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

Shared Prosperity Work Group2 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 Group4 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 30 Minneapolis Regional Chamber of Commerce May 12

Shared Prosperity Work Group6 SMALL GROUP EXERCISE What set of categories best captures our regional success, goals & values?

REGIONAL INDICATORS Comments ___________ ___________ ___________ ___________ ____ Comments ___________ ___________ ___________ ___________ ____ What categories should we measure? My Dashboar d My Dashboar d Health Community Housing Quality of Life Public Safety Sustainability Energy Environment Mobility Infrastructure Economy Business Climate Equality Talent Education Workforce Culture & Arts Civic Vitality Government Children & Youth Technology Category comment Category comment Innovation 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) 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) NAME: ___________________ Other ?

Shared Prosperity Work Group 8 TIMELINE CONVERGEDESIGN COMMUNICATE MARCHJULY 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 30 th, 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN

Wilder Research 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 outcomes Transit-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 outcomes Small 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 30 th, 2014 The McKnight Foundation 710 S 2nd St Ste 400, Minneapolis, MN