FORUM ON COMMUNITY ENGAGEMENT
NOVEMBER 8, 2013
UNITED FOR RGV
UNIDOS POR RGV | UNITED FOR RGV
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CONTENTS 01 - 02
Welcome
03 - 06
Opportunity
07 - 12
Process
13 - 52
Transforming the LRGV Education Health Economic Development Regional Planning
53 - 62 Forum Agenda Participants Appendix Case Studies Survey Results
UNIDOS POR RGV | UNITED FOR RGV
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WELCOME United for RGV The Lower Rio Grande Valley is a magical valley. It is a place of dreams and aspirations for thousands of people. It is place of wonderful cultures, where people have come for generations to find a new and prosperous way of life, to have a family, and to work hard. For some, this dream of well-being has become a reality. However, for the overwhelming majority of our residents it remains out of reach. Many families in the Valley live without plumbing, roads, adequate shelter, literacy, jobs, or healthcare—a painful, daily reminder of the poverty and inequality that keeps our region from true prosperity. Education has been one way to empower our communities. The Universities of Texas at Brownsville and Pan American have acted as an open door to that education for many years. Now, with the creation of the new South Texas University, the UT System is opening the door a bit wider for the people of the Lower Rio Grande Valley. In addition to providing a 21st century education, the new university promises to be a powerful ally in community change, contributing to the economic, social and environmental development of the region. Communities and universities need each other. This new university will not thrive without the full support of our community and the community can’t thrive without the full engagement of the university. Our futures are tied to each other and this is the foundation on which partnership is built. The people of the Valley want to help; we want to share our lives, our insight and our passion for this region. We are gathering together on November 8th, 2013 with a clear mission: to create a community engaged university and to transform the Lower Rio Grande Valley for all.
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University of Texas System Welcome from the University of Texas System. We are grateful for the opportunity to receive feedback from the Rio Grande Valley community as we shape the vision and mission of the new university in South Texas. The research we conduct engages significant educational, social, economic, and health challenges. We need to understand these challenges from all segments of the community, and we need your advice. We have a once in a lifetime opportunity to chart a new course that will transform the Valley, the state, and the nation by creating a university that produces graduates who are prepared for life and work as well as conduct research that helps solve critical regional, national and global issues. The new university will promote affordable and accessible higher education in order to become one of the largest and most successful Hispanic-serving institutions in the U.S.A. The new university will enable students to experience a truly distinctive and multi-cultural education whose graduates will be in great demand within the global economy. The new university will house a first class medical school with outstanding undergraduate and graduate medical education, health professional degrees, and clinical research, designed to improve the health of the region. The new university will serve as a “Gateway to the Americas� and lead to economic and job growth by collaborating with local businesses, organizations, and international partners. The new university represents the hopes and dreams of residents of the Valley and across Texas. We welcome your feedback and continued engagement in building a university of the first class. Thank you again for your time and support.
UNIDOS POR RGV | UNITED FOR RGV
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OPPORTUNITY On June 14, 2013 the 83rd Texas Legislature approved the creation of a new University of Texas in the Rio Grande Valley. The plan for the new university, titled Project South Texas, will result in a single institution that spans the entire Rio Grande Valley, including facilities in each of the major metropolitan areas of Brownsville, Edinburg, Harlingen, and McAllen. The new university will also be home to a school of medicine. When the university opens it will be the second-largest Hispanic-serving institution in the nation. With this comes great responsibility and opportunities for regional, national, and global significance. The new university will combine the resources of the University of Texas Pan American (UTPA), the University of Brownsville (UTB), and the University of Texas Health Science Center San Antonio Regional Academic Health Center School of Public Health (RAHC). Unlike these institutions, the new university will be eligible for participation in the Permanent University Fund (PUF). The PUF is a 137-year-old public endowment that provides financial support to eligible institutions in the UT and A&M systems. If allocated wisely, future PUF investment promises to greatly impact the Lower Rio Grande Valley’s social, physical, and economic environment. Project South Texas will serve as a model of educational excellence, transforming the social, physical, and economic prosperity of the Lower Rio Grande Valley. It marks a historic moment, offering an unprecedented opportunity for regional impact and unification. For communities, particularly those of low-income, plans for the new university hold the promise of a powerful ally in positive change. For the new university, active engagement in local context assures its relevance as a competitive leader in first class higher education. The university’s success will rest largely on its ability to address the challenges of contemporary society and to embed itself within the communities it serves. Municipalities, neighborhoods, schools, and clinics offer learning laboratories for intellectual activity, research and instruction. Businesses and companies provide goods and services to the university, employ students and their families, and offer graduates fulfilling careers. Community leaders can be critical partners in planning for the future and advocating for financial and political support. In this foundational moment of planning, a unique opportunity exists to leverage the reciprocal relationship of university and community. The university and the community need each other to succeed.
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A New Engaged University A truly engaged university is one that maintains an honest collaborative partnership and exchange with the community and is connected to the day to day realities of its constituents. Valuing shared decision making, engaged universities work to narrow social and economic regional disparities through the mobilization of human, financial, and intellectual resources to directly tackle community challenges. “Pairing university resources with those of the public and private sectors enriches scholarship, research, and creative activity; enhances curriculum, teaching and learning; prepares educated, engaged citizens; strengthens democratic value and civic responsibility; addresses critical societal issues; and contributes to the overall public good,� (Community Engagement Elective Classification, Carnegie Foundation). There are a number of different ways that a university can engage with its community and its region: Universities educate a community. Universities encourage life-long learning and the pervasive exchange of knowledge. Institutions can engage local school districts, employers, and the larger community to prepare young people and their families for their next opportunity. Universities provide healthcare to a community. Universities provide on-the ground research, funding, facilities, and professionals. Institutional health resources can work in and with communities to holistically address regional health issues. Universities employ and purchase goods and services in a community. Universities employ workers, spend locally, and prepare students for future opportunities. Institutions can prioritize local hiring and purchasing and can directly prepare future workers and workforce providers in target industry markets. Universities physically shape a community. Universities influence surrounding neighborhood development and growth. Institutions can create regional plans that physically connect with their surrounding neighborhoods, establishing a sustainable vision for regional growth.
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United for RGV United for RGV is a collaboration of local organizations in the Lower Rio Grande Valley working to support the creation of a truly engaged university in South Texas. United for RGV is partnering with the UT System to assure that low-income community residents are active participants in university planning efforts. United for RGV includes a technical support team which supports the goal of maximizing the economic, social and environmental benefits of the new university for low-income communities. Local Partners Local organizations actively engage the RGV’s low-income community on a daily basis through diverse efforts around community development. Their work in and alongside low-income communities allows for an intimate understanding of the issues facing these communities. Working to create regional impact in their respective fields, this group is committed to the long-term work required to make lasting LRGV change.
A Resource In Serving Equality (ARISE) Community Development Corporation of Brownsville (CDCB) La Union Del Pueblo Entero (LUPE) South Texas Adult Resource and Training (START) Texas Organizing Project (TOP)
Technical Assistance Technical assistance is provided by local and national organizations with knowledge and experience in community engagement, design, planning, and institutional impact. This group is responsible for supporting the local organizations logistically throughout the engagement process. buildingcommunityWORKSHOP Educate Texas Public Architecture U3 Ventures National Advisors National advisors are comprised of experts have institutional knowledge pertaining to engaged university excellence. National advisors offer cutting edge research, planning expertise, and strategic support to the United for RGV team. Richard R. Pettingill John Syvertsen Kevin Barnett William M. Plater Nancy Thomas Sarita E. Brown Jessica Rothschild Casey Tsui Jose Calderon John Saltmarsh James C. Votruba Steve Dubb Rupal Sanghvi David Maurrasse
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Forum on Community Engagement United for RGV and the University of Texas System are co-hosting the Forum on Community Engagement as a first step toward ensuring that the principles and practices of engagement are embedded in the fabric of the new institution and that community leaders in the Lower Rio Grande Valley are prepared to contribute fully in a long-term partnership. This moment is an opportunity for those vested in promoting a successful future for the Valley to collectively discuss, brainstorm, and propose ways in which university and community partnership can contribute to the transformation of place. In preparation, local organizations have conducted surveys, workshops, and focus groups where community members have identified priority action items in relation to health, education, economic development, and regional planning. The forum will leverage and build upon these priorities and best practice knowledge to develop a structure that promotes innovative strategies for university and regional growth. Forum objectives include: Solidifying a community vision and priorities for the new university in the areas of health, education, economic development, & regional planning. Discussing the importance of university-community partnerships to regional progress in the LRGV. The Forum on Community Engagement is a conversation which begins to establish a Valley-wide partnership with the potential to transform low-income communities and enhance the lives of all residents in the Lower Rio Grande Valley.
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PLANNING PROCESS UT’s planning process involves the participation of many individuals and organizations. Assets and resources from UTB, UTPA, and RAHC institutions will be consolidated and become part of the new university. Outreach teams, working groups, and advisory boards will inform the mission of the new university, curriculum and academic programs, student activities and support services, organizational structure, administrative functions, community outreach, research and economic development. The Forum on Community Engagement is an important part of UT’s process and will advance the conversation of long-lasting partnership.
