The structure of Strive rests on four pillars framed around the unique strengths and needs of an individual community

The framework for building such a civic infrastructure is outlined below in detail. It is important to note that this is not a “model” as there is no single method for implementing the framework in a community. Instead, the framework acts as a guide for those willing to commit over the long-term to developing the right infrastructure that meets the unique needs of their individual community.

Shared Community Vision

– A broad set of cross-sector community partners come together in an accountable way to implement a cradle to career vision for education and communicate that vision effectively

• Cross-Sector Stakeholder Engagement – A partnership is established with representation from key sectors such as education, non-profit, philanthropic, business, civic and community leaders to develop and implement their cradle to career vision
• Partnership Accountability Structure – The agreements and/or operating principles among the cradle to career partners about how they will interact with each other, accomplish goals, and improve outcomes over time, including the establishment of an anchor entity with core staff
• Strategic Communications – The messaging and branding of the cradle to career partnership to ensure a consistent understanding of the vision throughout the community. This includes using multiple methods to communicate the message appropriately to different audiences

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Evidence Based Decision Making

– The integration of professional expertise and data to make decisions about how to prioritize a community’s efforts to improve student outcomes

• Community Level Outcomes – Measures of the partnership's progress in achieving the cradle to career vision and goals. They are selected from across the cradle to career continuum and ensure accountability to the community
• Priority Outcomes & Strategies – A subset of the community level outcomes for focus and the strategies within or across those priority outcomes identified to drive student success. Both are identified using local data and expertise
• Comprehensive Data Management System – System that enables the collection, storage and analysis of student and community level data to drive the continuous improvement process

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Collaborative Action

– The process by which networks of appropriate cross-sector practitioners use data to continually identify, adopt and scale practices that improve student outcomes

• Collaborative Action Networks – Groups of appropriate cross-sector practitioners working on priority strategies to improve the priority outcomes
• Continuous Improvement Approach – A common process for using data employed by networks to identify and improve practices consistently over time
• Plan to Scale Practices – Action plans created by networks for adopting or adapting the identified practices including the roles, responsibilities, and timelines for implementation

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Investment and Sustainability

– There is broad community ownership for building cradle to career civic infrastructure and resources are committed to sustain the work of the partnership to improve student outcomes

• Community Engagement – The process and Mechanisms to actively and regularly engage the voice of the community around how to improve agreed upon outcomes
• Funding for Collaborative Action – Public and private funders work together over time to align available resources behind priority strategies and action plans developed by Collaborative Action Networks
• Support for Anchor Entity – Resources are in place to ensure the key staffing roles and related expenses necessary to develop and sustain the cradle to career civic infrastructure