East Metro STEAM Partnership Partnership Plan November 2016
East Metro STEAM Partnership Plan 2016 - 2017
Executive Summary Asset Map and Analysis Needs Assessment High-leverage Strategies and Programs Data & Evaluation Strategy Sustainability Resources
East Metro STEAM Partnership Plan 2016 - 2017
Executive Summary Vision: An East Multnomah County community where children, youth, and adults have equitable access to and are engaged in Science, Technology, Engineering, Art, and Math (STEAM) learning that results in a skilled workforce and increased economic opportunity. Mission: The East Metro STEAM Partnership (EMSP) develops and aligns resources through collaborative partnerships to support STEAM initiatives. Values: We will realize this vision through celebrating: ● Diversity ● Equity ● Opportunity ● Inclusiveness ● Creativity ● Perseverance EMSP targets for the coming year have been outlined in a comprehensive Focus Area document that can be found in Appendix 1. The final metrics for the coming year include: ●
Community members are able to identify potential for partnerships and funding by leveraging EMSP Open Data tools. Evidence - 5 new funded partnerships established by leveraging widely-available tools: social media, GIS maps, website.
Entire community is aware of STEAM opportunities in their area Evidence - All STEAM opportunities are fully attended by youth and adults in the East Metro area.
30% more STEAM funding available in the East Metro area.
Documentation and data collected for each pocket of innovation. Champions of innovation train others.
The East Metro area benchmarks STEAM and Career Technical Education (CTE) integration that is proven to provide youth a clear continuum to well-paying, living- wage jobs. Evidence - 10 youth who have benefitted from the efforts have leadership opportunities to share their story on a local and national level.
Workforce Development Priorities guide programmatic offerings and curriculum alignment for 50% of EMSP partners.
1% of all high school educators and their students are partnered with an industry professional and familiar with industry needs in high-wage, high-needs areas.
Demographics of STEAM programming attendance, partners, and leadership match those of the East Metro Area. 2
East Metro STEAM Partnership Plan 2016 - 2017
Members of EMSP serve as subject matter experts for inclusive environments to interested parties.
Evaluation of all EMSP partners to identify strengths and provide suggestions for growth regarding equity and empowerment.
All EMSP partners work with EMSP’s Youth Advisory Council to increase relevance and cultural responsivity of messaging and/or programming.
The strategies to achieve the aforementioned targets are outlined in the Backbone funding application. They have been pasted below for reference and adapted to the Logic Model that can be found in Appendix 5. The strategies include: 1. Create partnership opportunities to support formal and informal STEAM education. a. Collaborate with districts, schools, and community and business partners to ensure more children, youth and adults have access to quality STEAM programs. b. Connect funding opportunities and partners to advance collective goals. c. Support STEAM providers with professional development opportunities. 2. Engage community and business partners to support STEAM-CTE programs. a. Engage business and industries in East County to define workforce development priorities. b. Connect youth and adults with post-secondary readiness experiences that contextualize CTE and STEAM coursework. 3. Engage stakeholders representing minority, women, disabled and disadvantaged communities to increase participation of those underrepresented in the STEAM fields. a. Connect partners to encourage collaboration and promote engagement and participation in best practices. b. Educate stakeholders about the benefits of and paths to STEAM careers to promote increased involvement by those underrepresented in STEAM fields. The outcomes expected in the short-, medium-, and long-term can be found aligned to needs, resources, and strategies in the Logic Model located in Appendix 5. The have been pasted below for reference: Short-Term 1. Assets and areas of need are easily identified by leveraging tools that evaluate open data* 2. STEAM/CTE awareness increased in East Metro Area among the entire community 3. Tools for establishing welcoming and supportive environments are shared with all participants Medium - Term 1. Open data* tools inform all STEAM/CTE programming 2. Clear pathways to STEAM/CTE fields are identified, visible, and accessible to the community. 3. All partners are able to evaluate and take corrective action regarding diverse representation in programs, activities, and organizations Long - Term 1. Successful collaboration efforts of stakeholders are sustained into the future. 2. Students experience measurable placement in well-paying career options and continuing education 3
East Metro STEAM Partnership Plan 2016 - 2017 3.
The demographics of STEAM/CTE programming match the demographics of the East Metro area.