UT at Brownsville (UTB)
+ UT Pan American (UTPA)
+ Regional Academic Health Center (RAHC)
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University / System Leadership Teams
K-12 + Community College Outreach Professional Services + External Expertise Operational + Administrative Working Groups Political + Civic Outreach Community Outreach/Forum on Community Engagement Project South Texas Medical + Health Outreach Academic Program Working Groups UT System Working Groups Academic Administration Working Groups Business and Economic Development Outreach
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UT Timeline
2012 2013
dec
The University of Texas System Board of Regents approves transformational plan to create new university in South Texas
may
Texas Legislature passes Senate Bill 24 authorizing creation of new university in South Texas that will also include a previously authorized new medical school
june july
Governor Perry signs Senate Bill 24 into law to create new university Board of Regents approves guiding principles for new university Bill signing events in South Texas Formation of transition leadership team led by UT System Board of Regents launches national search for new university president Initiate accreditation process with Southern Association of Colleges and Schools (SACS)
2013 2014
aug
Formation of campus-based and regional advisory groups and work teams
sept
Campus-based work teams finalized
oct
Marketing efforts under way to promote new university to regional, state, national and international communities
dec
Name for new university finalized
feb dec
President of new university announced
Collaborative work begins on new university mission, goals, curriculum and academic programs, organizational structure, administrative functions, etc.
New university conceptual design continues Academic and administrative transition plans initiated Recruitment of inaugural first class
2014 2015 april june aug 9
Chancellor begins holding monthly town hall meetings with faculty, staff, students and community members
New university prospectus due to SACS SACS approves new university Inaugural class enrolls in new university (Timeline provided by UT System)
United for RGV Timeline
Community surveying Contextual research FOCUS GROUP #1 FOCUS GROUP #2 FOCUS GROUP #3
WORKSHOP #1 WORKSHOP #2 WORKSHOP #3
United for RGV focus groups identified critical issues of concern to low-income communities in the Lower Rio Grande Valley in the areas of education, health, economic development, and regional planning. United for RGV workshops informed community leaders about opportunities associated with the new university and medical school and shared national examples of engaged university models.
FORUM Share Forum findings
University - Community Partnership
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UT’s Guilding Principles The new university will be a bold departure from the traditional. UT seeks to establish a university that is fully engaged and integrated with the community and uniquely planned to increase student success, improve health and wellness, stimulate research and economic development, and solve other critical regional, state, and global problems. The new university will build upon partnerships with local government, civic organizations, community leaders, businesses, and industries. On July 10, 2013 the Board of Regents of the UT System established fifteen guiding principles to serve as the foundation for all planning efforts.
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Fully integrate next generation technology and customized learning to increase affordability and maximize student success. Promote access to postsecondary education to a diverse student body to become one of the largest and most successful Hispanic-serving institutions in the United States. Employ the highest quality faculty members and staff who pursue global excellence in teaching, research, health care, and service. Streamline academic and administrative programs and redesign processes to increase productivity and promote a student- and service-centered mode of operation. Promote arts and humanities programs to produce state, national, and world leaders who are bicultural, bilingual, and biliterate. Develop programmatic strength in the areas of science, technology, engineering, mathematics, and health. Develop a Medical School of the first class, with outstanding undergraduate and graduate medical education, public health, health professional degrees, and clinical research to improve the health of the community. Become a global leader in higher education, health education, biomedical research, emerging technology, and preparing students to be lifelong learners. Pursue applied and translational research to address critical local, state, national, and global needs. Build on the excellent economic activity and strength of the State of Texas and benefit from the State’s leadership in the world. Provide a leadership role in fostering economic and community partnerships to help solve local, state, national, and global problems. Promote innovation and knowledge discovery with business and industry that will lead to job growth and improvements in the quality of the region’s workforce. Build a hub for inventions and intellectual property that will lead to economic and community prosperity and an improved quality of life for the region, the state, the nation, and the world. Serve as a “Gateway to the Americas” by cultivating partnerships with global leaders in education, health, research, and other strategic, high-growth industries. Leverage the size, strength, and excellence of The University of Texas System and its fifteen outstanding institutions to shorten the time it takes to achieve these goals.
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TRANSFORMING THE LRGV
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3 3
1
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University of Texas Pan 2 American (UTPA) Location: Edinburg, Texas Enrollment (2013): 16,966 Description: UTPA is one of the largest Hispanic serving institutions of higher education in the US and a leader in addressing the needs of a culturally diverse society through discovery.
University of Texas at 3 Brownsville (UTB) Location: Brownsville, Texas Enrollment (2013): 8,420 Description: Offers a full four year undergraduate and graduate curriculum, awards bachelor to doctorate degrees, conducts research and provides an array of higher education services.
Regional Academic Health Center (RAHC) Location: Edinburg, Harlingen, Brownsville, Texas Description: RAHC was established in 2002 under the UT Health Science Center in San Antonio to serve the LRGV and includes 2 medical research divisions and 1 public health division.
Partners in Transformation A new engaged university will strive to create a Lower Rio Grande Valley in which all residents are assured a decent quality of life -- economically, physically, environmentally, and socially. It is the expectation that the new university will build upon UT’s existing assets and that UTB and UTPA will grow with the new university to include the following: 1. Academic campus in Cameron County 2. Academic campus in Hidalgo County 3. Facilities of the RAHC 4. Medical school - presence in Cameron + Hidalgo Counties 5. Academic center in Starr County 6. Center for Border Economic Enterprise Development 7. Texas Academy of Mathematics and science Creating a truly engaged university will require careful attention to how these resources and assets are used to impact local and regional transformation. Through engaged partnership, low-income communities can support the university to develop a mission of engagement which “aims to consciously apply their place-based economic power, in combination with their human and intellectual resources, to better the long-term welfare of the communities in which they reside.” (Hodges and Dubb, The Road Half Traveled )
3 1 Existing UTB, UTPA, and RAHC Campuses
United for RGV has conducted extensive surveying to identify critical issues in low-income communities across the Lower Rio Grande Valley. Establishing a mission of engagement means working together to direct institutional resources toward the improvement of education, health, economic development, and planning in the region.
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United States 1
3 2
Rio Grande City
Mexico
Raymondville
Edinburg
Haringen
McAllen
Weslaco
San Benito
Reynosa
1 3
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Starr County Population (2012): 61,615 Area: 1,229 square miles Density: 50 people/sqmi. Willacy County Population (2012): 22,058 Area: 784 square miles Density: 28 people/sqmi.
2 4
Hidalgo County Population (2012): 806,552 Area: 1,583 square miles Density: 510 people/sqmi. Cameron County Population (2012): 415,557 Area: 1,276 square miles Density: 326 people/sqmi
LRGV: 268 people/sqmi Texas: 98 people/sqmi US: 88 people/sqmi
(US Census 2012 Estimates)
Geography. The Lower Rio Grande Valley consists of Starr, Cameron, Hidalgo, and Willacy counties and is located in South Texas along the US-Mexico border. Extending from the mouth of the Rio Grande River up stream roughly 100 miles, the region includes 4,300 square miles of low-lying land adjacent to the Gulf of Mexico. Due to this location, the Valley often experiences tropical storms and hurricanes. While these catastrophes are not selective, unincorporated, rural areas known as colonias are often disproportionately affected due to their poor infrastructure. Although its growing metropolitan areas of Brownsville, McAllen, Harlingen, and Rio Grande City anchor the LRGV, the Valley strongly affiliates and identifies itself as a single region.
4 South Padre
Brownsville
Matamoros
The Lower Rio Grande Valley
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US - 77 HIDALGO +545,427
STARR +24,019
WILLACY
+1,221 Rio Grande City
Edinburg
RT - 83
Harlingen
McAllen Weslaco
SanBenito
POPULATION DENSITY BY CENSUS BLOCK TRACT
Reynosa +114,756
< 60 PERSONS / SQ. MILE 60 - 249 PERSONS / SQ. MILE 250 - 999 PERSONS / SQ. MILE 1000 - 4999 PERSONS / SQ. MILE > 5000 PERSONS / SQ. MILE
mixed other
non hispanic
Matamoros +114,756
female
88% white
90% hispanic
51% male
RACE
HISPANIC ORIGIN
GENDER (US Census 2012 Estimates)
17
CF - 2
Population Growth. The Lower Rio Grande Valley is currently home to an estimated 1.3 million people. When including the neighboring regions of Mexico, this figure rises to more than 2.5 million and is expected to surpass 3.6 million by 2030 (Texas Data Center). Natural increase (i.e., more births than deaths) has recently surpassed immigration as the primary driver of population growth in the region. Of this population, a substantial percentage is young with a median age of 29 (US Census 2012 Estimates). In addition, the LRGVâ&#x20AC;&#x2122;s location on the US/ Mexico border accounts for 90% of the regionâ&#x20AC;&#x2122;s population isdentifying as Hispanic or Latino in origin. The future success of the LRGV is dependant upon its ability to capitalize on its human resources, largely its young bilingual population, to contribute to a social, environmental, and economically sustainable environment.
CAMERON +1,221 South Padre
Brownsville
CF - 101 Population Growth by Region 2010 - 2030 (Texas Data Center)
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US - 77
Rio Grande City
Edinburg
RT - 83 McAllen
Harlingen Weslaco
POPULATION AREA MEDIAN INCOME
SanBenito
< $10,000 AMI $10,000 - $19,999 AMI $20,000 - $29,999 AMI $30,000 - $39,999 AMI $40,000 - $49,999 AMI $50,000 - $59,999 AMI $60,000 - $69,999 AMI $70,000 - $79,999 AMI
CF - 2
MEDIAN HOUSEHOLD INCOME
19
3
4
5
6
HOUSEHOLD SIZE DISTRIBUTION
7
150K - 199K
2
> 200K
1
75K - 99K 100K - 145K
20K
45K
35K - 49K 50K - 74K
40K
90K
< 15K
Household Income
households
$31,843
$50,740
$51,371
Texas
LRGV
20K
United States
Household Income
40K
60K
15K - 24K 25K - 34K
80K
60K
INCOME DISTRIBUTION (2012 American Community Survey Estimates)
Income Demographics. The Lower Rio Grande Valleyâ&#x20AC;&#x2122;s median household income, $31,834 is roughly 60% the national average of $51,371. Many residents without specific skills or training attained through higher education struggle to find avaliable jobs that pay a living wage. In addition to employment barriers associated with educational requirements, many workers are also limited due to their English language skills and various health conditions. The LRGV has substantially higher poverty rates than Texas or US figures; nearly 30% of all residents live below the poverty level, almost three times greater than the national average.
