Shared Prosperity Workgroup March 6, 2014 10:00 – 11:30AM GREATER MSP Shared Prosperity Work...

Shared Prosperity Work Group 1

Shared Prosperity Workgroup

March 6, 201410:00 – 11:30AM

GREATER MSP


Agenda

10:00 – 10:05: Introductions10:05 – 10:20: Today’s objectives & moving forward10:20 – 10:50: Break out groups

i. Stakeholder engagement (Peter)ii. Audience (Julia)iii. Indicator categories (Mary Kay & Val)

10:50 – 11:20: Full group discussion11:20 – 11:30: Wrap up


Meeting Objectives

• Get feedback on outreach process and audiences

• Gather your input and direction on indicator categories

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Regional Success Measures: Project Recap

We have the opportunity to draw upon all of our work to date and establish a shared set of key metrics. WE ARE NOT STARTING FROM SCRATCH!

A dashboard where we all look to answer the most basic question: How are we doing?

Help leaders converge around a set of metrics that are:• Objective • Comprehensive (economic, social, environmental)• Compact (20-25 key measures in 5-6 categories)• Benchmarked against peer regions • Clearly and consistently communicated • Place equity measures on the same plane as other metrics such as economic

growth.• Endorsed and used by organizations region-wide

MEASURE

REVIEW

ACT

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Like most best practice regional indicators, San Diego’s are organized into categories

▪ San Diego’s indicators are prominently displayed on the homepage of the regional economic development organization

▪ Oriented to tell story of region’s talent, e.g., talent has its own category, above economy

▪ Engaging, at-a-glance display both simplifies message and invites viewer to explore

PRELIMINARY

SOURCE: SanDiegoBusiness.org/Research; Io.inc, McKinsey Cities Initiative

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London’s set of indicators is focused on sustainable development, which it defines broadly

SOURCE: London Sustainable Development Commission

Regional Success Measures: Project Recap

Consensus accelerator The benefits of a shared dashboard for leaders in the public, private and nonprofit sectors would be immediate and significant. The new consensus around key metrics will help us manage growth, focus investment, set strategic priorities and act more quickly in areas requiring cross-sector collaboration.

Regional Economic Development Strategy Establishing regional indicators is one of the six action items identified in the region’s 3-5 year competitiveness strategy. The new indicators will provide a data-driven, comprehensive answer to the fundamental question “how are we doing” and enable a new range of collaborative endeavors central to execution of the strategy.

Global best practiceHigh-performing regions around the globe use indicators to develop and maintain a common understanding of what’s critical to their success. In our region, the indicators will be used to benchmark against national and international peers and, over time, produce valuable trend data on our region’s performance.


Choose 1 of the small groups

30 minutes gathering your feedback to:1. Refine the stakeholder engagement process2. Identify potential audiences and how they would

use the indicators3. Develop indicator categories

Bring discussion back to the larger group.

How do we get there?


Why Is Stakeholder Engagement Important to this Project?

Establishing regional consensus on a high-level, shared set of indicators is a primary deliverable of this project.

LEADERSHIP

TECHNICAL

LEADERSHIP

CONSENSUS BUILDING • Regional Priorities• Process, Goals, Outcomes

METRIC IDENTIFICATION & SELECTION

COMMUNICATIONADOPTION & UTILIZATION

Engaging regional leaders is a priority because who uses the new dashboard and how are as important than how it looks and what it measures.

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Why Is Stakeholder Engagement Important to this Project?

CoordinatedMEASUREMENT

SharedPRIORITIES

CollectiveACTION

VALUE

Strategic Change

The shared dashboard is a critical step toward regional product improvement

Greater regional competitiveness

&


Who will be engaged?

1 Confirmed users of the shared dashboard

Groups that may utilize the indicators

Groups with existing regional indicators

Groups with an interest in some, but not all areas of the dashboard (economic; environmental; social)

2

3

PRIORITY

PRIORITY

PRIORITY

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How Will Groups Be Engaged?

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?


Who’s on the Project Team?