Asset Map and Analysis The East Metro Area represents 5 school districts, 46,000 students, 2,000 teachers, the most diverse, and economically challenged residents in the state of Oregon. The community is strong and engaged in advocating for what the area needs to succeed and EMSP has many community assets to rely upon as the Partners begin to move forward towards an east county community where children, youth, and adults have equitable access to and are engaged in STEAM learning that results in a skilled workforce and increased economic opportunity. People are what drive change and represent the strongest asset in the East Metro Area. The call for action out of Multnomah County Commissioner Diane McKeel’s office pulled together a repertoire of skilled and dedicated professionals, community members, and advocates. From leadership to implementation, human assets are what make change possible in the East Metro Area and EMSP is eager to provide a collective space for all interested partners. EMSP was built by a dedicated group of leaders representing many sectors in the East Metro area who volunteered to provide guidance, connections, and feedback on a regular basis. The initial members are still engaged and include: the City of Gresham, Microchip Technology Inc., Mt. Hood Community College, Impact NW, Home Forward (the County’s housing authority), Techolicy LLC, and Reynolds School District. The founding members now make up the Leadership Team and advocate for the work of EMSP by serving an advisory role, providing direction, connecting to resources, and supporting action. Leadership changes in several members of the original lead partners have caused a shift in representation that is being addressed through the establishment of governance and a focus on additional recruitment. EMSP also boasts an inclusive list of community advocates from the East Metro area and beyond. Community advocates drive the needs and resources conversation, support implementation, and engage and inform the broader community. Community advocates who have signed a letter of support include education nonprofit, and business cohorts. Education partners include: David Douglas School District, Centennial School District, Parkrose School District, the Center for Advanced Learning, Gresham-Barlow School District, and Portland State University. Non-Profit Partners include: Saturday Academy, All Hands Raised, Business Education Compact, Oregon First, Metropolitan Family Service, Project Lead the Way. Business partners include: KCR Manufacturing, the Gresham Chamber of Commerce, and Mt. Hood Community College Small Business Development Center. The majority of partners are in the process of submitting formal statements of commitment and include all aforementioned sectors. Interested education partners include: Rosemary Anderson East, Metro East Web Academy. East Metro serving nonprofits that have an interest and commitment to EMSP include: El Programa Hispano Católico, Chess for Success, Worksystems Inc., Girls Inc., Morpheus Youth Project, The Boys and Girls Club, Grow Portland, Catholic Charities, EAST Knowledge, Log Camp, Oregon MESA, Metro East TV, TiE Oregon, Pixel Arts, the Rosewood Initiative, and the Ten80 Foundation. EMSP also partners closely with Multnomah County entities including: Gresham Library, Fairview Columbia Library, Troutdale Library, Rockwood Library and Makerspace, East County Caring Community, and Work Source Portland Metro East. Additional business partners include: McKinstry, NedSpace, Northwest Enforcement, Oregon Tradeswomen Inc., Portland General 4
East Metro STEAM Partnership Plan 2016 - 2017 Electric, Sparkfun, ESRI, the Port of Portland, Technology Association of Oregon, and the Art of STEM. In addition, EMSP works closely with other, adjacent, regional STEM/STEAM networks including: PMSP (Portland Metro STEM Partnership), SMSP (South Metro-Salem STEM Partnership), N/NE STEAM Coalition, and the SW WA STEM Network (Southwest Washington STEM Network). EMSP worked with the GIS (Geographic Information Systems) team at the City of Gresham to build an interactive resource to represent all of the partners who have signed formal letters of commitment. ESRI, a leading global GIS platform developer, has offered to provide EMSP direct support in managing, updating, and leveraging the tools available to enable better use of open data for decision making. ESRI has also offered EMSP free access to a gallery of mapping tools and extends this offer to non-profit organizations throughout the globe. The GIS map is a work in progress and can be seen under the “About” section on EMSP’s website found at https://eastmetrosteam.org/maps/ EMSP is fortunate to leverage a few financial assets. Backbone funding from the Oregon Department of Education coupled with support from Mt. Hood Community College has made the hiring of a full time Director possible. Boeing has been a continual supporter of teacher professional development through EMSP. Mt. Hood Community College serves as the backbone organization and has contributed scholarships and support for programmatic funding through funding streams at the college. CTE budgets in the East Metro area are well-managed and there appears to be opportunity for CTE Revitalization grants moving forward. Many EMSP partners currently have funding for innovative projects including: an NSF grant for the Synergies project in Parkrose, an ODE grant for the FutureWorks project out of Impact NW, STEM Beyond Schools grant with PMSP, PGE grant with PMSP for Oregon Connections implementation, and school administrators willing to allocate funding to support professional development in STEAM areas for their teachers. The City of Gresham does not have a Parks and Recreation department and works with limited financial resources to provide activities for youth the the area and they are interested in partnering with EMSP to provide more STEAM-related activities. EMSP has also been the recipient of countless hours of volunteer time and in-kind donations. For years the effort was led solely by a dedicated group of volunteers who ensured the successful procurement of Backbone funding for the organization. They continue to selflessly dedicate their time whenever and wherever their support is needed. The GIS team at the City of Gresham has also contributed countless hours to building mapping tools for the Partnership. Mt. Hood Community College offers access to a dedicated grant writer, strategic guidance, and collaboration opportunities with many well-qualified professors and professionals. The East Metro area is home to a rising reaction to the impacts of gentrification, displacement, and disparate resource allocation. The community and its supporters are rising to the call of the most passionate members. Programming providers must be resourceful when planning locations to provide opportunities as transportation in the East Metro Area is a challenge and, like many metropolitan areas, the “last mile” of transit is often that hardest for many of the community members in the East Metro area. The East Metro area has a growing list of location assets willing to host programming including: Home Forward housing locations; public 5
