A needs assessment and segmentation analysis are conducted to guide the development and targeting of solutions

A data system is developed or purchased that includes the key components outlined in the Promise Neighborhoods data guidance document (case management system, neighborhood- and school-level data system, longitudinal data system, and data dashboard)

A results-driven approach (e.g., Results-Based Accountability) is used to create a data plan that follows the recommendations in the Promise Neighborhoods data guidance document (including baselines, targets, solutions, partners, and performance measures) and ways to assess fidelity of implementation, scale, and impact are identified

The Promise Neighborhoods data system is operational and used for case management in addition to neighborhood- and school-level data collection and storage

Population and performance data are collected regularly and captured in the case management system and a data dashboard (e.g., Promise Scorecard)

Performance data are used to create a culture of accountability, manage the performance of partners in achieving targets, continuously improve solutions, and monitor fidelity of implementation, scale, and impact

Longitudinal data for all 10 Promise Neighborhoods results and the 15 associated indicators are collected and can be shared as restricted use data files

Individual case data are used to improve the quality and effectiveness of solutions

Disaggregated performance and population data are available for use by partners to maintain a culture of accountability, manage the performance of partners in achieving targets, continuously improve solutions, and monitor fidelity of implementation, scale, and impact

Longitudinal data for all 10 Promise Neighborhoods results and the 15 associated indicators are collected and can be shared as restricted use data files (with an increase in data quality and completeness)

Individual and disaggregated performance and population data are routinely used by partners to continuously improve solutions and ensure targets are being met

Data are used to make the case for funding and policy changes and to maintain a culture of accountability, manage the performance of partners in achieving targets, continuously improve solutions, and monitor fidelity of implementation, scale, and impact

Longitudinal data for all 10 Promise Neighborhoods results and the 15 associated indicators are collected and can be shared as restricted use data files (with complete and high-quality data)

Needs assessment and segmentation analysis data are routinely updated to ensure that solutions meet neighborhood needs as outcomes improve and/or demographics change

Individual and disaggregated performance and population data are routinely used by partners to maintain a culture of accountability, manage the performance of partners in achieving targets, continuously improve solutions, and monitor fidelity of implementation, scale, and impact

Using a results-driven approach (e.g., Results-Based Accountability), partners with expertise along the continuum of solutions are engaged in the needs assessment and solution development

Partners understand the Promise Neighborhoods theory of change and are clear about their roles and responsibilities for contributing to targets during planning and early implementation

A formal governance structure is developed for the Promise Neighborhood, and clear decision-making processes are developed and used by partners to identify and select solutions, based on best evidence

MOUs and performance-based contracts are developed to define partner roles and contributions to targets by indicator

A formal governance structure and accountability process for the partnership are implemented and used to manage partner performance

Partners use individual and performance data to develop the right mix of solutions that include families, programs, policies and/or systems and align their individual and collective contributions with performance and population targets

MOUs and performance-based contracts are refined based on the needs of the population being served and the satisfactory performance history of partners

A formal governance structure is engaging the partners needed to reach scale (50% of population) and an accountability process is implemented and being used to manage partner performance as well as to report progress to the public

Partners use data to identify needed supports and corrective actions in areas where targets are not being met

MOUs and performance-based contracts are revised to reflect the desired scale and impact of solutions

The formal governance structure is engaging the partners needed to reach scale (65% of population) and periodically revisiting its effectiveness

The partnership uses its accountability process to provide support and/or corrective action to partners who are not delivering solutions with fidelity and/or meeting scale and impact targets

Partners routinely redirect and raise new resources, and align their own policies and practices to support the delivery of solutions

The partnership is able to influence policy and funding streams to sustain their work

Partners use data to ensure solutions continue to be effective as results improve and/or neighborhood demographics change over time

Students, families, and other neighborhood residents are trained in data collection and analysis and participate in gathering and analyzing data as well as introducing or vetting proposals for the continuum of solutions

Resident voice and the lived experience of students and families are used to inform the content and delivery methods of solutions

Solutions and support systems are designed in ways that provide multiple avenues for students, families, and other residents to contribute to the achievement of better results

Available performance data are shared with students, families, and other neighborhood residents via a data dashboard (e.g., Promise Scorecard)

Residents are trained in a results-driven approach (e.g., Results-Based Accountability) and help refine solutions based on what they are learning from data, the performance of partners, their experience and perspective

Qualified residents are hired to deliver solutions and manage support systems and residents contribute to the effectiveness of solutions in multiple ways, including governance, decision making, and strengthening their own family

Residents use a results-based approach (e.g., Results-Based Accountability) to help design and implement the accountability system

Residents contribute to the strategy for bringing successful solutions to greater scale based on what they are learning from data, the performance of partners, their experience and perspective

Residents play a leadership role in strengthening their own families by contributing to the achievement of results in multiple ways

Residents routinely use data to hold partners accountable for delivering solutions with fidelity and at the desired scale and level of impact

Partner organizations change policies and practices to support authentic resident participation in their work

A resident leadership pipeline is developed to ensure more residents have the skills and access needed to contribute meaningfully to the achievement of better results

Residents routinely use data to advocate for policy and funding needed to sustain what is working and hold partners accountable

Partner organizations routinely work with residents to ensure their policy, practice, and funding approaches are aligned with resident needs and priorities

Residents are actively engaged in the life of the neighborhood and contribute to the achievement of better results

Resources to support the planning and capacity-building process are secured

The costs of delivering solutions and building and maintaining support systems are rigorously estimated using best practice finance and accounting tools