South Padre
Many regions, like South Texas, that experience high levels of economic inequality have greater difficulty achieving successes in the areas of education, health, and economic development than those that are more prosperous. Many studies have identified household income as an indicator of individual success, linking it to long-term student achievement, job preparedness, and overall health.
Brownsville
CF - 101 Income distribution
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01. EDUCATION High school and college graduates are realizing that the overwhelming majority of new regional jobs require higher education or advanced training. In the Lower Rio Grande Valley the unemployment rate of those who lack college experience is nearly twice as high as that of those who have college degrees. (Targeting the Future, 2011 Labor Market Information Report). Job opportunities are available for those individuals with the skills and education to keep themselves competitive. The future economic stability of the LRGV is dependent upon its ability to train and retain productive, skilled laborers. Low-income communities in the LRGV have identified five critical issues in education which are potential opportunities for partnership and collaboration with the new university:
College preparatory programs and increased access. Although enrollment at public secondary and postsecondary schools is steadily growing in the LRGV, it is not keeping pace with state or national educational attainment levels. Educational levels in the Valley tend to be lower than the state average with less than 50 percent of the population aged 25 and over having finished high school or equivalent and less than 15 percent hold a Bachelorâ&#x20AC;&#x2122;s Degree, compared to the Texas average of 25% and national average of 27% (2011 LRGV Economic Strategy). Barriers to postsecondary enrollment include poor academic performance, lack of acacemic guidance, and/or the lack of financial means needed to take advantage of educational opportunities. Currently, 45% of all LRGV high school graduates do not immediately enroll in postsecondary education. Of those students that enroll, over 75% of them attend a regional institution and are likely to remain in the Valley and contribute to the local workforce upon graduation.
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After School Program
“When asked to rank priorities, UTB students ranked in the following order: (1) family, (2) work, (3) school.” - South Texas Regional Overview, FSG
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PATHWAY TO POSTSECONDARY SUCCESS Entering 7th Graders
Don’t Enroll In 24% PSE (12,078)
100% (51,063) Graduate HS Within 6 Years
76% (38,985)
Do Not Enroll in PSE Immediately
33% (17,068)
Enroll in PSE Immediately
43% (21,899)
Enroll in 4 Year College
22% (11,007)
Enroll in 4 Year College
Enroll in Junior College
7% (3,834)
11% (5,624)
19%
Complete Post Secondary Degree
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Don’t Complete 14% Degree in 6 Years (7,058)
21% (10,892) Complete Degree in 6 Years
Don’t Complete 32% Degree in 6 Years (16,641)
Don’t Complete 11% Degree in 6 Years (5,383) Complete Degree in 6 Years
1% (427)
“In 2012 less than 50% of Brownsville Independent School District seniors completed the Free Application for Federal Student Aid (FAFSA) that is required to be considered for financial assistance. Research indicates that 90% of students who complete this application will subsequently enroll in postsecondary education.” - All In, Partners for Post Secondary Success
Overall Non Completion Rate of Post Secondary 81% (51,063) Education 2002 - 2004 Combined High School Cohort - All RGV ISDs (FSG)
Student preparedness and awareness of various educational paths is crucial to their long-term success in postsecondary education. High school graduation rates in Cameron, Hidalgo, Starr, and Willacy counties have improved in the past decade yet remain low in comparison to state and national averages. Roughly 23% of LRGV high school freshmen do not return for 10th grade because they have either dropped out or have been held back (FSG). Of those students that complete high school, many are unaware upon graduating that they are under qualified to meet postsecondary enrollment and/or employment requirements. Lower Rio Grande Valley school districts and postsecondary institutions are actively working to align middle school, high school, and postsecondary curricula to ensure students are college ready.
Information about student financial aid and college admission requirements. Roughly one quarter (330,000) of the total LRGV population is school aged (fall 2010 - 2011 school year statistics, RGV LEAD). In the Valley, an average of 72.2% of students graduate from secondary schools. Many of these students are or will be the first generation in their family to attend college. Without clear guidance, many students and their families are unaware of or confused by the college application process and financial resources that are available to them (Greater Texas Foundation). To increase post-secondary student enrollment, better understanding of college requirements and financial assistance is needed in addition to aggressive applicant support both at school and at home. It is also important due to the large number of first-generation families, that information be shared with the extended family to foster strong networks of peers and adults who support collegegoing norms.
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US - 77
C Rio Grande City
U
RT - 83 McAllen
U C T
Edinburg Harlingen
C
UTB UTPA TEXAS SOUTHMOST COLLEGE SOUTH TEXAS COMMUNITY COLLEGE TEXAS STATE TECHNICAL COLLEGE
Weslaco
C
T
SanBenito
CF - 2
PUBLIC SCHOOLS HIGH SCHOOLS MIDDLE SCHOOLS ELEMENTARY SCHOOLS
27%
United States
25%
Texas EDUCATIONAL ATTAINMENT
25
15%
bachelor’s degree or higher high school diploma/GED no high school diploma/GED
LRGV (2011 LRGV Economic Strategy)
Increased student retention. The first year of college represents a major student loss point for all universities. In the LRGV, 40% of students at 2-year institutions and 23% of students at 4-year institutions do not enroll for a second year (30% national average) (All-In). Poor retention rates are symptomatic of challenges associated with high tuition costs, commute time, and rigorous workloads. For the majority of LRGV postsecondary students who live at home, these factors must also be juggled with family obligations and associated financial responsibilities.
South Padre Brownsville
C U CF - 101 Public School Distribution
Guiding postsecondary students through completion of all introductory courses involves supporting student lifestyles, leveraging technology to support flexible work schedules, offering work-study programs, and providing emergency aid to deal with unexpected life events are all essential to improving LRGV retention rates from the critical first year until graduation.
Access to a variety of post-secondary opportunities, including technical training. The Lower Rio Grande Valley is fortunate to have a strong network of academic and technical postsecondary training providers, including two components of the University of Texas System- UTB and UTPA (soon to be one new university), two community colleges- South Texas College and Texas Southmost College- and one public technical college, Texas State Technical College. These institutions provide local residents with educational pursuits ranging from technical certifications to doctorate degrees within commuting distance.
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US - 77
Rio Grande City
Edinburg
RT - 83
Harlingen
McAllen Weslaco
SanBenito
CF - 2 STUDENT ADDRESSES AND JOBS
MASTER’S DEGREE
2.10
BACHELOR’S DEGREE
OTHER
BUSINESS OPERATIONS
REGISTERED NURSES
15
SECONDARY TEACHERS
30
ELEMENTARY TEACHERS
JOBS (THOUSANDS)
45
ACCOUNTANTS & AUDITORS
UTPA and UTB STUDENT ADDRESSES EMPLOYERS
1.69
ASSOCIATE DEGREE
1.25
SOME COLLEGE
1.23
HS GRADUATE / GED 2016 JOBS CREATED EXISTING JOBS
1.00
9-12th, NO DIPLOMA
0.77
LESS THAN 9th
0.72 0.50
BY 2016, THE FASTEST GROWING OCCUPATIONS WITH REQUIRE A POSTSECONDARY DEGREE
1.00
1.50
2.00
2.50
HISPANIC EARNING POWER WITH EDUCATIONAL ATTAINMENT (US Census, 2009 Social and Economic Annual Supplement)
27
Student internship, employment, and training opportunities. Student success is determined not only by the quality of education a student receives before University matriculation, but also by the ability of a student to secure gainful employment after graduation.
South Padre Brownsville
Job preparedness and placement of graduates are crucial to the success of a university. By 2016, the fastest growing occupations in the Lower Rio Grande Valley will require a postsecondary degree and the demand for college graduates will grow by 35% (FSG). When compared to the 24% of LRGV native-born adults and 60% foreign-born adults lacking postsecondary credentials, this statistic conveys the future challenge of a large percentage of valley residents to make a living wage in the upcoming years (All-In). It is essential that postsecondary institutions align with local employers to incubate degree programs and skills that are directly applicable to advancing the Valleyâ&#x20AC;&#x2122;s workforce. Promoting paid internships and local hiring incentives, offering training opportunities to supervisors and interns, promoting career and financial coaching toward job retention and advancement, and creating industry partnerships with postsecondary institutions support the creation of employment pathways.
CF - 101 UTPA and UTB Student Proximity to Jobs
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02. HEALTH
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Health begins at home and is influenced by where we live, our occupations, our environment, and our behaviors and lifestyles. As such, advancing the health of a community or population requires a comprehensive approach that addresses the social and physical factors that contribute to overall quality of life. In the Lower Rio Grande Valley, health issues are primarily rooted in challenges associated with unhealthy individual behavioral patterns and lack of access to appropriate care and services. Low-income communities in the LRGV have identified five critical issues in health which are potential opportunities for partnership and collaboration with the new university:
Access to nutrition and exercise. The way in which a community is designed and built affects the physical and mental health of those who occupy it. Health in the Lower Rio Grande Valley is influenced by existing built conditions- streets, sidewalks, parks, housing, and infrastructure- that impact behavioral patterns and lifestyle choices. Cameron, Hidalgo, Starr, and Willacy counties all currently rank within the bottom 10% of Texas counties for overall health based on cultural behavior, clinical care, and factors related to the social, economic, and physical environment.