East Metro STEAM Partnership Plan 2016 - 2017 school buildings; the Rosewood Initiative, which just broke ground on a renovation project; the City of Gresham recently purchased a defunct restaurant named the Black Cat Cantina and have renamed it the Sunrise Center, it is a community space that offers a commercial kitchen; the Rockwood Library is home to a You Media Makerspace; Impact NW also houses a Makerspace; David Douglas opened their Makerspace this year; the city of Gresham has been renovating old courts for futsal; churches in the area have stunning facilities; the Center for Advanced Learning boasts state-of-the-art learning facilities; MetroEast provide community access to industry standard communication tools for a miniscule yearly fee; Mt. Hood Community College is quickly beginning to take center stage in STEAM programing and has campuses in Gresham and Maywood bookending the East Metro community; and on the horizon is the Rockwood Rising Project. The Rockwood Rising proposal includes an array of uses intended not only to fill gaps in the kinds of businesses available to the community – particularly access to affordable healthy food – but to provide new opportunities for entrepreneurship and education. Among the core tenants are MetroEast Community Media, a small business development center from Mt. Hood Community College, a community maker space, flex office space and a food marketplace with dozens of stalls for small producers – including the region's first income-restricted commercial spaces. (Beebe & Sherrill, 2016) The City of Gresham is also eager to welcome a new Boys and Girls Club set to open in the coming year and will be adjacent to Open School, a new 7th-12th grade college-prep school for at-risk youth. Although it is a positive addition, the Club does not have the capacity to serve youth as far west as 82nd Ave, which is also the East Metro area. Last, but not least, EMSP is fortunate to have the support of KCR Manufacturing and Microchip Technology Inc. which serve as spaces for tours and internships in the East Metro area. EMSP comes into a growing ecosystem of change agents. The East Metro area just hosted the US Secretary of Commerce, Penny Pritzker, for the third annual Makers Gone Pro Event putting the area on the national stage for innovation in STEAM/CTE alignment. The East Metro area is home to 39 SUN Community School locations acting as neighborhood hubs throughout the area. David Douglas and Reynolds school districts offer technology-integrated curriculums. Many established program providers are experiencing success in expanding to the East Metro area. Some of the providers beginning to pave the way in the East Metro area include: Boys and Girls Club, Saturday Academy, Pixel Arts, Girls Inc., iUrban Teen, and Airway Science for Kids. EMSP has no shortage of intellectual assets. The Partnership is comprised of a vast network of experienced professionals led by a highly-engaged Leadership Team. The Leadership Team represents diverse perspectives from education, business, and government as well as institutional knowledge of the East Metro area. The Director of EMSP has experience with Collective Impact in many metropolitan areas including Chicago, Denver, and Los Angeles. The Director also has working experience in all of the facets the Partnership engages with from the formal classroom to nonprofit to political office and welcomes the input of all community members through grassroots organizational practices. The East Metro area is also home to a quickly diversifying population: 55% of the 2016-2017 public school students are non-white. The diverse population presents an incredible asset for the community and EMSP is in a unique place to advocate for equity and diversity at all levels. Several key pieces make up the infrastructure that supports EMSP. The Leadership Team as well as partner organizations represent all stakeholder groups in the area. Mt. Hood Community College provides a conduit for STEAM, CTE, and Dual Credit alignment. The Gresham Chamber of Commerce and the Workforce Development Team at the City of Gresham provide a connection to city resources and assets, specifically business related. East County Caring provides access to comprehensive research and demographics data as well as guidance and connection to key members of the community. EMSP is also well on its way to establishing a comprehensive communication strategy. A Communication Plan (Appendix 2) has been developed as well as social media channels including: Facebook (https://www.facebook.com/eastmetrosteam/), Twitter (https://twitter.com/eastmetrosteam), and Instagram (https://www.instagram.com/eastmetrosteam/). EMSP now has a website: www.eastmetrosteam.org as well as monthy newsletters and weekly updates regarding oppotunities for schools. 6
East Metro STEAM Partnership Plan 2016 - 2017 EMSP is rich with assets and also faces startling gaps. This section explores the gaps in the East Metro area including connections, industry representation, funding, and clarity in data and reporting. Populations and providers are moving at a record pace in the East Metro area. Due, in part, to record growth and unaffordability in the Portland housing market “many longtime residents, particularly minorities, are being pushed to east Portland, a neighborhood referred to as “The Numbers” for its high-numbered streets.” (Semuels, 2016) The pace of displacement and distance makes for a murky picture of who is doing what in the East Metro area. Not only are populations incredibly mobile, but residents also face zoning challenges unique to the East Metro area. The Rosewood Initiative sits at an intersection where one side of the street is Gresham and the other is Portland. The line dividing the two cities often falls between houses. Zip Codes used by the U S postal service do not align with city boundaries causing confusion over which city residents reside in (a Gresham location can have a Portland zip code). This makes access to city services challenging and even causes confusion at the polls. West of the actual border between the two cities is East Portland. “If East