Rochester Area Anchor Projects (RAAP) Report

2021-07-01 Report Presentation 

TBD

All community Members:

Have high-quality, longer lives--free of preventable disease, disability, injury and premature death.           

2019 Work Products Include: 

Work with partners: 

• Create social and physical environments that promote good health for all
• Promote quality of life, healthy development and healthy behaviors across all life stages

Obesity:

1. Promote a culture of health eating
2. Promote a culture of physical activity

Diabetes

1. Promote and increase diabetes screening throughout the community
2. Improve collaboration to expand health education and awareness

Mental Health

1. Develop a framework to improve mental health for all populations
2. Engage existing collaboratives to enhance and connect current and future strategies

Vaccine Preventable Disease

1. Increase immunization rates
2. Expand health education and awareness

Financial Stress/Homelessness

1. Increase the availability of affordable housing
2. Ensure people have access to safety net programs
3. Increase the proportion of living wage jobs

Obesity:

Financial Stress and Homelessness

By December 31, 2020, decrease the percentage of Olmsted County adults reporting living in financial stress from 26.0% to 20.0%

TBD                                                              . 

Lowering of the poverty rate

Lowered social services and needs for social support programs

Reduced crime and its associated public spending on incarceration

 The Cradle to Career Planning Team recommends the StriveTogether Framework for several reasons. The framework consists of four pillars: shared community purpose, evidence based decision-making, collaborative action, and investment sustainability. It is a model using collective impact which is critical to success. There are 70 other cities, large and small
within the United States and beyond working within this same framework. This gives the initiative a body of support, best practices and partners with whom to learn, share and grow success. 

StriveTogether core values:

▪ Community: We focus on what connects us rather than what separates us and communicate to each other with transparency and integrity
▪ Courage: We fail forward even if no one is watching, have the tough conversations no one likes having and take risks in pursuit of results.
▪ Progress: We share learning and progress in real time, view professional development as personal growth and fix problems through continuous improvement.
▪ Results: We use data and evidence to make decisions and hold each other accountable for getting results.

Partnership goals

• Developing a shared purpose and supporting systems change
• Broadly supported backbone structure to sustain a community-adopted purpose and shared outcomes
• Continuous examination and measurement of result using actionable data and continuous improvement
• Aligning resources to support what works
• Advocating for equity at all levels of the system

The Cradle to Career Goals align to seven community-wide academic outcome areas that we have committed to improving. By 2029 we are committed to maintaining or improving 60% of these outcome indicators. The seven indicators are:

1. Pre-K Developmental Success

Percent of children developmentally health at age three

2. Kindergarten Readiness

Percent of children developmentally ready to enter kindergarten

3. Third Grade Reading Proficiency

Percent of students reading at grade level at grade three

4. Eighth Grade Math

Percent of students proficient in math at grade eight

5. High School Graduation

Percent of students graduating high school with for year cohort

Percent of students with required skills for post-secondary training

6. Post-Secondary Completion

Percent of you adults attaining within 6 years:

a college degree or industry, government or military-recognized license/certificate

7. Workforce Participation

Percent of young adults gainfully employed and percent of young adults contributing to community

Related indicators

Lowering of the poverty rate

Lowered social services and needs for social support programs

Reduced crime and its associated public spending on incarceration

Increased food security

Increased housing stability

Increased employability

Increased physical and mental health

1. Efficient, convenient and accessible transportation systems that provides favorable cost structure commuters, employers and the public sector
2. More marketable downtown properties
3. More efficient and effective use of existing and future parking supplies
4. Better efficiencies in the use of land and reduced parking development costs (for both private and public sectors)
5. Greater transit ridership
6. Reduced traffic congestion
7. A strong partnership between the public sector, Mayo Clinic and the downtown business community
8. Measurable success based on consensus targets for access and growth

Why is Link necessary?

The 2nd Street SW corridor is one of the most heavily-used corridors in the City of Rochester, carrying more than 21,800 vehicles and 13,000 transit riders each day. The corridor is already near capacity, and congestion causes significant delays for transit users, drivers, and others traveling through the area. Link Rapid Transit will:

• Expand transportation options.
• Reduce the need for expensive parking.
• Alleviate future congestion.
• Prepare for downtown growth and support sustainable development.
• Improve quality of life for residents, employees, and visitors.

1. Organization that effectively supports and advocates the long-term economic vitality and livability of the downtown
2. Downtown parking to support economic development goals
3. Increased percentage of downtown employees commuting by transit from 10% (2008) to 23-30% by 2035
4. Increased number and percentage of commuter bike trips to downtown Rochester from an existing bike/walk mode split of 7% (2008) to 13% by 2035
5. Increased percentage of downtown employees commuting by carpool/vanpools to downtown Rochester from 12% (2008) to 14% (2035)
6. Increased employee awareness of the Rochester Access Management Authority and alternative mode transportation options
7. System-wide partnerships to support parking and TDM efforts/mission

Improvements

Results By 2017

• All students will demonstrate and promote cultural understanding of self and others to become involved members of a global community.
• All students will identify, develop and apply their personal talents to contribute positively to future generations.
• All students will create and pursue their individual empower them to reach their full potential.

Create a collaborative learning environment that uses best practices

Expand and enhance community partnerships

Inspire, challenge and empower current and future employees

Indicators

1. Staff, students, and parents understand our strategic objectives and framework for assessing student development.
2. Community partners recognize and support the value of our strategic objectives and framework for student development.
3. Rubrics relevant to all student levels have been developed.
4. A learning and phased process is used to refine how we gather evidence and assess student growth on the strategic objectives.

Mayor Norton has hired consultant Roger Mader, who worked with City staff and community members to develop the Global Mayor’s Challenge application, to advise and guide the Mayor, a Steering Committee, and a VIA (Vision in Action) Team as they solicit broad community input to inform our plans and rally support, and pursue the next tier of strategic initiatives to help achieve our vision for 2050 and build a legacy for Rochester’s continued success.

2024-02-14

1. Build capacity of Target Businesses located in Southeastern Minnesota

2. Evaluate the City of Rochester DMC Construction Workforce Participation 

3. Promote trade careers to under-employed, women, minorities and youth

4. Learn best practices for recruiting and training workforce