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Anchor Collaboration Models for Collective Impact - Eric Muschler
The document outlines the Greater MSP initiative focused on economic and community development along the Central Corridor in Minnesota, which includes a $1 billion investment in a new light rail line. It highlights goals for improving workforce representation, purchasing from local vendors, and increasing transit ridership among anchor institutions and local communities. Progress indicators and workforce strategies are discussed, along with lessons learned for optimizing collaboration among various partners.
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Anchor Collaboration Models for Collective Impact - Eric Muschler
- 1. + LESSONS FROM GREATER MSP www.centralcorridoranchorpartnership.org UEDA Annual Summit: September 30, 2014
- 2. Overview • Background& Context • Structure & Process • Goals & Progress to Date • Lessons and Discussion
- 3. Background – RegionalContext $1 billion Central Corridor (GREEN LINE) investment in new LRT Line between MPLS and ST. Paul. Center Corridor Funders Collaborative Corridors of Opportunity Cedar Riverside Partnership Living Cities Integration Initiative
- 5. Environmental Scan (2011) Anchor Economic & Development Opportunities 9 “Meds”, 7 “Eds” 111,500 students enrolled 32,000 anchor Ed jobs 35,000 anchor Med jobs $ 2 Billion annual spend 100+ major capital projects $5B+ capital investment 5
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- 9. Goals & Progress • Five Original Focus Areas: Personnel Procurement Last Mile/ Transit Live-Work Engaged Scholarship • Current Focus Areas: Personnel Procurement Transit/Last Mile
- 10. Organized Around Principle of Shared Value Benefit for both anchor institutions and Central Corridor communities, especially low income residents
- 11. Augsburg College BethelCollege Fairview Health Services/U of M Medical Center Hamline University Metropolitan State University Minneapolis Community & Technical College Regions Hospital/HealthPartners St. Paul College United Hospital/Allina University of Minnesota University of St. Catherine University of St. Thomas Central Corridor Funders Collaborative
- 12. Partnership Organization –August 2012 Memorandum of Understanding 13 Partners Committed • Executive Leader • Senior Staff Work Groups • Financial Contributions Financial Support • McKnight • CCFC • Partners
- 13. Goal: Grow morerepresentative local workforce Achieve a workforce among anchor institutions that is more representative of local communities along the Central Corridor in order to contribute to better local health outcomes, improved educational achievement, and increased household incomes.
- 14. Indicators of Progress 1. Increase anchor institution employment from Central Corridor zip codes by 5% (1,545 jobs) in 5 years 2. Achieve racial diversity goals across all job categories among Central Corridor anchor institutions in 5 years 3. Reduce the racial employment gap in the Central Corridor zip codes by 4% in 5 years
- 15. Health Careers Pathwa ys Matrix
- 16. Workforce Strategies Scrubs Camp Central Corridor Fellows Incumbent Workers – next up Live–Work
- 17. Scrubs Camp 2013-2014St. Paul College Augsburg Number of Campers 68 128 Students of Color 68% 66%
- 18. Central Corridor Fellows • Part time positions for MCTC and SPC healthcare students • Hospitals, clinics, and long-term care • Goal of 50 Fellows in 2013 & 200 by end of 2014 • Mentoring seminars
- 19. Live-Work • PromotingCentral Corridor residence for anchor employees Reduces household (Housing + Transportation) costs Existing program incentives in place Home Ownership training Location-efficient mortgage exploration
- 20. Goal: Grow LocalPurchasing Create wealth in communities adjacent to the Central Corridor by focusing and aggregating the demand from the Anchor institutions to local suppliers that employ and invest in the community.
- 21. Indicators of Success • Baseline: $293M in Corridor vendors 2012 • Increase anchor purchasing from Corridor vendors by 5% ($18M) in 5 years • Provide cost savings to anchors
- 22. Procurement Initiatives 2013 2013 2014 Appliances Contract $100,000 $250,000 Window Cleaning Contract $130,000-$150,000 $200,000-250,000 Snow Removal Contract $600,000-$1.0M $1.8M-$2.4M Total $1.25M $2.9M
- 23. Procurement Initiatives 2014 • Food – estimated total annual spend $20 million • Construction/capital projects – MBE participation goal and minority work hour goals. • Manufactured product (branded apparel, furniture, etc.) -- “grow a business” strategy
- 24. Goal: Increase anchoremployee and student transit ridership 5% in 5 years • Kick-off Campaign: 1700 deeply discounted GO TO cards for opening of Green Line (June 2014) and Start of School year 2014. • Discount Fare Program – Students • Metro transit use by employees low (only 10%) • College Pass - $175 per semester • U-Pass - $97 per sem. • Last Mile Connections • Wayfinding • Institution Infrastructure
- 25. Early Learnings &Practice Presidents Involvement & buy-in Champions at the “worker” level “Glue and Grease $” - Centrality of mission Early wins with an eye toward systems change Value represented in self-funding commitments Shared Resolutions among CEO’s Building a positive narrative of behaviors, actions, and outcomes. Build from actions and strengths
- 26. Are we onthe right track? • Working? • Not Working? • Ideas & Suggestions? • The End
- 28. Background - History Living Cities Symposiu m on Anchor Institution s McKnight Funds Environmental Scan “Anchor Activities and Plans re: 3 Ps "Phase 1"" Staff Working Group • Corridors of Opportunity • CCFC • McKnight • Augsburg • Itasca • U of M • Health Partners Focus on "3 Ps" • Personnel • Procurement • Placemaking CCAP Inaugura l Meeting Aug 29, 2012 Personnel and Procurement Work Groups Convened to Explore Viability of Anchor Collaboration Paul Pribbenow, Mary Brainerd, Kate Wolford Host Half Day Session of Executive Leaders of 18 Anchors Nov 2, 2011 Report Confirms Viability & Recommen ds Anchor Partnership Formation "Phase II" Jun 2011 Nov 2011 Mar 2012 Jun 2012 Dec 2013 CCAP Meeting Nov 26, 2012 CCAP Meeting Apr 2, 2013 CCAP Meeting Jul 22, 2013 CCAP Meeting Oct 31, 2013 Joint Meeting CCAP & CCFC Dec 12, CCFC Hosts 2013 Anchor Learning Session Nov 3, 2011
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Editor's Notes
- #6 Composition of the US Economy’s Share of Employment broken out by Export/Traded Industries 32% Local Industries 67% Natural Endowments 1% Construction - across anchors Conservatively estimate from the numbers we have received thus far
- #7 Explain this map
- #8 Explain numbers - 20% of Foreign born or more is the darkest color - up to 5 is the lightest color on the map. And Introduce next slide - now we are going to take a closer look at employment for the Eds and Meds
- #9 In general, unemployment rates for youth are high. In 2010, the unemployment rate for teens (16 to 19) was greater than 20%. For those age 20 to 24, unemployment rates were 9%. These are the highest rates among all age categories. - Remember the Cedar/Riverside neighborhood also includes high numbers of immigrants, is racially and ethnically diverse, and includes a lot of transitional housing (high number of renters), which could account for higher unemployment. - Unemployment rates are captures through household surveys where people self-identify their labor force attachment. Essential, students could be mis-estimating their labor force attachment. We might suspect that many college students are looking for part-time employment opportunities. To be counted as unemployed, a person must be available and actively seeking a job. - Possible over-estimation of unemployment due to low survey participation.