Portland were its own city—and in many ways, it is—it'd be the third-largest in Oregon, with 150,000 people, roughly equal in population to Eugene and Salem.” (Pein, 2011) East Portland rests east of the physical barrier of 82nd Ave and a drive through the area uncovers a completely different Portland devoid of sidewalks, paved streets, reliable access to transportation, and an obvious discrepancy in resource allocation. The East Metro area is home to a limited number of business partners and EMSP must work to engage all of the possible partners in the area to compensate for the immediate lack of large employers. The businesses we do have engaged are extremely passionate and will be able to help the Partnership connect to tech, healthcare, manufacturing, construction, and transportation. By leveraging a Business Action Team with clear deliverables and action items EMSP hopes to turn this gap into a strength. Funding is disproportionately allocated in the Portland Metro area possibly due to fewer large tech-sector employers in the East Metro area. Evaluating the number of students eligible for free and reduced lunch through Multnomah County GIS tools (Appendix 3) shows that the East Metro area is home to a majority of the poverty in the metro area. Attained education levels are lower in the East Metro as are student high school graduation rates. The area is home to more children than the western part of the County, as well as a more diverse population and health outcomes are among the worst in the state. Regardless of the heightened need, much of the resource allocation for STEAM education happens in the Portland Metro, Beaverton, and Hillsboro area. A lack of the clear need for resources and a concrete plan regarding what could be done with the funding may have attributed to the disproportionate allocation. EMSP will leverage STEM Hub certification by the Oregon Department of Education, continuing support and partnership with Boeing, and incredible innovation driven by a lack of resources to set the East Metro area on a national stage for funding allocation. The East Metro area is experiencing a gap in data as it relates to STEAM opportunities available to youth and families. A comprehensive evaluation and compilation to identify currently missing information regarding what schools offer in regards to STEAM programming needs to be completed. A data collection tool to gather information regarding demographics of current STEAM participants also needs to be designed. Finally, a general evaluation of what out-of-school opportunities are available to youth would be incredibly helpful as the Partnership moves forward. 7
East Metro STEAM Partnership Plan 2016 - 2017 The Digital Divide also poses a formidable and growing gap in the East Metro area. “Closing the gap—between those who experience the social and economic benefits from Internet use, and those who do not—will require further efforts to reduce barriers in affordability, relevance, and computer literacy.” (Mapping the Digital Divide) For all of the gaps and needs, the East Metro area has a committed group of innovative advocates and engaged community members. We are starting to see the state and nation take notice and with the support of organizations like the Oregon Department of Education, our local businesses, and dedicated educators we will successfully develop and align resources through collaborative partnerships to support STEAM initiatives.
East Metro STEAM Partnership Plan 2016 - 2017
Needs Assessment The East Metro area has a unique set of needs when compared to the rest of metro Portland, but the needs show a changing landscape that is hallmark of rising cities and the creation of America’s forgotten urban areas. “ A study by “Governing” magazine showed that Portland gentrified more than any of the 50 cities on its list between 2000 and 2015. It showed that 58 percent of Portland’s low-income neighborhoods—all located in north, northeast and southeast Portland—gentrified during that period, measured by the rise in home values and percentage of residents with bachelor’s degrees.” (Kirkland, 2016) EMSP outlined comprehensive data evaluation regarding social characteristics, economic characteristics, and evaluation of the gap of proficiency in STEM subjects for the East Metro area in the Backbone application. The key takeaways from the data that persist today are that the East Metro area finds only 19% of its residents with a Bachelor’s degree or higher when that state goal is 40% and the rest of the state has 30% attainment. Interestingly, the East Metro area, and the State of Oregon, only sees 8-9% of people with an Associated Degree where the state goal is 40%. The US Department of Labor recently released studies that support the possibility of securing a STEM career without a 4 year degree. “...There is a growing recognition that what workers really need are the right skills and credentials to fill specific jobs. To that end, more employers are creating apprenticeship programs to train employees on the job, and more workers are turning to community colleges for certificate programs or associate degrees required for certain in-demand fields.” (Harper & Lacey, 2016) Evaluation of data compiled by the State of Oregon Employment Department (Appendix 8) shows the East Metro Area sees poverty rates up to 6% higher than the Portland Metro area and workers in the East Metro area earn, on average, $19,000 less per year than their peers in the Portland metro area. A needs assessment conducted with designated STEAM representatives from all five school districts (Appendix 4) indicated that schools are interested in technology integration, reliable funding sources, and synergy and alignment across subject areas. Looking at assessment data from the previous school year indicates the EMSP schools have a documented need for support in STEAM education. An average of 45% of students did not meet state benchmarks for achievement in math and science. EMSP District Data 2013-2014 % of Students who scored “did not meet” on Smarter Balance field assessment District
In order to achieve progress on designated focus areas EMSP highlighted four areas of high-need intervention and those include: the inclusion of youth and diverse voices in planning and implementation, improved connection and representation between education and industry stakeholders, equitable access to 9