Belden Bike Trail (right) Brownsvilleâ&#x20AC;&#x2122;s Biggest Loser Challenge (left).
Challenges of the LRGVâ&#x20AC;&#x2122;s built environment include sprawling development patterns, low-density residential neighborhoods, vehicular transportation networks, limited pedestrian and cyclist infrastructure, and low percentage of accessible parks and green space. The vast majority of Lower Rio Grande Valley residents, particularly those living in a rural or colonia context, are located in a food desert. Only 33% of Willacy and Starr county zip codes have a healthy food outlet. 57% and 67% of Hidalgo and Cameron county residents respectively have access to healthy food choices.
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Medical services for uninsured and/or undocumented individuals. The high percentage of individuals in the Lower Rio Grande Valley without health insurance can be attributed in part to high regional poverty rates and the large number of undocumented citizens. The Valley economy, comprised largely of micro businesses and self-employed individuals, leaves many employers unable to insure their employees.. Generally those without insurance are less likely to obtain preventative services and are more likely to rely on hospital emergency room care for treatment. This care alone cost Texas taxpayer over 5 billion dollars in 2010 alone. To avoid the high costs associated with treatment many people cross the border to Mexico to seek medical care. According to Cameron County Hispanic Cohort survey conducted by the UT School of Public Health, only 31% of Rio Grande Valley residents reported having health insurance in 2013, of which 12% reported having private insurance. Of those uninsured respondents, a large percentage reported undocumented status. For this demographic, barriers to medical care include the fear of deportation, inability to pay, and concern of prejudices against undocumented citizens by healthcare workers.
UNINSURED POPULATION 33.8% 37.1%
Cameron 32%
34.1%
Hidalgo 31.1%
30.8%
Starr 31.7%
29.6%
Willacy 24.5%
38.5%
State of Texas
Uninsured Hispanic Population
Uninsured Total Population (2010 US Census)
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EFFECTS OF INSURANCE ON PREVENTATIVE CARE
Preventative Care Measure
Blood Pressure Test (past 2 yearrs)
Cholesterol Test (past 5 yrs)
Difficulties Getting Medical Care (past year)
Specific Source of Ongoing Care (past year)
Checkup (past year)
Eye Exam (past 2 years)
Visited ER >2 times (past year)
UNINSURED INSURED 20%
40%
60%
80%
100%
Percentage of LRGV Population
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US - 77
Rio Grande City
Edinburg
RT - 83 McAllen
HEALTH CARE FACILITIES PRIVATE FACILITY PUBLIC FACILITY
Harlingen Weslaco
PHYSICIANS
Vocational Nurse Registered Nurse Nurse Practitioner
143rd
Psychiatrists Psychologists
60th 140th
MENTAL HEALTH
Direct Care MD Primary Family Pysicians Assist.
NURSES
NUMBER OF RESIDENTS PER BED 369 CAMERON COUNTY 355 HIDALGO COUNTY 1257 STARR COUNTY 0 WILLACY COUNTY 378 LOWER RIO GRANDE VALLEY 314 TEXAS 340 UNITED STATES
Community Health Workers
33
SanBenito CF - 2
67th 93rd
HEALTH WORKERS / 100K of POPULATION
71st 171st (RANK OUT OF ALL 232 TEXAS COUNTIES) Lower Rio Grande Valley Texas Average
78th
8th 100
200
300
400
500
600
700
(UT School of Public Health)
Affordable primary care clinics and doctors. The LRGV is transitioning from a predominalty rural to predominatly urban region. Adequate numbers of available health care services and professionals must keep up with the rapidly growing population. The Valley has long been a health professional shortage area with particular difficulty in recruiting and retaining primary care and specialist physicians, nurses, and physician assistants. Poverty, remoteness, cultural, and language barriers all contribute to the dfficulties in recruting and retaining health professionals.
South Padre
Brownsville
The LRGVâ&#x20AC;&#x2122;s current health system is composed primarily of for-profit hospitals, whose services do not offer many specialty care options. Federally qualified clinics provide the primary outpatient safety net for low-income and uninsured residents. Although clinics offer immediate and preliminary care, they are less equipped to handle long-term chronic care needs. Due to the lack of accessible health services, residents of the Lower Rio Grande Valley commonly neglect regular preventative care. Long distances, transportation access and inconvenient service hours exacerbate the service shortage for many residents. Additional barriers include mistrust of the system, immigration status and an inability to take time off, forgoing wages or risking job security in order to seek treatment.
CF - 101 Health Care Facility Distribution
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CHRONIC DISEASE AND ACCESS TO CARE IN THE ADULT POPULATION OF LRGV
31%
48%
32%
Elevated Cholesterol
Hypertension
Diabetes
47%
28%
At Risk for Chronic Liver Disease
30%
Measurable Depression
Measurable Level of Anxiety
Cameron, Hidalgo, Starr, and Willacy counties all rank within the bottom 10% of Texas counties for health behaviors. Starr county ranked lowest out of the stateâ&#x20AC;&#x2122;s 232 counties. - County Health Rankings CHRONIC DISEASE RATES 50
30
10
Diabetes
35
Hypertension
Elevated Cholesterol
Chronic Liver Disease
Unknown
20
Unknown Unknown
% OF POPULATION
40
Measurable Depression
Measurable Anxiety
Health services for the chronically ill. UNDIAGNOSED UNTREATED LRGV DIAGNOSED / TREATED
LRGV health services, facilities, and educational outreach must develop in tandem with regional health trends to help mitigate chronic illness and increase preventative care. Health conditions on the US-Mexico border are among the worst in the United States. Non-communicable chronic diseases, mainly diabetes and cardiovascular disease, have reached pandemic proportions fueled by high levels of adult and childhood obesity. The leading health concerns of the LRGV include:
1. 2. 3. 4. 5.
diabetes and obesity cardiovascular diseases cholesterol behavioral and mental health substance abuse
In addition to the physical burdens associated with poor health, individuals with chronic, untreated conditions, commonly lose the capacity to work and subsequently support their families. This ultimately costs state and local taxpayers, who pay the tab for indigent health care. This fragmented health care delivery system can be an impediment to economic development.
Health education.
LOWER RIO GRANDE VALLEY TEXAS UNITED STATES
In an effort to bridge the gap between service providers and the community, many LRGV organizations utilize health outreach personnel, called promotoras, to facilitate, educate, and provide direct services to the low-income population. Educational programs that focus on healthy behaviors such as diet, fitness, substance abuse, and hygiene in addition to increased preventative care programs work to decrease and/or identify health problems early enough to effectively treat them.
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03. ECONOMIC DEVELOPMENT The Lower Rio Grande Valleyâ&#x20AC;&#x2122;s proximity to Mexico and fastgrowing binational market are major factors in regional economic growth. The LRGV hosts a young, trainable, and largely bilingual workforce that is capable of transforming the economic trajectory of the area. In addition to human capital, the area hosts a number of economic assets including; higher education institutions, a business-friendly environment, a growing healthcare industry, long growing seasons, and proximity to international trade. Despite faster than average employment growth in the area, the LRGV remains one of the poorest regions in the United States. As regional economic opportunities develop, it is important that Valley residents are able to benefit from economic gains. Low-income communities in the LRGV have identified four critical issues in economic development which are potential opportunities for partnership and collaboration with the new university:
Information about employment opportunities. Communication between employers and job seekers is vital to harnessing local talent. Effective local recruitment strategies not only connect residents to job opportunities but also prepare applicants to succeed in their work place by establishing guidelines and expectations for employment. By assisting residents with job applications, resumes, and required certifications, employers across the LRGV can position themselves to hire prepared workers. Over half of the Valleyâ&#x20AC;&#x2122;s workforce is employed by core industries associated with local, state, and federal government, education, health , and retail trade. The fastest growing industries in both McAllen and Brownsville MSAâ&#x20AC;&#x2122;s are education and healthcare related. Additional fields that are rapidly growing include government, trade, transportation, and utilities (RGV LEAD). These industries continue to exhibit strong growth and should be targeted by job seekers.