Existing resources that can support solutions and corresponding systems are identified, aligned and/or integrated to achieve the results, and a plan for securing additional resources is developed

An analysis of existing and newly secured resources is used to inform the strategy for rolling out and scaling up solutions

Expenditures are analyzed to inform any needed revisions to short-term and long-term cost projections

Ongoing identification, alignment, and integration of resources is used to help sustain early implementation and identify gaps in funding

Partners are redirecting resources to support the continuum of solutions and new funding needed for solutions and systems is secured

Expenditure and performance data are used to guide funding priorities and estimate the costs of taking solutions to scale

A business plan that includes multiple options for securing the resources needed to maintain the cradle-to-career continuum of solutions is developed and implemented

Partners use performance data to continue to change funding priorities and patterns to support solutions that are working

Cost estimates for sustaining the work at scale are developed

Partners are successfully pursuing the financing strategies outlined in the business plan

A good mix of flexible private and public funds are available to support the cradle-to-career continuum of solutions and ongoing continuous improvement

New estimates for sustaining the work are created as solutions change to reflect improved results and/or changing demographics

The financing plan is periodically updated

A scan of the current policy environment is conducted to identify opportunities and potential threats

Partners with policy expertise and influence are enlisted in the design of solutions and a policy agenda is developed to support the achievement of results

A prioritized list of policy advocacy opportunities that are aligned with the continuum of solutions is developed as well as a strategy to advance the policy opportunities

Partners with policy expertise begin to work on opportunities and address threats in the policy environment

A policy advocacy agenda that supports scaling up what works is implemented and advanced

Policy opportunities and threats are successfully addressed

A policy advocacy agenda that supports sustaining what works is implemented and advanced

Policymakers are increasingly responsive to efforts to align policy and funding to support the cradle-to-career continuum of solutions

Local and national policymakers routinely look to the Promise Neighborhood partnership to inform the development of relevant policy and allocation of funding

Local and national policies are developed or amended in ways that support the achievement of results

A plan is created for communicating the opportunity of building a Promise Neighborhood to key audiences such as funders, policymakers, and local residents

Data from the needs assessment are used to communicate both need and opportunity and build support for the work

Communications training is provided to partners and resident leaders to tell powerful stories about the neighborhood

Data-driven messages calculated to build public and political will for the work are developed and help lay the groundwork for a strategic communications plan

A wide range of communications channels are used to communicate messages and early success stories and to manage potentially unfavorable or negative information

Partners and resident leaders are increasingly skilled at telling results stories about their Promise Neighborhoods work

A strategic communications plan to attract resources, influence policy, and build public support for the work is developed

Media and communications strategies use performance data and success stories to attract the resources and support needed to take solutions to scale

Partners and resident leaders are increasingly skilled at telling results stories about the Promise Neighborhoods work and the communications plan is fully integrated into the fund-raising and policy areas

The strategic communications plan is updated to ensure data about what is working are employed effectively to influence policy and funding needed for sustainability

The Promise Neighborhood is getting positive coverage by the media and communications strategies are helping attract additional resources

Partners and resident leaders are increasingly skilled at telling results stories about the Promise Neighborhoods work and the communications plan is fully integrated into the fund-raising and policy areas

The strategic communications plan is updated periodically to sustain public and political support for the work

The execution of communications strategies successfully influence public and political will

Partners and resident leaders are increasingly skilled at telling results stories about the Promise Neighborhoods work and the communications plan is fully integrated into the fund-raising and policy areas

Partner organizations identify a trusted and credible lead agency with the capacity to mobilize stakeholders around the development of a cradle- to-career pipeline and to serve as a fiscal agent for Promise Neighborhoods work

The lead agency and partner organizations outline the personal and organizational roles, competencies, and capacities needed to successfully execute the work during planning and assess their relative capacity in these areas

A plan for providing leadership development and organizational capacity building is developed to support implementation and provide back office services

The lead agency and partner organizations expand staffing as needed (per plan) and intentionally align operational systems to support data use, strategic and accountable partnerships, community engagement, sustainable financing, policy and systems influence, and communications

Promise Neighborhoods leaders participate in results-based leadership development activities that build skills needed for execution

Performance data are used to identify specific capacity-building partners needed to help Promise Neighborhoods service providers execute solutions with fidelity

The lead agency and partner organizations expand staffing as needed (per plan) and refine operational systems to strengthen data use, strategic and accountable partnerships, community engagement, sustainable financing, policy and systems influence, and communications

A cadre of Promise Neighborhoods leaders infuse results-based leadership skills into partner organizations and ensure leadership development opportunities are more broadly available to partners and residents

Promise Neighborhoods service providers put in place processes to support the implementation of solutions with increased fidelity; services are not continued if performance does not improve

The lead agency and partner organizations are appropriately staffed with operational systems that reinforce a collaborative culture marked by data use, strategic and accountable partnerships, community engagement, sustainable financing, policy and systems influence, and communications

Leaders and staff of partner organizations and engaged residents are well-versed in managing toward a common set of results, and indicators

Promise Neighborhoods service providers have processes and systems for reflection and revision of solution implementation embedded in a culture of results; services are not continued if performance does not improve

The lead agency and partner organizations monitor changes in the social, economic, demographic, political, and funding landscape and redistribute or restructure leadership roles as needed to sustain Promise Neighborhoods results

A pipeline to identify and support new leaders is developed to provide a deep leadership bench and contribute to sustainability

Promise Neighborhoods service providers have the skills and capacities needed to consistently contribute to improved results in the neighborhood and have succession plans in place to weather leadership changes and staff turnover