East Metro STEAM Partnership Plan 2016 - 2017 funding and programming for all student populations, and strategies to increase community awareness and knowledge of STEAM opportunities. Soft skills often come up in conversations with employers and educators when addressing STEAM preparation. According to AccuVision, the assessment administered in conjunction with the Oregon National Career Readiness Certificate program funded with federal Workforce Investment Act (WIA) funds and administered by the Oregon Department of Community Colleges and Workforce Development, key skills they measure include: integrity, responsibility, self-esteem, self-management, sociability, customer relations, decision making, commitment to quality, teamwork, influence, problem solving, listening, quality orientation, and customer service. Building, and measuring, soft skills is a challenge in formal education because the tools to measure the skills do not exist in a systematic way. STEM and CTE learning experiences have been shown, anecdotally, to build soft skills in youth. The most pressing need in the East Metro area and throughout the country is the replacement of retiring Baby Boomers in the skilled workforce. “AARP, the nonprofit advocacy group for Americans age 50 and older, has said that every day, 10,000 boomers reach the traditional retirement age of 65. That trend began in 2011 and is forecast to continue for the next 14 years.” (Shea, 2015) Up to 30% of the workforce in the East Metro area is set to retire in the next 5 years. The need is not only with industry employers, Mt. Hood Community College is seeing the majority of its Cybersecurity teaching staff eligible for retirement at the end of this school year. Steps must be taken to ensure that youth are prepared with the skills needed to fill the jobs that will be vacant in the coming years. It would serve industry and education best to collaborate, in attempt to pass on the knowledge of veteran employees to youth through apprenticeship programs and internships.
East Metro STEAM Partnership Plan 2016 - 2017
High-leverage Strategies and Programs High-leverage strategies and programs include interventions and approaches aligned to the focus areas and metrics are outlined in the Executive Summary and can be found in the Focus Areas document (Appendix 1) and the Logic Model (Appendix 5). Details of the specific strategies have been described in greater detail below. Strategies and programs aligned with the focus area Create partnership opportunities to support formal and informal STEAM education include: Community-facing data tools including GIS mapping, social media, websites, and updates allow for consistent and open communication that is essential to the effectiveness of multi-stakeholder partnerships. Both internal and external communication is essential to keep partners engaged and informed, and also so that the broader community understands the purpose and progress of the Partnership. A STEAM Campaign aligned to the efforts outlined in NC STEM The do-it-yourself guide to STEM community engagement. “The term “STEM” quickly became a household name in this community in a few short months. The success of this community engagement belongs to the “Got STEM?” campaign – a multi-platform marketing strategy that effectively engage all community stakeholders in STEM efforts. The Leadership Team designed a logo to imprint on yard signs, bumper stickers, and pins. They took advantage of local media outlets such as newspapers, blogs and the school district website. The phrase “Got STEM?” made appearances at local fairs, meetings, and events – it essentially became a viral phenomenon throughout Lenoir County, eventually moving into other areas of the state.” (Carraway, Et al, 2012) Engage a Funding Action Team led by industry leader in national STEM education funding to identify and apply for additional, collaborative funding. The Team will also be able to leverage resources from Mt. Hood Community College’s dedicate grant writer provided through Ellucian. The path to successful transformation starts with small pockets of innovation. In an attempt to support partnerships between industry, education, and nonprofit EMSP will be asking partners to submit suggestions for pockets of innovation. Leveraging a community voting process, the top 15 pockets will be selected for implementation. The innovations will be documented through media and evaluation and successes as well as lessons will be shared. Strategies and programs aligned with the focus area Engage community and business partners to support STEAM-CTE programs include: Chris Holden of KCR Manufacturing stated “STEAM is CTE” and after discussing possible areas of strength with PMSP and SMSP it became apparent that there exists a gap in STEAM/CTE alignment that EMSP is positioned to fill. There is a need for clearly defined pathways and overlap that will be easier to achieve as the EMSP director works in the same office as the regional CTE coordinator and the Dual Credit coordinator.
East Metro STEAM Partnership Plan 2016 - 2017 A strong Business Action Team comprised of a diverse representation of EMSP partners will work to define Workforce Development Priorities. What do employers really need and how can educators work to better prepare youth? Provide opportunities for teachers and students to get out into the industry partners in the East Metro area. Guided externships provided through the constructs of professional development will allow teachers to better understand the application of classroom lessons. Internships for youth will provide youth with a framework for understanding the application of skills learned in the classroom. Develop strategies and programs aligned with the focus area â€‹Engage stakeholders representing minority, women, disabled and disadvantaged communities to increase participation of those underrepresented in the STEAM fields include: Insuring Advisors are engaged from the broader EMSP community to establish an Equity and Empowerment Action Team. This team works with partners to establish metrics for representation as well as best practices for building welcoming environments and cultures to ensure that we not only meet metrics, but also retain diverse members. All EMSP partner organizations complete guided evaluation regarding equity and diversity and provided access to Multnomah County and State of Oregon tools to build equity and diversity within their organizations. Youth are engaged as leaders through a Youth Advisory Council and to ensure their participation is possible in such a high-needs area stipends will be paid to participants. The director will work closely with Multnomah County agencies including the STRYVE Program, East County Caring Communities, and POIC to provide youth engaging in leadership development programs the opportunity to assume leadership roles in the shaping of STEAM education and career preparation in the East Metro area.
