WE ARE HOPE STREET GROUP.
OUR HISTORY In 2001, on South Hope Street in Los Angeles, CA, a group of young entrepreneurs, business leaders and technology professionals was concerned about the future of the middle class and economic opportunity in the U.S. Looking at GDP growth, gains were going to the top 10% and they believed this threatened the fabric of our society and that we needed new solutions to the same debate about more or less government. This group formed Hope Street Group and believed that the way to fix these problems was to reinnovate social systems for the 21st Century by: Creating opportunities from a systematic, ● bipartisan perspective Bringing innovative approaches and tools from the ● private sector to public systems Focusing on actual outcomes and metrics ● 2
OUR MISSION Hope Street Group works to ensure every American will have access to tools and options leading to economic opportunity and prosperity . 3
OUR TEAM H O P E S T R E E T G R O U P B O A R D O F D I R E C T O R S Our Board was created to support the organization’s goals and was chosen to drive innovation and policy making. KAREN ALDEN BYRON AUGUSTE ALLEN BLUE SEAN GREENE Director of Business Managing Director, VP, Product Managing Director, Development, Ellis Alden Opportunity@Work Management and Siguler Guff Vineyards Co-Founder, LinkedIn Hope Street Group's staff is comprised of individuals DAVID JAVDAN TED MEISEL ANTHONY MILLER MONIQUE NADEAU Managing Director, Co-Founder, AVIA Health Chief Operating Officer Founder, EatLove; who each bring a unique perspective and set of skills. Alvarez & Marsal Innovation | Chairman, Hope and Founding Partner, Co-Founder, Hope Street Group The Vistria Group LLC Street Group Our team has a wide range of experiences from Fortune 500 companies, think tanks, nonprofits, federal and state governments, K-12 education leadership, community outreach, start-ups and management consulting. This diverse experience, along with a strong passion to impact social change, enables us to develop and implement innovative, KAVITA PATEL, MD, MS KENNETH SAWYER MARTIN SCAGLIONE JORDAN SHLAIN, MD sustainable solutions. Fellow and Managing Managing Director President and CEO, Practicing Physician and Director, Engelberg Center and Founder, Saints Hope Street Group Founder, HealthLoop for Health Care Reform, The Capital Brookings Institution 4
OUR PROGRAM AREAS We believe the key drivers of economic opportunity and prosperity are Education, Workforce and Healthcare . PRACTITIONER ENGAGEMENT According to a study conducted by MIT economist David Autor, the gap ● in earnings between high-school-educated and college-educated EDUCATION workers has more than doubled in the United States over the past three decades. According to the Hamilton Project, skills are an important determinant ● of workers’ earnings and employment opportunities . While no test WORKFORCE perfectly measures skills relevant to economic success, stronger analytical skills measured on the Armed Forces Qualification Test (AFQT) correspond to higher wages. According to Centers of Disease Control and Prevention, Americans use ● preventive services at about half the recommended rate. Health HEALTHCARE problems are a major drain on the economy, resulting in a loss of productivity that reduces economic output by $260 billion per year. 5
THE PROBLEM WE ARE SOLVING The Education, Workforce and Healthcare systems are not working at optimal level. Solutions and policies are often There is often a disconnect Stakeholders in a system often developed without appropriate between policy and the work in silos resulting in practitioners who need to stakeholder input and evidence-based, competing approaches and implement the policy. data-driven practices. models. 6
HOW WE ARE SOLVING THE PROBLEM We optimize the effectiveness of the Education, Workforce and Healthcare systems with the following approach: Enabling Projects Blueprint Design Identify the root cause Test and validate the blueprints issues, set a vision and designed through pilots and projects develop solutions to make the social systems more effective Feedback Loop Apply lessons learned from Enabling Projects to refine Blueprint Design 7
HOW WE DESIGN BLUEPRINTS Identify Measure Engage Key Root progress Stakeholders Causes over time to Set Vision Conduct in-depth Work closely with key Track and measure progress ● ● ● analysis (e.g., collect and stakeholders (e.g., over time by regularly analyze data, conduct practitioners, employers, collecting key metrics to interviews) to determine providers) to clearly ensure the desired outcomes the underlying root understand challenges and are achieved causes of system needs Use the metrics to course ● inefficiencies and failures Collaboratively set a clear correct or make modifications ● vision, goals and set of to the solutions to ensure solutions to drive change progress is achieved 8
Read the report at: http://hopestreetgroup.org/wp-content/uploads/2016/04/Hope-Street-Group-Sync-Our-Signals-Summary-Report-1.pdf
Read the report at: http://hopestreetgroup.org/wp-content/uploads/2015/01/Missing-Makers-Single-Page-View.pdf
Read the report at: http://hopestreetgroup.org/wp-content/uploads/2016/05/Hope-Street-Group_Making-Makers.pdf
MAKING MAKERS: RECOMMENDATIONS Enhance Establish a understanding and Launch pilot manufacturing use of competency roll-outs “cooperative and credentialing center” applications This could be achieved by the This center would define, Implement the ideal model ● ● ● and new competency creation of a Manufacturing validate and communicate the Community of Practice (COP), competencies proven to be validation practice to confirm the impact which would: related to job performance Build agreements on ○ Pilots will ensure an effective competency The center would organize the ● ● and credentialing credentialing market by: opportunity for various employers to test the practices applied in the Organizing the sector ○ industry process for defining and structure and provide ample feedback to continuously Develop, test and lead a validating foundational ○ “new”, ideal model of a competencies directly improve the competency and credentialing process. competency and linked to high performance credentialing system Acting as an oversight ○ group that audits, evaluates and reports on the quality, cost and value of occupational credentials
Read the guidebook at: http://hopestreetgroup.org/wp-content/uploads/2016/09/Stakeholder-Guidebook.pdf
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