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Youth Build LRGV (left), Job Training Programs (right)
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Projected Growth (% of 2010 Employment)
Density of LRGV Industries (Relative to US Average)
Local Industries
US AVERAGE
Personal Care & Service Healthcare (support) Farming, Fishing, & Forestry Education, Training & Library Protective Service Transportation & Material Moving Property Maintenance Healthcare (technical) Food Preparation & Serving Office & Administrative Support Installation, Maintenance & Repair Sales Community & Social Services Management Production Legal Business & Financial Operations Life, Physical & Social Science Military Arts, Design, & Media Architecture & Engineering Computer & Mathematical
0% 10% 20% 30% 0.25 Projected National Growth
BELOW AVERAGE
0.75 AVERAGE
2015 LRGV EMPLOYMENT GROWTH
1.25
1.75
ABOVE AVERAGE LOCAL EMPLOYMENT BY INDUSTRY (2011, LRGV Economic Strategy)
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Job training. The Lower RIo Grande Valleyâ&#x20AC;&#x2122;s working-aged population requires training in order to be competitive in todayâ&#x20AC;&#x2122;s growing industries. Tehcnical knowledge and skill training through certification and business development programs improves local hireability. Job skill programs combined with concerted efforts to promote education, play a critical role in the development of a prepared, diversified workforce (RGV LEAD 2012). Increased investment by employers and workforce boards in assessing student job skills early on, encourages young people to explore future employment opportunities in growing service sectors. LRGV on-the-job training accounts for nearly 60% of annual expenditures across all industries (2011 LRGV Economic Strategy). Only 35% of the $772 billion spent on training each year is supplied by colleges and universities (2011 LRGV Economic Strategy). Education facilities have the opportunity to decrease industry burden by providing coursework that is directly applicable to local market needs while increasing the hireability of local residents. The Valley has several skill development porgrams including the Texas Workforce Commissionâ&#x20AC;&#x2122;s (TWC) Skills for Small Business development fund that distributes up to $2 million toward training opportunities for small business employers (less than 100 employees). Employers apply for funding that is coordinated with local community or technical colleges, providing the opportunity to receive up to $1,450 for each new employee or $725 for existing employees per 12-month period to offer training services as specifically identified by business owners in their application for employees (TWC).
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US - 77
Dot = Location of Worker’s Employment
Rio Grande City
Edinburg
RT - 83 McAllen
Harlingen
WORKER’S COUNTY OF RESIDENCE
Weslaco
STARR COUNTY WILLACY COUNTY CAMERON COUNTY HIDALGO COUNTY
SanBenito
CF - 2
AVERAGE WORK COMMUTE DISTANCE < 10 MILES 10 - 24 MILES 25 - 49 MILES > 50 MILES DESTINATION OF COMMUTING WORKFORCE 1% 1%
1% 13%
41%
86%
41
10%
46%
14%
70%
28%
32%
STARR
.5% .5%
6%
7%
HIDALGO
WILLACY
CAMERON
STARR WILLACY CAMERON HIDALGO
Local Employment Opportunities. Quality employment opportunities provide livable wages, improve individuals’ living standards and increase the region’s overall economic strength. Additional earnings for low-income workers increase consumer spending and contributes to a stronger tax base funding future community investment. Unemployment rates in the Valley (9.5%) remained higher than State (7.3%) and National (8.7%) averages (2012 US Census Estimates). Although high, the LRGV’s current unemployment rate is lower than historic averages and continues to decrease.
South Padre
Brownsville
CF - 101 Commuter Patterns
Commuting patterns of Valley workers show a strong disconnect between where people live and work. Due to the Valley’s sprawling development patterns, employment concentrations frequently require workers to commute across the Lower Rio Grande Valley, costing both time and money. Brownsville has the highest percentage of residents (22%) who live and work in the same vicinity. Even the Valley’s two largest employment centers, McAllen and Edinburg, have relatively high volumes of daily outbound commuters. Although geographically dispersed, the Valley is connected by two workforce board areas; Workforce Solutions Lower Rio Grande Valley in McAllen and Workforce Solutions of Cameron County (2011 LRGV Economic Strategy) that support local hiring practices and skill training development. Additional support is available for self-employed and small business owners. who account for a small, but larger than average percentage of the labor force.
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US - 77
10 MILE BUFFER 5 MILE BUFFER Rio Grande City
RT - 83
Edinburg
McAllen
Harlingen Weslaco SanBenito
CF - 2 INSTITUTIONAL DOLLARS SPENT BY SQUARE MILE
$10K
$50K
+$200K
UNIVERSITY SPENDING IN LRGV
52%
34%
$7,241,143
$4,422,129
UTPA
43
UTB
LRGV Total Spending
5 MILE BUFFER 10 MILE BUFFER
Local spending and investment. Purchasing goods and services locally ensures that the money spent within the Lower Rio Grande Valley stays within the community, resulting in a greater number of regional jobs and opportunities. Retaining and increasing consumer spending in the Valley creates further opportunities to strengthen the local workforce, earnings, and tax base.
South Padre
Brownsville
Retail earnings of the LRGV account for nearly 10% of the region’s economy. The Valley’s warm climate and geographic location along the US-Mexico border make it an attractive destination for seasonal tourists who migrate to the area during the winter months and on Mexican nationalists who cross the border to shop year-round. The percentage of sales to nonresidents along the border cities of McAllen and Brownsville average about 35% and 26% respectively. Annual visitors to South Padre Island, a popular vacation destination, outnumber residents 5 to 1 on average on any given day (South Padre Island Economic Development). In addition to individual consumers, large institutions also contribute to the Valley economy. The LRGV annually spends large amount of money to secure the nation’s border. Hospital, medical clinics, and educational institutions also contribute significantly. In 2011, UTB and UTPA collectively spent over $11.6 million in South Texas.
CF - 101 UTPA and UTB Local Spending
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04. REGIONAL PLANNING Effective egional planning lays a foundation for efficient and affordable movement of goods, services, people, and ideas. As the Lower Rio Grande Valley’s demographic, economic, land use and transportation patterns continue to evolve, planning for metropolitan areas is becoming increasingly important. Due to the LRGV’s economic interdependence, political boundaries are less relevant to businesses and residents. Planning at the regional scale is critical to stewarding transformation of place. In the LRGV, regional planning challenges are primarily rooted in smart growth strategies that strengthen Valley unification. ow-income communities in the LRGV have identified four critical issues in education which are potential opportunities for partnership and collaboration with the new university:
Public Improvements – Roads, Lighting, Drainage, Utilities, Parks. A region’s basic infrastructure in many ways determines its economic viability. Infrastructure influences where businesses locate, the workforce it is able to attract, resident quality of life, and neighborhood safety. Maintaining, improving, and expanding upon existing infrastructure contributes to healthier, more economically viable, and accessible communities. Rural, unincorporated areas in the Lower Rio Grande Valley suffer most from insufficient infrastructure, many lacking adequate sewer systems, wastewater disposal, and water treatment facilities. In some cases residents do not have a potable water source and must purchase water daily from private providers. In some instances even when infrastructure is extended to these areas, poor housing conditions prevent residents from passing home inspections that would enable them to hook into water/sewer lines. Low income households are less able to make the necessary improvements to bring them up to code.
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Existing colonia drainage infrastructure
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US - 77
BUS ROUTE
L Rio Grande City
L
R
Edinburg
RT - 83
McAllen 26 LOCAL ROUTES THE WAVE (SOUTH PADRE) METRO McALLEN (McALLEN) BROWNSVILLE METRO (BROWNSVILLE) RAINBOW LINES (PRIVATE - STARR COUNTY) 16 REGIONAL ROUTES VALLEY METRO
L
Harlingen Weslaco SanBenito
CF - 2
POPULATION AREA MEDIAN INCOME 1 MILE TRANSIT BUFFER COLONIAS JOB CONCENTRATION
“People will be able to move throughout the region safely, reliabily, and efficiently by using a seamless transit network.” - LRGV Development Council, Vision Statement “Human Service-Public Transit Coordination Plan,” 2011
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Public Transportation The Lower Rio Grande Valley has a substantial need for accessible, realiable public transportation that addresses the Valleyâ&#x20AC;&#x2122;s growing low-income population and development patterns. Existing transit routes serve most of the major population centers in the LRGV, connectivy between them is lacking and many smaller, low-income communities are highly underserved. Increased ridership for low-income residents is dependant upon public transitâ&#x20AC;&#x2122;s ability to efficiently transport riders between residences, social services, educational providers, and employment locations.
South Padre
L
Brownsville
L
In 2012 Valley Metro added an additional 13,000 hours of service in Hidalgo County and expanded ridership by 120%. Additional new routes included connections between TSTC, UTB, and UTPA. Transportation studies indicate that further expansion would greatly benefit cities such as Harlingen, San Benito, Edinburg, and Mission which can easily support a 5-6 bus fixed route system (2011 Transit Coordination Plan). While additional local fixed route service is important, enhancing inter-city connections is becoming critical, given that the vast majority of jobs are clustered along the transportation corridors of US 77/83 from Mission to Brownsville and the US 281 Corridor from Hidalgo to Edinburg, as well as South Padre Island.
CF - 101 Proximity of Jobs and Colonias to Existing Public Transit Routes
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Affordable Housing. As the LRGV population continues to grow, the development of affordable rental and owner-occupied residences is critical to housing future college-aged students, young families, and older couples. Approximately 70% of Cameron, Hidalgo, Starr, and Willacy County housing is currently owneroccupied (2012 US Census Estimates). The median homes prices in Brownsville, Harlingen, and McAllen are between $20,000 - $30,000 below the national average of $111,000 (Real Estate Center at Texas A&M University, 2011). When compared to low-income household earnings (80% AMI or lower), residents in Brownsville, McAllen, and Harlingen are unable to afford the majority of housing on the market based on HUD recommendations that housing not exceed 25% of income. The limited stock of affordable housing forces many low-income residents into substandard developments. Colonias are in many ways a direct response to the lack of affordable housing and are one of the few housing options for low-income residents who are unable to secure traditional mortgages or pass credit checks. Ensuring that systems are in place that enable families to build wealth through homeownership such as safe, affordable home loan products and sound neighborhood infrastructure is important to many residents. Increased homeownership supports neighborhood and community revitalization by increasing length of residency and individualsâ&#x20AC;&#x2122; investment in place. 64% of LRGV homeowners have lived in their homes for at least 8 years, compared to only 13% of renters. As the student population grows, student housing will become increasingly important. Student housing availability is currently limited in the Lower Rio Grande Valley, UTB and UTPA currently house just over 1,200 students, roughly 4% of the total combined student body. New approaches to student housing that embrace community development strategies such as public-private partnerships and academic enrichment services could help bridge the housing gap for students and their families.