East Metro STEAM Partnership Plan 2016 - 2017
Data & Evaluation Strategy Metrics for evaluation aligned to EMSP focus areas can be found in the Focus Areas document located in â€‹Appendix 1. At the conclusion of our first year we hope to raise awareness in our partner community, the larger community, and the national community regarding opportunities in the East Metro area. We also aim to engage industry partners and pair them with educators and students. Lastly, given our uniquely diverse population the East Metro area will serve as a guide for equity and diversity for the other STEM Networks nationally. EMSP recently requested bids for external evaluation from three companies in the Oregon area. Deliverables include: development of shared measurement tools for STEAM partners to evaluate the impact of programming in regards to EMSP metrics, collaborate with a regional action team to collect data using shared measurement tools, evaluate data collected from the shared measurement tools and prepare informational reports, collecting qualitative feedback quarterly from partners and community members through group interviews, collaborate with regional action team to schedule and execute in-person interviews, work with Mt. Hood Community College IRB to complete needed reporting for human subjects, adhere to FERPA requirements with all data pertaining to youth. The hope is to leverage existing evaluation structures that have been years in the making in the East Metro area including the Synergies Project, an NSF funded longitudinal study regarding youth interest in STEAM related topics and the impact of connecting community resources. A logic model illustrating how strategies will lead to measurable outcomes- both short- and long- term can be found in â€‹Appendix 5.
East Metro STEAM Partnership Plan 2016 - 2017
Sustainability EMSP is eager to begin leveraging Backbone funding and applying for Programming Dollars. A cash flow projection for the remaining 10 months of the Backbone grant can be found in Appendix 6. Beginning in November, funds will be allocated for Action Team leader stipends. The most important Action Team being the Funding Action Team to work on securing additional resources for the sustainability of EMSP. Business engagement is going to be key to sustainability for EMSP. Leveraging resources available through Mt. Hood Community College, The Gresham Chamber of Commerce, the Technology Association of Oregon, the East Portland Chamber of Commerce, the Hispanic Chamber of Commerce, and the Workforce Development Team at the City of Gresham will be key in engaging local businesses in a meaningful way. Working off of Scott Nine’s idea of identifying 25 potential Funders or Advocates for our work and building strong relationships with them as well as increasing awareness of the narrative through marketing, social media, and documentation will elevate the communities awareness of EMSP. Several businesses that can be immediately added to outreach efforts include: Leatherman Tools Inc., AER Manufacturing, ON Semiconductor, Pierce Manufacturing, Imperial Brown, Tube Specialties Company, Center for the Arts Foundation, Organically Grown Company, Radcomp Technologies, and MedCure. This is not an exhaustive list and most of the businesses listed have community giving campaigns. EMSP has been fortunate to be included on several grants with PMSP including the STEM Beyond School grant and the PGE expansion grant for Oregon Connections. Boeing has also been a funder of EMSP for the past two years and this factor will be key in seeking additional funding as we move to diversify our support with additional funders. EMSP’s Leadership Team has outlined an initial governance structure that will be revisited quarterly to adjust and edit as we grow. The initial governance structure can be found in Appendix 7. An organization chart representing the current structure of EMSP as a Collective Impact Organization is located below. The Leadership Team holds the top directional role within the organization. Mt. Hood Community College serves as the Backbone Organization and provides oversight of the Director, finances, and legal structure. The Director oversees day-to-day operations and the proposed Action Teams to address key focus areas. EMSP partners inform action at all levels of the Partnership.
East Metro STEAM Partnership Plan 2016 - 2017
Collective Impact should be a lean operation and as many resources as possible must be put back into the operations on the ground to drive systemic change. As EMSP grows needs may arise for additional staffing and at this time Mt. Hood Community College supplies a wealth of staff resources to the Director. The EMSP Director currently has access to an administrative assistant to support budget requests and compliance as well as access to volunteer support for events. EMSP may look into Intelâ€™s Social Venture Partners in regards to engaging businesses in the area although other organizations have struggled to secure fellows for East County possibly due to the commute. EMSP is willing to explore remote work for an interested candidate. In an attempt to stay true to the vision of an East County community where children, youth, and adults have equitable access to and are engaged in STEAM learning that results in a skilled workforce and increased economic opportunity EMSP is interested in working with the placement office at Mt. Hood Community College to place interns for social media, website and GIS support, and possibly marketing. Providing youth and young adults with the opportunity to earn marketable skills while raising their awareness of STEAM opportunities and resources in the area would be a win-win for both the Partnership and the interns. Mt. Hood community college serves as the Backbone Organization for EMSP, therefore EMSP is bound to the legal structures, procedures, and protocols of Mt. Hood Community College.