Val VannettGREATER MSP

Mary Kay BaileyPartnership for Regional Opportunity

Julia SilvisItasca Project

Todd GrahamMet Council

Todd KlingelMinneapolis Regional Chamber of Commerce

Peter FroschGREATER MSP

POTENTIAL ADDITIONS

Wilder Foundation - MN Compass DEED

University of MinnesotaGreat Plains Institute for Sustainable Development

Minneapolis Federal Reserve


Small Group Worksheet

Why don’t we have a shared

dashboard today?

How can we strengthen the

process?

What other groups may want

to utilize the dashboard?

• GREATER MSP Board• Itasca Project Members• Partner Advisory Council• Regional Chamber Boards

• Reg. Council of Mayors• Metropolitan Council• Metro Cities

• Wilder Foundation• UofMN• Private Colleges

Private Public 3rd Sector

Add to this initial list


Audience: Who

• Our goal is to create a set of indicators that a broad variety of leaders and stakeholders from around the region will find relevant to them:– Business leaders/CEOs– Residents– Public officials (elected and staff)– Philanthropy/non-profits


Audience: Examples from other regions

• Philadelphia – an academically-led coalition– Housed in Temple University– Advisory members include academics, local non-profits, and a few

business leaders

• Boston – – In their own words: “Non-profit organizations, program officers at

foundations, city agencies, students, and practitioners all use our data to tell important stories that will inform future policies and development in Boston”

• Sacramento – land use focus– Public officials, particularly those who touch

land use and transportation decisions– General public– Developers, real estate professionals


Audience: How• We envision the audience will use these indicators to help them make

decisions regarding their own programs and priorities, e.g., – Three non-profits form a partnership to move a sub-group of indicators

important to all of them– A CEO bolsters testimony he is giving to the legislature using facts from the

indicators– A program director at a non-profit alters their RFP focus to address an issue of

concern– A family is prompted to changing their volunteering by a sobering indicator

• May not directly seek to impact metrics, i.e., may or may not use the indicators as a progress metric for their own efforts

• Many organizations, we imagine, will continue to collect goal-specific, actionable indicators of unique relevance to them and their stakeholders – this set of indicators is not meant to replace existing efforts


Audience: Examples of how other regions use indicators

• Seoul uses competitive indicators to increase pride in the region, market itself to businesses, tourists and potential new residents (all their indicators are externally-created rankings)

• San Diego uses metrics to define and also market itself as a great place for high-tech talent

• Philadelphia uses its indicators to illuminate differences between regional geographies. They issue reports, policy briefs, and provide interactive mapping software for partners to access indicators to support their own causes

• Seattle uses its indicators both to create a common understanding of who and what the region is, and to measure performance of the government on specific metrics

• Atlanta uses indicators to track progress towards shared regional goals


Audience: Discussion Questions

• What is your reaction to the audience we describe?– Should it be more broad? More narrow? How can we speak about the

indicators in a way to draw in desired audience members?– Whom else would you like to see included in the audience description?

• How do you envision the audience using indicators? E.g., – Increasing public awareness/urgency– Building consensus among regional leaders on challenges, assets and

solutions– Supporting more effective management of their projects or programs

• What implications do you see in the audience and their use of indicators for – Categories– Specific metrics: Actionable, informative, surprising?– Communications: Frequency, reach, level?


Indicator Category Development

CRITERIA• In aggregate, broad view

of regional success (e.g. economic, social, environment)

• Relevant to every part of the region (e.g. urban, suburban, ex-urban)

• 5 – 7 categories which “bucket” 20 – 25 indicators total.

Indicator categories in use by other US regions


San Diego Charlotte Atlanta Boston Philadelphia Seattle Total regions using

Economy 6Environment 5Demography/ People 4

Mobility/ Transport 4

Civic Vitality “Government” “public engagement”

4

Health 4Public Safety 4Cultural life/Arts 3Housing 3Education 3Talent “quality

workforce”2

Other/Notes Quality of life Community Technology Gov’t & Taxes; Terrorism, Land

use Regs

Financial stability; Service

excellence

NA

MSP Indicator categories


COMPASS MN Dashboard MRCC BVI CURA/U Metro Consortium (Gauto)

Initiatives using

NOTES:

Economy Biz Climate 4

Education Human Capital 4

Environment Quality of Life 4

Mobility (transp & internet)

Transportation Quality of Life

Governance 4

Workforce Econ/education Human Capital 4 Mix of education, labor force charc.