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Colonias Housing
POPULATION
75%
LRGV Renters LRGV Homeowners
50% 25%
15 - 34
35 - 64
AGE
65+
Married Elderly Single Mother Non Family
15% 17%
26% 41%
65%
LRGV HOMEOWNERS
28%
LRGV RENTERS
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Digital Connectivity. Information exchange is increasingly taking place online and is becoming the access point for job opportunities, college applications, and social services. The Lower Rio Grande Valley’s dispersed rural population generally has poor internet access and regional wireless coverage. A 2011 study conducted by Mississippi State University revealed that on average only 20-40% of LRGV households have residential fixed wireless broadband internet connection (compared to 60% nation-wide). Despite increasing availability of broadband technology, broadband usage remains low. Due to costs associated with internet connectivity, many low-income residents do not purchase it. Urban communities take advantage of free public Wi-Fi access points at libraries and restaurants rather than bearing the expense of hosing their own network.
“31% of Texas adults don’t have broadband — high-speed internet — at home. But 4% of Texas households lack broadband availability, showing that many who could get it choose not to do so.” - Connected Texas
Students on laptops in the community and on campus
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1 3
Starr County 200 - 400 Fixed connections/1000 households 5 Unique Internet Providers Willacy County 0 - 200 Fixed connections/1000 households 3 Unique Internet Providers
2 4
Hidalgo County 200 - 400 Fixed connections/1000 households 4 Unique Internet Providers Cameron County 200 - 400 Fixed connections/1000 households 3 Unique Internet Providers
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FORUM
EAST 6 ST.
*
MILE 4 RD.
S. BRIDGE AVE.
83
83
EAST 8 ST.
N
53
Agenda Date: November 8, 2013 Location: KMC Conference Center at the Knapp Medical Center Knapp Medical Blvd., Weslaco, TX 78596
Arrival and Registration 08:00 â&#x20AC;&#x201C; 08:45 Registration, Translation Equipment, Light Breakfast Welcome: Unidos por RGV and UT System 09:00 - 09:10 Community Welcome & Opportunity Statement 09:10 - 09:25 UT Welcome & Overview of University Planning Process 09:25 - 09:45 Presentation: Challenges & Opportunities in LRGV Session 1: LRGV Today and Tomorrow 09:50 - 10:00 Facilitator Introduction 10:00 - 10:10 Icebreaker 10:10 - 10:30 Share: Advice for a Friend 10:30 - 11:30 Imagine: Celebrating Success in LRGV in 20 Years [Education, Health, Economic Development, Regional Planning] Lunch: University-Community Engagement in Action 11:30 - 12:00 Buffet Lunch 12:00 - 12:20 Presentation: Engaged Universities & Engaged Communities Session 2: Moving Forward Together 12:30 - 12:40 Facilitator Welcome Back 12:40 - 01:00 Prioritizing Visions & Opportunities for Change 01:00 - 01:30 Understanding the Opportunities 01:30 - 02:00 What Can the University & Community Do Together? Closing: Committing to Each Other 02:00 - 02:15 What We Accomplished Today 02:15 - 02:20 Next Steps Together
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Participants Community leaders Emma Alaniz Rocio Antonio Norma Aldape Eva Carranza Blanca Castillo Maria Eva Garcia Maria Gomez Ana Gonzalez Gris Gonzalez Joanna Lopez Josue Lopez Maria Luisa Lucatero Amparo Martinez Olivia Ortega Lety Parra Maria Elena Pena Paola Pena Norma Perez Leticia Prieto Maria Reyes Maria Romero Karla Ryena Mary Sandoval Guadalupe Sotelo Mary Vazquez Griselda Vazquez Marcela Quezada Students Lucy Almaguer - Texas State Technical College Student Evan Brough - UTPA Student Tania Chavez - UTPA Alum Adrian Guerrero - UTPA Alum and Graduate Student Israel Herrera - Texas State Technical College Student Yesenia Ontiveros - UTPA Student Paola Marisol Pena - South Texas College Student Johnny Quintanilla - Texas State Technical College Student Hector Rodriguez - South Texas College Student Sandra Yzaguirre - Texas State Technical College Student
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Local Experts Luzelma Canales - Executive Director, Collective Impact Gloria Casas - School Board Member for La Feria ISD Arturo Cavazos - Interim Superintendent, Harlingen ISD Maribel Contreras - LRGVDC Transit Chris Coxon - Chief Program Officer, Educate Texas Rodney Gomez - LRGVDC Transit Bonnie Gonzalez - Chief Executive Officer, Workforce Solutions Danny King - Superintendent, Pharr, San Juan, Alamo ISD Tom Logan - Director, LRGVDC Transit Lisa Mitchell-Bennett - Senior Associate, UT School of Public Health Lizette Pacheco - Senior Director of Migrant Health Promotion Sister Phyllis Peters - Founder, Proyecto Juan Diego Traci Wickett - President & CEO, United Way and PPSS Norma Zamora - Director, Brownsville Metro Local Organizations A Resource in Serving Equality (ARISE) Community Development Corporation of Brownsville (CDCB) La Union Del Pueblo Entero (LUPE) South Texas Adult Resource and Training (START) Texas Organizing Project (TOP) National Advisors Sarita Brown - President, Excelencia in Education Jose Calderon - Emeritus Professor, Sociology & Chicano Studies, Pitzer College Steve Dubb - Research Director, Democracy Collaborative Brian Phillips - Principal, ISA Jessica Rothschild - SeniorAssociate, EHDD Rupal Sanghvi - Founder, HealthxDesign John Syvertsen - SeniorPrincipal & Board Member, Cannon Design Casey Tsui - Research Associate, Human Impact Partners University of Texas at Brownsville Irv Downing - VP Economic Development and Community Services University of Texas Pan American Christina Trejo - Community Engagement Liaison
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Participants Continued Regional Academic Health Center Leonel Vela - Regional Dean and Professor, UT Health Science Center San Antonio University of Texas System Priscilla Cortez - Director of Development Stephanie DeLeon - Assistant to EVC Reyes John Hayek - AVC and Chief of Staff for Academic Affairs Jenny LaCoste-Caputo - Executive Director of Public Affairs Kevin Lemoine - Assistant Vice Chancellor for Academic Affairs Julio Leon - Special Advisor Carl Mica - Director of Business Relations Jim Noffke - AVC Director, Center for Enhancing Philanthropy Michael Putegnat - AVC for Academic Affairs Pedro Reyes - EVC for Academic Affairs Facilitators Brenda Amitrani Adelaida Castillo Judy De La Garza Tim Swanson Alex Feldman Whitney Gray Francene Phoenix Mark Whiteley Technical assistance buildingcommunityWORKSHOP Educate Texas Public Architecture U3 Ventures
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National Advisors Kevin Barnett Kevin Barnett is a Senior Investigator with the Public Health Institute. For the last two decades, he has been engaged in applied research and fieldwork on the charitable obligations of nonprofit hospitals and workforce diversity in health professions. He currently leads a project with The California Endowment that analysizes and maps hospital community benefit programs and has previously led a multi-state demonstration project involving over 70 hospitals to develop and implement uniform community benefit standards. Kevin serves as the co-director of the California Health Workforce Alliance, a statewide group of health professions employers, higher education, K-12, advocacy groups, and public sector agencies that focuses on the coordination of health workforce development and formerly served as the codirector of a four-year statewide initiative focusing on strategies to increase health professions workforce diversity in California. Sarita E. Brown Sarita Brown is President of Excelencia in Education, a not-for-profit organization working to accelerate Latino success in higher education by linking research, policy, and practice to serve Latino students. She has spent more than two decades working with national educational institutions and the highest levels of government to raise academic achievement and opportunity for low-income and minority students. Ms. Brown was appointed as Executive Director of the White House Initiative for Educational Excellence for Hispanic Americans under President Bill Clinton and U.S. Secretary of Education Richard Riley. Jose Zapata Calderon Jose Zapata Calderon is Emeritus Professor in Sociology and Chicano Studies at Pitzer College, President of the Latino and Latina Roundtable of the Pomona and San Gabriel Valley, and a member of the Los Angeles County Board of Education. As the son of immigrant farm workers from Mexico, he has a long history of connecting his organizing and academic work with community-based participatory action research, critical pedagogy, and social movement activism. As a professor at Pitzer College and a public intellectual/researcher/organizer in the Inland Empire region, he has received numerous awards including: the 2012 Ambassador Nathaniel and Elizabeth Davis Civil Rights Legacy Award; the California Alliance of African American Educators Dreamkeeper Award; the California Campus Compact Richard E. Cone Award for Excellence and Leadership in Cultivating Community Partnerships in Higher Education; and the United Farm Workerâ&#x20AC;&#x2122;s Union Si Se Puede award for life-long contributions to the farm worker movement.