East Metro STEAM Partnership Plan 2016 - 2017
Resources Beebe, C., & Sherrill, J. (2016). Dispatches: Seeing change in 4 Oregon communities. Retrieved October 30, 2016, from http://www.oregonmetro.gov/news/dispatches-seeing-change-4-oregon-communities Carraway, A., Rectanus, K., & Ezzell, M. (2012). The Do-It-Yourself Guide to STEM Community Engagement. Retrieved October 30, 2016, from http://www.ncpublicschools.org/docs/stem/resources/diy-guide.pdf Harper, C., & Lacey, T. A. (2016, July 28). Get a STEM job with less than a 4-year degree. Retrieved October 30, 2016, from https://blog.dol.gov/2016/07/28/get-a-stem-job-with-less-than-a-4-year-degree/ Kirkland, J. (2016, May 23). Portland's Growing Pains. Retrieved October 31, 2016, from https://www.pdx.edu/studentaffairs/news/portlands-growing-pains Mapping the digital divide. (2015, July). Retrieved October 30, 2016, from https://www.whitehouse.gov/sites/default/files/wh_digital_divide_issue_brief.pdf Pein, C. (2011, October 11). The Other Portland. Retrieved October 30, 2016, from http://www.wweek.com/portland/article-18071-the-other-portland.html Semuels, A. (2016, May 17). Can Portland avoid repeating San Francisco’s mistakes? Retrieved October 30, 2016, from http://www.theatlantic.com/business/archive/2016/05/the-real-roots-of-portlands-housing-crisis/482988/ Shea, B. (2015). As baby boomers exit workforce, employers don't want knowledge to go with them. Retrieved October 30, 2016, from http://www.crainsdetroit.com/article/20150703/NEWS/307059997/as-baby-boomers-exit-workforce-employ ers-dont-want-knowledge-to-go
Appendix 1 East Metro STEAM Partnership Focus Areas
Appendix 2 East Metro STEAM Partnership Social Media Communication Plan
Increased awareness of all existing collaborations leading to an ecosystem for growth.
Success stories showcasing invention, innovation, and exploration by youth and families in the area.
Facebook and Instagram will be used to define the narrative. This will be done by re-posting partner content 2X and 1 unique post each week. The goal is 30 likes and 3 comments for each post.
Youth and Families
Parents and students engaged in conversations with business and education
Snapchat will be used by Youth Council to share STEAM opportunities. 25% of program attendees will be driven to events via Snapchat by 3/2017
Organizations are able to serve communities where they are
GIS enabled asset mapping linked to monthly informational posts on Linked In and a dedicated section in the newsletter. Click Through rate will be 30%.
Programs in Portland targeting opportunity populations will recognize the need to establish satellites in East County and they will have the resources (space, funding, demand) to do so
Twitter and Facebook leveraged to connect with providers looking to expand. 100% of schools partnered with EMSP provide STEAM learning opportunities by 8/2017
Champions in the community are recognized and showcased for their work
Monthly showcase of community partners. Video and marketing material compiled by CAL students. Videos receive 1,000 views per month.
Teachers and Schools Youth and Families
Raising awareness in Portland and nationally for the resource need in East County
10% of EMSP followers are national partners
New, robust collaborations
Increased funding for STEAM programs in East Metro area
More funding to increase partnership reach and impact
40% of STEAM programming in Multnomah county comes to East County by 2018 25 funders follow EMSP on any SM outlet by 8/2017
Appendix 3 Multnomah County Demographics Free and Reduced Lunch Rates 2013-2014
Appendix 4 STEAM In School Needs Assessment
Appendix 4 STEAM In School Needs Assessment
Appendix 5 Logic Model
Appendix 6 Cash Flow Projections - 10 Months Backbone Funding
Appendix 7 Governance
Page intentionally left blank. Governance follows.
East Metro STEAM Partnership Governance Structure for Leadership Team Version 1 - October 2016 The founding members of the Leadership Team exist to influence and support the vision and mission of the East Metro STEAM Partnership. The initial governance structure is an adaptation of iUrban Teen’s Industry Advisory Council Description that was edited and refined by the Leadership Team. Purpose: Vision - An east county community where children, youth, and adults have equitable access to and are engaged in STEAM learning that results in a skilled workforce and increased economic opportunity. Mission - The EMSP develops and aligns resources through collaborative partnerships to support STEAM initiatives. Values - We will realize this vision through celebrating: ● Diversity ● Equity ● Opportunity ● Inclusiveness ● Creativity ● Perseverance Form: The the Leadership Team advocates for the work of EMSP by serving an advisory role, providing direction, connecting to resources, and supporting action. Leadership Team Roles & Responsibilities: Each member of the Leadership Team commits to: ○ Participate in a minimum of 9 monthly meetings a year in person, via phone, or through an appropriate representative. ○ Support the director and partners in pursuing the following vision: An east county community where children, youth, and adults have equitable access to and are engaged in STEAM learning that results in a skilled workforce and increased economic opportunity. ○ Provide the following support to EMSP: ■ Endorsement of binding agreements ● Grants ● Partnerships ● Funding ○ Outline budget ○ Approval of spending over $5,000 ■ Approval of new partners ● Interested partners submit a letter of support ● New members are approved monthly (majority vote required) ■ Connections to existing resources ● Funding ● Data ● Space ● People ■ Review and evaluation of Collective Impact efforts ○ Act as advocates and promote EMSP’s mission and vision in the the community including building new partnerships.
