April 30th, 2014The McKnight Foundation

710 S 2nd St Ste 400, Minneapolis, MN

Shared Prosperity Work Group 2

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 PROJECT

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

CONTINUOUS REGIONAL IMPROVEMENT TOOL

Marketing focus

Evaluation tool

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

These indicators will be evaluative, not marketing

Shared Prosperity Work Group 4

FINISH THE JOB

This capstone effort will 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

RECENT & UPCOMING INPUT SESSIONS on REGIONAL INDICATORS

April 11 GREATER MSP Partner Advisory

Council

Itasca Project Working Team April 18

GreaterMSP Ahead April 25

Partnership for Regional Opportunity April 30

Regional Council of Mayors

May 30Minneapolis Regional Chamber of

Commerce

May 12

Shared Prosperity Work Group 6

SMALL GROUP EXERCISE

What set of categories best captures our regional success, goals & values?

REGIONAL INDICATORS

Comments

___________

___________

___________

___________

____

What categories should we measure?M

y

Das

hboa

rd

Health

Community Housing

Quality of LifePublic Safety

Sustainability

Energy

Environment

Mobility

InfrastructureEconomy

Business Climate

Equality

Talent

Education

Workforce

Culture & Arts

Civic Vitality

Government

Children & Youth

Technology

Category

comment

Category Category Category Category

comment comment comment comment

Innovation

CriteriaThe 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)

NAME: ___________________Other ?

Shared Prosperity Work Group8

TIMELINE

CONVERGE DESIGN COMMUNICATE

MARCH JULY DECEMBER

Evaluate&

Share

Evaluate&

Share

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?

April 30th, 2014The McKnight Foundation

710 S 2nd St Ste 400, Minneapolis, MN

WilderResearch

Corridors of Opportunity Evaluation

Ellen Shelton, Wilder Research

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

Purpose of evaluation

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

Data sources

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

Highlights of development indicators

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.

– Façade grants helped 15 businesses make upgrades

– Low-cost loans to 6 businesses for internal and external enhancements

– Technical assistance to 353 owners

Short-term outcomesSmall business assistance

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.

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

Systems change

New approach to the planning of development

Policy and/or zoning changes

Structural changes in organizations

Changes likely to be durable

New engagement skills/practices

New conversations about equity

Regional vision for equitable development

Changes likely to be durable

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

Will low-income people be better off?

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

Learnings: Challenges

“One table” approach Community engagement Partnerships and linkages

Learnings: Factors contributing to success

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

Implications for continuing efforts

April 30th, 2014The McKnight Foundation

710 S 2nd St Ste 400, Minneapolis, MN