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Steve Dubb Steve Dubb is Research Director of the Democracy Collaborative at the University of Maryland, where he has led the development of the Community-Wealth.org web-based information portal and has been lead author or co-author of a number of publications including Building Wealth: The New Asset-Based Approach to Solving Social and Economic Problems, Linking Colleges to Communities: Engaging the University for Community Development, Growing a Green Economy for All: From Green Jobs to Green Ownership and The Road Half Traveled: University Engagement at a Crossroads. Dubb has also worked on the development of community wealth building strategies in a number of cities, including Cleveland, Ohio; Atlanta, Georgia; Pittsburgh, Pennsylvania; and Washington, DC. David J. Maurrasse David Maurrasse is founder and President of Marga Incorporated, a consulting firm founded in 2000 providing strategic advisory services and research to philanthropic initiatives and community partnerships. He directs the Anchor Institutions Task Force, which promotes the engagement of enduring institutions such as universities and medical centers in addressing economic development, health disparities, educational access, and beyond. George L. Mehaffy George L. Mehaffy serves as the Vice President for Academic Leadership and Change at the American Association of State Colleges and Universities (AASCU) in Washington, D.C., a higher education association representing 400 public colleges and universities and 3.8 million students. His division is responsible for developing and managing programs for member institutions in areas such as organizational change, civic engagement, leadership development, undergraduate education, technology, international education and teacher education. He works closely with university presidents and chief academic officers on a variety of national initiatives. In 2003, he launched the American Democracy Project, a civic engagement initiative involving 240 colleges and universities, in partnership with The New York Times. Most recently, he organized the Red Balloon Project, a national initiative to transform undergraduate education. Before coming to AASCU, he had more than twenty years of teaching and administrative experience in higher education in Texas, New Mexico,and California. Richard R. Pettingill Richard Pettingill is an experienced healthcare executive whose career spans four decades of leadership in prominent healthcare organizations and a recent Advanced Leadership Fellow at Harvard Kennedy School and Harvard Business School. Formerly, he was President and Chief Executive Officer of Kaiser Foundation Health Plan and Hospitals, California Division and Allina Health System, Minnesotaâ&#x20AC;&#x2122;s largest healthcare organization.
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Brian Phillips Brian is founding Principal of ISA and directs the design trajectory of the office. He holds a degree from the University of Oklahoma and received his MArch from the University of Pennsylvania. His writing has been published in 306090, CITY, and a recent book from the Delft School of Design. He has lectured widely on the impacts of telecommunications on cities, affordable housing, and the work of ISA. Brian is a Lecturer in the Architecture Department at the University of Pennsylvania School of Design where he teaches design studios focused on urban housing and seminars on various topics. Recently, Brian became the third Architect since 1992 to receive a Pew Fellowship in the Arts. William M. Plater William Plater is the Chancellor’s Professor of Public Affairs, Philanthropic Studies, English, and Informatics at Indiana University. He served as Executive Vice Chancellor and Dean of the Faculties from 1987-2006 where his work focused on the civic engagement of universities and the roles and responsibilities of universities in transforming communities. Plater directs the Office of International Community Development, a joint program of the Center on Urban Policy and the Environment and the Center on Philanthropy of the School of Liberal Arts. His work in civic engagement has been recognized with several local, state and national awards, including the establishment by the American Association of State Colleges and Universities of the first nation-wide, annual award for university provosts. Jessica Rothschild Jessica Rothschild is a Senior Associate at EHDD, an internationally recognized architecture and planning firm working with civic, higher education, commercial and AZM (aquarium, zoo, and museum) clients around the world. A participating author of EHDD’s design philosophy in student housing, Jessica is an EHDD project designer and project manager for higher educational clients including the University of California and the California State University systems. Jessica is a member of the AIA and a LEED Accredited Professional. John Saltmarsh John Saltmarsh is Co-Director of the New England Resource Center for Higher Education and the Administrative Partner for the Carnegie Foundation for the Advancement of Teaching’s Elective Community Engagement Classification. He has researched and written extensively on higher education and civic engagement. He recently authored an edited volume “To Serve a Larger Purpose:” Engagement for Democracy and the Transformation of Higher Education and co-authored the book Higher Education and Democracy: Essays on Service-Learning and Civic Engagement. He has served on the Boards of Imagining America, AACU’s Civic Learning and
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Democratic Engagement Action Network, International Association for Research on Service Learning and Community Engagement (IARSLCE), The Democracy Imperative, Core Commitments Project, Campus Compact and the National Review Board for the Scholarship of Engagement. Rupal Sanghvi Rupal Sanghvi is founder of HealthxDesign and an expert in identifying ways to use design and the built environment to optimize health outcomes. Health x Design applies the tools and methodologies developed in the fields of architecture, urban design and experience design to public health. With over fifteen years of experience in health promotion and disease prevention, she has partnered extensively with community-based, non-profit organizations and the public sector to care for marginalized and geographically isolated groups. She is a Principal Investigator at the Public Health Institute, a Fellow at the Design Trust for Public Space, a Faculty at Parson’s New School for Design, and a reviewer for the American Public Health Conference. John Syvertsen, FAIA, LEED, Senior Principal, Cannon Design John Syvertsen is Senior Principal and on the Board of Directors of Cannon Design, a leading planning and design firm working for healthcare, education, corporate and government clients. As the leader of the firm’s environmental sustainability and community outreach efforts, civic engagement is a hallmark of Syvertsen’s philosophy and his primary focus has been on projects for higher education. A former Chair of the American Institute of Architect’s National Committee on Design, he is currently President of the Board of Trustees of the Graham Foundation and immediate-past chairman of the Chicago Architecture Foundation. John serves on the Board of the American Architectural Foundation, the University of Washington Architectural Commission, the University of Illinois at Chicago Chancellor’s Design Review Committee, the Overseers of the College of Architecture at Illinois Institute of Technology and Family Focus, Illinois. Nancy Thomas Nancy Thomas is Director of both the Initiative for the Study of Higher Education and Public Life and Campus Counts, a national study of college student voting rates and patterns. She joined the Center for Information and Research on Civic Learning and Engagement’s and Tisch College after five years as director of the Democracy Imperative, a national network of academics and civic leaders working to strengthen democracy in and through higher education. She is also a senior associate with Everyday Democracy and serves on boards for the American Commonwealth Partnership, the Campaign for Stronger Democracy, and others.
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Casey Tsui Casey Tsui is a Research Associate at Human Impact Partners where he conducts health impact assessments and provides technical assistance for HIAs on the topics of transportation, housing, school discipline, education funding policy, and incarceration policy. Prior to joining HIP, he worked on a broad portfolio of HIAs including mapping health indicators with built and social environment features, school breakfast programs and paths to legalization for undocumented workers. He initiated the development of an emergency health alert network for community-based organizations that provide direct services to vulnerable populations at the Berkeley Public Health Division, analyzed school adherence to food policy at the Center for Weight and Health, and investigated the associations between motorcycle rider characteristics and adequate helmet use at the Safe Transportation Research and Education Center. Casey is interested in the interface between the built environment, data visualization and health policy. James C. Votruba James Votruba is President Emeritus and Professor of Educational Leadership at Northern Kentucky University where he served as President from 1997-2012. He has served in the leadership of AASCU Board of Directors, Task Force on College Readiness, Task Force on Public Engagement as well as the Coalition of Urban and Metropolitan Universities, National Campus Compact Board of Directors, and the Association of Governing Boards Council of Presidents. Dr. Votruba is recognized for leading regional and statewide initiatives including Vision 2015 which developed a comprehensive strategic plan northern Kentucky. His most recent publications include Becoming an Engaged Campus (2011) and â&#x20AC;&#x153;Achieving and Sustaining High Performanceâ&#x20AC;? (2012).
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APPENDIX A - H
Case Studies
I - J
Survey Results
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EDUCATION Penn Alexander School Recurrent budget cuts in city funding led to a deterioration in the Philadelphia School district, resulting in facility, teacher, and student service cutbacks. The University of Pennsylvania recognized the importance of strong neighborhood schools in protecting the culture and communities surrounding its campus. As a result, they created a plan to build and finance a K-8 school in the neighborhood named the Penn Alexander school. In order to help pay for the school, the university contributes a portion (over $1000) of each student’s cost of attendance per year to this cause. In addition to this financial partnership, the university also assists the school in additional fundraising and engages them through the University’s Graduate School of Education. One of the most contentious steps in the process was determining how to go about defining the student catchment area for the new school. The university made a concerted effort to include community organizations and neighborhood leaders in this process to ensure that the school was inclusive of the diverse ethnic, cultural, and economic identities of the area, while also retaining proximity to the university’s campus.
A
Planned and built a new, local primary school in the university neighborhood. 1
University University of Pennsylvania
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Location Neighborhood in West Philadelphia
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Partnerships Philadelphia School District Community organizations Community leaders
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Funding University and public funds
Partners for Post Secondary Sucess
Utilizes stakeholder partnerships to promote post-secondary success. 1
University UT Brownsville Texas Southmost College
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Location Brownsville, Texas
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Partnerships United Way Brownsville School District Local employment organizations Local businesses Manpower Development Corp (MDC)
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Funding Local businesses and stakeholders Private foundations
Partners for Post-Secondary Success (PPS) is a community partnership that works to increase opportunities for low-income students and ensure student success from the time they enter school through the completion of their careers. PPS is a new pilot program that UTB, TSC, and RGV community partners are mutually responsible for. They expect to help communities improve the performance of their postsecondary institutions, increase collaboration between education and industry to create student pathways to good jobs, and to instigate lasting partnership efforts. By improving educational attainment among low-income young adults and equipping a new generation with the skills necessary to be competitive, communities will improve the lives of their youth and strengthen their local economies. PPS is divided into four task forces, each is responsible for a different area: • • • •
Data taskforce responsible for data management system for student, labor, and employment data. Community engagement taskforce responsible for creating community awareness Policies and practices taskforce responsible for aligning policies and practices to PPS goals Sustainability taskforce responsible for strengthening PPS’s impact by reaching out to community stakeholders and leaders.