Government/ Civic Engmnt Governance 3 Voting, volunteerism, gvt

efficiency

Community Housing& economy Social 3 Poverty, homelessness,

wage inequality

Public Safety Quality of Life

3

Health 2

Housing Quality of Life

2 Homelessness, ppl pay more than 30%

Quality of Life Social 2 Cultural institutions hospital beds

People/specific groups

Aging, Children/Yout

Early childhood, immigrants

1 Does not include basic demographics

OTHER: Thrive MSP 2040 indicator categories will be under the 5 outcomes: stewardship, prosperity, equity, livability, sustainability


Economy A thriving economy that encourages business growth & employment opportunities. A strong economy that encourages business investment and promotes opportunities for a competitive workforce.

Education Minnesotans have the education and skills they need to achieve their goals. All Minnesota students graduate from high school and are prepared for postsecondary education

Environment A clean, healthy environment with sustainable uses of natural resources.A clean and healthy environment that contributes to our state's well-being now and into the future. Improve energy efficiency while preserving the region’s environment.


Sustainable options to safely move people, goods, services, and informationMinnesota will have safe, economic, energy-efficient alternatives to move people and goods throughout the state.

Workforce Everyone has skills and opportunities to obtain well-paying jobs

Government/ Civic Engmnt

Efficient and accountable government services.Our state will foster a climate of inclusion that encourages active participation from everyone living in our community.

Community Strong and stable families and communities. Promote places to live with easy access to jobs and services

Public Safety People in MN are safe. People living in Minnesota or visiting our state will feel safe.

Health Minnesotans are healthy.All people living in Minnesota will have optimum physical and mental health.

Housing People at all income levels have housing opportunities throughout the state.

Quality of Life The region has low crime rates, ample access to outdoor recreation and a variety of entertainment options.


All young children throughout Minnesota enter school ready to learn. All children and youth will have caring relationships, enrichment activities, and the investment from their communities to grow into a successful adulthood.

SOURCES: Minnesota Dashboard. Minnesota Compass. Business Vitality Index. Atlanta Plan 2040

Describing the “goals” of each category


Sample indicators by categoryEconomy Annual change in Gross Regional Product; median HH income, UE rate, # of MN start ups that survive 5 years

Education % of 3rd graders proficient in reading, % of 8th graders proficient in math, % students graduate HS on time

Environment Days air quality rated good (or bad); lakes and streams meet water quality standards,


Transportation expenses as a share of income, share of workers who could commute to work with a 30-min or less transit trip, % of region’s population that has access to high-speed internet

Workforce Labor force participation rates; Adults (age 25+) with bachelor’s degree/associates degree;

Government/ Civic Engmnt

% of eligible Minnesotans voted, bond ratings,

Community Share of region’s residents living in concentrated areas of poverty

Public Safety # Serious crimes per 1,000 people

Health % of region’s residents who are obese

Housing % of households paying more than 30% of income for housing (or 50% of income for combined housing and transportation costs)

Quality of Life Share of population that resides within ½ mile of a local park


% of low birth weights

SOURCES: Compass, Business Vitality Index, Minnesota Dashboard, Metropolitan Council Discussion Draft 2012,


Small group assignment

1) Individually select 5 – 7 categories and what goal it is driving toward. (10 minutes)

2) In group synthesize categories & category “goal statements” (15 minutes)

3) What works & doesn’t work with this approach (5 minutes)

Shared Prosperity Workgroup March 6, 2014 10:00 – 11:30AM GREATER MSP Shared Prosperity Work...

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Transcript of Shared Prosperity Workgroup March 6, 2014 10:00 – 11:30AM GREATER MSP Shared Prosperity Work...