Members of the Leadership Team: Mt. Hood Community College
VP, Innovation, Workforce, & Partnerships
Microchip Technology, Inc.
VP of Fab 4 Operations
Director, Policy and Equity
City of Gresham
Business Recruitment and Retention Specialist
Urban Opportunities Program Manager
Reynolds School District
Director Secondary Education
David Douglas School District
Representation - The Leadership Team is responsible for maintaining representation from each target and have a minimum of 10 leadership members. The Leadership Team will strive to have representation reflective of the EMSP area listed below in an effort to bringing expertise, diverse perspectives, and resources. These suggested representation goals include: ○ Partner representation ■ Business/Industry ■ Government ■ Education ■ Non-Profit ■ Community Member ○ Diversity ■ American Indian ■ Asian ■ Black/African American ■ Hispanic/Latino ■ Multi-Racial ■ Native Hawaiian/Pacific Islander ■ White Decisions: The Leadership Team follows a simple consensus process finalized by a majority vote. Each member represents one vote.
Leader/Facilitator/Staff: Collective Impact Leadership Model - commitment of a group of actors from different sectors to a common agenda for solving a specific social problem, using a structured form of collaboration. Officers: ● Treasurer - Responsible for directing and reporting on EMSP’s budget to the Leadership Team ● Secretary - Documents meeting notes and action items
Agenda - Director drafts agenda that is distributed to Leadership Team Members 4 days before a meeting. Bylaws: Meetings - The Leadership Team meets once every 4th Friday from 9am - 10:30am at Microchip Technology, Inc. Appointment Process - The existing Leadership Team has a nominating power, guided by preceding representation targets, and may bring names and resumes forward and makes a recommendation. The Leadership Team then votes to accept or reject the new member. Resignation - Any Leadership Team Member may resign at any time by giving written notice to the Leadership Team or to the Director. Such resignation shall be effective when the notice is received unless the notice states a later effective date. The acceptance of such resignation shall not be necessary to make it effective. Removal - Any Leadership Team Member may be removed with or without cause at any time by the affirmative vote of at least two-thirds of all Leadership Team Members in office. The removal shall be effective when the notice is received by both the Member to be removed and the Director unless the notice states a later effective date. Equity and Diversity- The Leadership Team commits to learning and practicing through the Multnomah County Equity and Empowerment Lens and any additional tools available through the State of Oregon. ○ Assess their current ability for equity work ○ Describe current direction and strategies ○ Identify inequities and injustices in the current issue ○ Reflect and understand their strengths and challenges ○ Enhance what is leading to equity and empowerment ○ Eliminate strategies and root causes leading to inequities and injustices ○ Celebrate successes and improvement Director Management and Evaluation - Conducted by Mt. Hood Community College Terms of Service: The term of service for Leadership Team Members shall be two years. A Leadership Team Member may be reelected without limitation on the number of terms she or he may serve. The Leadership Team shall elect its own members, except that a Leadership Team Member shall not vote on that member’s own position.
Appendix 8 Portland Metro Region Economic Indicators
Page intentionally left blank. Portland Metro Economic Indicators document follows.
Portland Metro Region Economic Indicators by Community 2014 & Change from 2010
Earnings Full-time workers
College Degree % of Population
Portland Metro Area Change from 2010
City of Portland North East Southeast West Inner East
7.4% 9.7% 7.0% 7.7% 5.7%
117,491 129,106 110,512 144,487 115,210
$62,711 $46,261 $62,418 $92,924 $68,127
64,503 57,250 62,803 79,489 69,029
20% 24% 19% 12% 15%
40% 67% 55%
Portland Metro Area: Clackamas, Columbia, Multnomah, Washington, Yamhill, Clark and Skamania Counties Data Source: US Census, American Community Survey, 1 year ACS Unemployment Rate
4 Year Degree %
Icons: Luis Prado, Lemon Liu and others, from The Noun Project
Christian Kaylor Christian.R.Kaylor@oregon.gov
Published on Nov 29, 2016
Published on Nov 29, 2016
This is the first draft of the East Metro STEAM Partnership Partnership Plan. The plan is a living document and will be edited and revised...