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April 30 th , 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

April 30 th , 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN. THE PROJECT. This year, our region will create a set of shared, objective metrics to track the Greater MSP region’s overall success on critical economic, environmental and social outcomes.

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April 30 th , 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

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  1. April 30th, 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

  2. THE PROJECT This year, our region will create a set of shared, objective metrics to track the Greater MSP region’s overall success on critical economic, environmental and social outcomes. The RESULT for our region will be • More effective regional priority-setting • Greater coordination across regional initiatives • Better visibility & use of existing data assets • Increased economic competitiveness Shared Prosperity Work Group

  3. CONTINUOUS REGIONAL IMPROVEMENT TOOL These indicators will be evaluative, not marketing Evaluation tool Marketing focus • Emphasis on strengths, assets, positive attributes • Externally-oriented • Used to measure progress against both bolstering strengths and addressing weaknesses • Internally-oriented • Includes both assets and deficits/opportunities

  4. FINISH THE JOB • This capstoneeffortwill draw upon all the related indicators work to create a shared dashboard that is: • Objective (not relative rankings) • Comprehensive (economic, social, environmental) • Compact (20-25 key measures in 5-6 categories) • Benchmarked against peer regions • Clearly and consistently communicated • Endorsed and used by organizations • across the region Shared Prosperity Work Group

  5. RECENT & UPCOMING INPUT SESSIONS on REGIONAL INDICATORS GREATER MSP Partner Advisory Council April 11 Itasca Project Working Team April 18 GreaterMSP Ahead April 25 Partnership for Regional Opportunity April 30 May 12 Regional Council of Mayors Minneapolis Regional Chamber of Commerce May 30

  6. SMALL GROUP EXERCISE What set of categories best captures our regional success, goals & values? Shared Prosperity Work Group

  7. REGIONAL INDICATORS What categories should we measure? Criteria The dashboard you create should be: -Comprehensive (include categories on economy, society & environment) - Relevant for leaders in all sectors (public, private & nonprofit) - Relevant for all parts of the region (urban, suburban, ex-urban) Category Category Category Category Category My Dashboard comment comment comment comment comment Civic Vitality Talent Workforce Government Equality Public Safety Education Quality of Life Children & Youth Comments ________________________________________________ Environment Health Culture & Arts Housing Innovation Sustainability Community Economy Infrastructure Energy Mobility Technology Business Climate Other ? NAME: ___________________

  8. TIMELINE Evaluate & Share Evaluate & Share COMMUNICATE CONVERGE DESIGN MARCH JULY DECEMBER • What is the “market” for this “product” • What are the 5-6 categories all leaders in our region should track? • What models from outside the region resonate most? • What 3-4 metrics will we use to measure each category? • How should our dashboard look and function? • How should we communicate the roll-out of the product? • What are your reactions to draft dashboard? • Who will be involved in the roll-out of the dashboard & how? Shared Prosperity Work Group

  9. April 30th, 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

  10. Corridors of Opportunity Evaluation Ellen Shelton, Wilder Research

  11. Purpose of evaluation • Assess progress toward overall goals (not details of specific projects) • Development outcomes (housing, workforce, economic, transitway) • Systems change (how decisions are made) • Equity (who participates, who benefits) as an overlay that crosses both of the other goals • Includes quantitative and qualitative measures

  12. Data sources • Census, Met Council, DEED, HousingLink • Interviews with 33 key CoO leaders • Interviews with 9 regional leaders not involved • Focus groups with foundation and lending team representatives • Project-level reporting documents • Web survey of 25 CoO leaders administered by national evaluator • Agendas and meeting notes

  13. Highlights of development indicators Permanently affordable housing rental units appear stable No evidence yet of any loss of opportunities for Section 8 vouchers along the lines Noticeable increases in rents being asked for residential units along transitways Rental prices are more responsive to transitway investment than home prices

  14. Short-term outcomesTransit-oriented development • New developments projected to result in: • 637 multi-family units (~75% affordable) • 40 single-family homes • 18,000 square feet of commercial space • $150 million additional public and private investment Artist’s rendering of future development of the Old Home Dairy site at Western and University Avenues.

  15. Short-term outcomesSmall business assistance • Façade grants helped 15 businesses make upgrades • Low-cost loans to 6 businesses for internal and external enhancements • Technical assistance to 353 owners • Support to small businesses on Central Corridor New façade of May’s Market, at the corner of University and Western Avenues, incorporating the “Little Mekong” theme for the station area.

  16. Systems change • Increased collaboration across: • Geographic boundaries • Sectors • Public and private organizations • More aligned resources • Implementation of new strategies • Development planning / funding • Equity • Transit planning / funding • Increased focus on equity

  17. Changes likely to be durable

  18. Changes likely to be durable

  19. Will low-income people be better off? • 88% of stakeholders think they will • What is the reason to think this will happen? • Equity has been elevated • New pattern of community engagement • More holistic view of development • Increased capacity to create, preserve, and support affordable housing and small businesses • New relationships among leaders and networks among organizations

  20. Learnings : Challenges • Ongoing management of competing values and priorities • Time • To build relationships • To accomplish the work • Small scale of resources compared to scale of change intended

  21. Learnings : Factors contributing to success “One table” approach Community engagement Partnerships and linkages

  22. Implications for continuing efforts Collaborative structures have been built, and strategies tested, that can support effective joint action Twin goals of equity and economic development have significant level of commitment from significant number of influential partners Long-term and wide-scale changes depend on continued spread and alignment with other efforts

  23. April 30th, 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

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