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HEALTH UT School of Public Health and Medicine and RAHC Center For over 10 years, UT Health Science Center based in San Antonio has partnered with medical groups in the LRGV to train medical students in social, public health, and advocacy. Additionally, UT Public Health Brownsville has worked hand in hand with the community to â&#x20AC;&#x2DC;reduce or eliminate health disparities that exist in Hispanics living in the South Texas Border Region and nationallyâ&#x20AC;&#x2122;, and is part of a broader state initiative aimed at bringing high quality health education and research to South Texas. Currently, UTSA and UTB offer dual enrollment to study medicine and public health. With the new Valley Medical school, students will be able to achieve both degrees locally. Through the partnership with the RAHC, Communities for Children works with medical students in communities around the Valley. Medical students in partnership with the community work to identify and eliminate unique environmental barriers to health, through policy and funding mechanisms. Students and community together, learn the nuances of funding discrepancies and various medical services offered throughout the region, surrounding counties, and state. Programs, such as Communities for Children, allow students and communities to learn from each other by embedding the principles of education in the community, and with concepts of social justice and advocacy.
C
Cares for, educates, & advocates for the community and medical students. 1
University UT Houston UT Brownsville UT San Antonio
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Location Lower Rio Grande Valley
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Partnerships Regional Academic Health Center (RAHC) STEER Communities for Children Local clinics and research centers
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Funding University funding
NoVAHealthFORCE
Promotes health jobs through educational programming. 1
University North Virginia Community College George Mason University Shenandoah University Marymount University Old Dominion University
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Location Northern Virginia - 3 county area
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Partnerships Workforce organizations Social service organizations Local medical service providers
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Funding Federal, state, and local foundations
The NoVAHealthFORCE initiative was established as a response to the shortage of health care workers in Northern Virginia. Under the program, a group of local educational institutions and employers recommended the establishment of magnet high schools in life science and health care. They also recommended programs to middle and high school students, counselors, and parents in communications, marketing, and outreach to help encourage individuals to pursue health-related industries. Communities across Northern Virginia are learning about health occupation opportunities in the region and supporting their children pursuing higher education in these areas. Many low income families participate in parttime work that leads to fulltime salaried employment or other apprenticeship programs which provide them earned income while pursuing higher education. Students have the opportunity to learn new healthcare technologies that make them increasingly marketable to potential employers.
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ECONOMIC DEVELOPMENT North Carolina BioEast Alliance The BioEast Alliance was created to attract life sciences and biotechnology industries to the the five county region of Eastern Carolina. The Alliance has over 30 regional and state support groups, including local economic development organizations, financing entities, technology incubators, research centers, four-year research institutions, and community colleges. The North Carolina Community College System Bionetwork program is an initiative of the BioEast Alliance and provides free or low-cost training for occupations in biotechnology, pharmaceutics, and life sciences. BioNetwork offers training for all levels, from entry level manufacturing, to research, to management. The courses are designed in partnership with companies that work within the targeted industry cluster, resulting in an flexible curriculum that is responsive to the changing demands of the industries.
E
Leads job training and business recruitment. 1
University
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Location North Carolina
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Partnerships Regional development commissions Biotechnology centers County governments
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Funding State and local government Foundations and corporate collaborators Subsidized education through biotechnolgy/ biolife companies
East Carolina University Elizabeth City State University Barton College North Carolina Wesleyan Mount Olive College North Carolina Community College
PTAC with UTPA
Supports local small businesses and entrepreneurs. 1
University UT Pan American
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Location Rio Grande Valley
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Partnerships Commercial development groups Innovation in UTPA
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Funding Matching federal funds Non-profit organizations
PTAC is a UTPA Business Development and Innovation Group program. PTAC is designed to increase the number of local small businesses that sell products and services to schools and local, state, and federal government agencies. PTAC markets opportunities for institutional contracts and allows small businesses to network with purchasing agents as well as other businesses that have successfully contracted with government entities. PTAC provides workshops and seminars for entrepreneurs on topics relating to institutional procurement, including; bonding, bidding, liability insurance, online billing, and minority/ women business certification. Through conversations between UTPA and local entrepreneurs, UTPA is able to better understand and address the many challenges faced by small business owners in the Rio Grande Valley. In addition to receiving training and technical support, business owners help inform future outreach efforts and training exercises which benefit aspiring business owners as well as UTPA employees.
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REGIONAL PLANNING Wayne State + Midtown Detroit, Inc. Despite the city of Detroit’s struggles over the last few decades, the neighborhood of Midtown is home to the city’s largest concentration of employers including Wayne State University, Henry Ford Health System, and Detroit Medical Center. Through a unique partnership between these anchors and the community, Midtown has benefitted from significant economic reinvestment and community development, creating several programs including: • • •
Live Midtown: a housing incentive program that has attracted over 500 renters to the area Source Detroit: a local purchasing program that has directed over $15 million in purchasing to local businesses Innovation Network: an effort to develop an innovation district that combines research, design fabrication and entrepreneurship.
Midtown Detroit, Inc. (MDI), a community development organization that stewards economic and community development, played a key role in advancing these neighborhood programs. Working with community leaders and partners, MDI has advanced growth in the Midtown neighborhood through real estate development projects, providing small business assistance and loans, and working with community leaders to plan for future neighborhood development.
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Created a community development organization. 1
University Wayne State University
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Location Midtown, Detroit, Michigan
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Partnerships City of Detroit Local foundations Economic development groups Local medical service providers Non-profit organizations
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Funding Local institutions Non-profit organizations
Arizona State: Downtown Phoenix Campus
Connects and promotes city growth. 1
University Arizona State University
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Location Downtown, Phoenix, Arizona
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Partnerships Local and regional government Local and regional transportation authorities
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Funding Publically approved allocation of bond fund
Arizona State has four campuses located across the greater Phoenix metropolitan area, similar in plan to the new university that will be established in the Rio Grande Valley. Most recently, Arizona State created a Downtown Phoenix Campus that is now an economic driver and a major service provider for the struggling city center of Phoenix. The decision to locate the campus near a planned METRO light rail extension offers students from across the city/ region easy access to educational opportunities. The campus provides additional public open space downtown that has encouraged increased public and private investment as well as small business growth across the city center. In addition, the university has directly created numerous local jobs in the fields of construction and operations. Community played a strong role in influencing the universityâ&#x20AC;&#x2122;s decision to locate downtown. Without their vote to spend public funds on the project, Arizona State would have built their campus elsewhere and the benefits of the university would not have affected the residents of Phoenix. The community continues to invest in the university by encouraging their children to pursue studies in the city. Residents also utilize the public transportation infrastructure (light rail, bus) when visiting campus, and continue the entrepreneurial spirit of opening businesses around the university that target the student market.
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SURVEY RESULTS Dates: June 10, 2013 - August 10, 2013 Geography: Cameron, Hidalgo, and Starr Counties Methodology: Surveys were conducted in both english and spanish. Surveys were distributed by community organizations in all three counties and were made available online and in paper format. Surveys: 1366 total surveys collected + 58.1% of respondents have a household income of $20,000.00 or less. + 45.1% of respondents have no experience in higher education (beyond 12th grade). + 26.4% of respondents graduated from a post-secondary program (university/ college/vocational school). + 10.2% of respondents work in education.
The Engaged University
Community Knowledge + 43% of respondents feel well informed about the new university and medical school. + 36% of respondents feel uninformed about the new university and medical school. Meeting Participation + Over 80% of respondents expressed a strong desire to attend meetings regarding the creation of university programs for and with the community. + Over 80% of respondents expressed a strong desire to attend meetings to influence the location, services, and offerings of the new university. Existing RGV Universities + 70% rated UTPA as either “good” or “very good” in its effectiveness at meeting the needs of the community + 60% rated UTB as either “good” or “very good” in its effectiveness at meeting the needs of the community
Education
Respondents prioritized the new university providing the following programs: (1 = most important) 1. Information about public assistance to help pay for college tuition 2. Evening or weekend classes for working students 3. College access programs in high schools 4. English as a second language classes in the community 5. Tutoring for at-risk high school students 6. Childcare services for low income students 7. Affordable student housing on or near campus
I
Economic Development
Respondents prioritized the new university providing the following programs: (1 = most important) 1. Employment opportunities on campus for college students 2. Employment opportunities for local residents of Hidalgo, Cameron, and Starr counties. 3. Employment opportunities for low-skill workers 4. Job training and job referral services for low skill workers
Regional Planning
Infrastructure Respondents prioritized RGV infrastructural improvements as follows (1 = top priority) 1. Improve streets and roads 2. Install street lighting in colonias 3. Expand and improve the storm drainage system 4. Provide recreational facilities 5. Improve parks or build new ones 6. Improve sidewalks Transportation Respondents prioritized the new university providing the following programs: (1 = most important) + 75% of respondents always have access to transportation when they need it. + 97% of respondents use private vehicles as their primary form of transportation. Of this group, 88% use their own vehicle, 12% relies on friends and family to get around. + Less than 1% of respondents use Valley Metro as their primary means of transportation. + 75% of respondents reported their mode of transportation as being affordable.
Health
Respondents prioritized the new university providing the following programs: (1 = most important) 1. Free testing for TB, HIV, and STDs 2. Womenâ&#x20AC;&#x2122;s health programs 3. Weight control, nutrition and diabetes education programs 4. Health education 5. Medical services for uninsured individuals 6. Specialized health education for children
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