of shared importance for staff development
Operations Manager
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IV.A.4. Develop a calendar of Staff Development topics aligned with the Staff Meeting Schedule
Operation Manager
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IV.A.5. Notify FGLN staff of relevant dates and topics; work with FGLN Staff to structure staff development
Operations Manager
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IV.B. FGLN is compliant with Fiscal Agent, Steering Committee, and Funder requirements
IV.B.1. Develop shared FGLN calendar that includes PTO, Shared Activities, Grant Deadlines, Timeline for BTA, Steering Committee Meetings, Timesheets, Purchase Card, Mileage Deadlines, Executive Summary Deadline, Newsletter Submission Dates, Summary Report-Out Deadline
Operations Manager
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IV.B.2. Compare Approved Budgets to BTAs
IV.B.3. Notify Executive Director of line items within 70% of completion
Operations Manager Operations Manager
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IV.B.4. Determine rather a budget revision request to Funder or reclassification of expenses is necessary
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IV.B.5. Submit budget revision or reclassify expenses
IV.B.6. Develop a standard grant reporting format for General Operations Grants
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IV. B. 7-10. Update General Operations Report Quarterly
Operations Manager Executive Director
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IV.C. 80% of stakeholders who have partnered with FGLN for two or more years describe FGLN’s supports to be more effective or efficient compared to the previous year(s)
IV.C.1. Develop a standard Partnership Agreement by 9.27 - Articulate Benefits
Collective Impact Manager X X
IV.C.2. Develop a protocol for onboarding partners
Collective Impact Manager Operat X
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IV.C.3. Formalize an Invitation to Participate for PLC using PLC Charges and articulate benefits
Collective Impact Manager X X
IV.C.4. Develop a protocol for onboarding partners PLCs
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IV.C.5. Develop a Network Evaluation and timeline
Collective Impact Manager Partnership Director
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IV.C.6. Develop a PLC evaluation and timeline
Collective Impact Manager Partnership Director
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IV.C.7. Facilitate the Network and PLC Evaluations
Impact Coordinator
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IV.C.8. Gather responses and report in Scorecard
Collective Impact Manager Impact Coordinator
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IV.D. A fund development plan is established that addresses the sustainability of FGLN
IV.D.1. Identify a contractor to identify ongoing funding opportunities that relate to the FGLN mission and activities
Executive Director X
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IV.D.2. With the assistance of Isaiah Oliver and Kathi Horton reassess the funding role of CSMF for FGLN
Executive Director
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IV.D.3. Identify opportunities to facilitate shared fund development with MCC
Executive Director
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IV.D.4. Explore fee-for-service opportunities
Executive Director Partnership Director
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IV.D.5. Develop a Fund Development Strategy to take advantage of identified funding, support from CSMF, and fee-for-service opportunities
IV.D.6. Implement the Fund Development strategy
Executive Director
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IV.E. Clear differentiations are articulated between FGLN and the Genesee County Literacy Coalition
IV.E.1. Make a recommendation to GCLC to rebrand the coalition as GCALC (Genesee County Adult Literacy Coalition) to take advantage of the niche of the coalition and undertake a strategic planning process
Partnership Director
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IV.E.2. Plan and Facilitate a strategic planning process to establish 3-5 year goals, revised mission, and articulated vision, succession planning
Executive Director Collective Impact Manager
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IV.E.3. Support GCALC to revise by-laws
Partnership Director
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IV.E.4. Identify resources to support rebranding (logo, website, materials)
Executive Director Partnership Director
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IV.E.5. Support GCALC in electing a new chairperson
Partnership Director Executive Director
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IV.F. FGLN formalizes collaborations with sector-area coalitions including GCLC, Great Start Collaborative, Opportunity Youth Coalition, and others
IV.F.1. Formalize the Literacy Convener PLC
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IV.F.2. Invite leaders of GCALC, OYC, Great Start Collaborative to participate in the PLC
Partnership Director
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IV.F.3-6. Implement the PLC charges for Literacy Conveners
Collective Impact Manager Partnership Director
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IV.G. FGLN partners with sector-area coalitions to determine needs and issues related to volunteer engagement
IV.G.1. Embed volunteer engagement conversations in discussions with each PLC
Partnership Director Collective Impact M
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IV.G.2. Synthesize information gathered from PLCs to develop a plan that engages United Way in supporting volunteer engagement for literacy volunteers during FY 21
Executive Director Partnership Director Collective Impact Manager Operations
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