THE BALTIMORE CITY ANCHOR PLAN A COMMUNITY AND ECONOMIC DEVELOPMENT STRATEGY SECTOR 1: Bon Secours Baltimore Health System, Coppin State University SECTOR 2: Johns Hopkins University, Maryland Institute College of Art, University of Baltimore SECTOR 3: Loyola University Maryland, Morgan State University, Notre Dame of Maryland University June 2014 LETTER FROM THE MAYOR Dear Colleagues: This is an exciting time for Baltimore City. In 2010, I announced my goal of growing Baltimore City by 10,000 new families. Each day, my administration is working to reach that goal by partnering with residents, communities, businesses and institutions to grow Baltimore City. A primary focus is leveraging the City’s economic assets to increase jobs and investment throughout Baltimore City, including increasing the City’s engagement and partnership with Anchor Institutions. Baltimore City’s Anchor Institutions have long played an important role in the City’s growth and include some of the oldest and renowned institutions in the country, both public and private. As Baltimore City expands its knowledge-based economy, it is essential to understand the role Anchor Institutions play in shaping Baltimore’s economic future – employing City residents, supporting local businesses and revitalizing communities. The ―Eds and Meds‖ industry sector is uniquely qualified to play a significant economic role through local hiring practices, the purchase of local goods and services, and serving as real estate and community developers. Baltimore City’s Anchor Institutions are influencing the environment around them in a thoughtful and intentional way. As our City’s leading institutions continue to embrace their role as anchors and work with stakeholders to strengthen their communities, my administration will be a strong partner along the way. Making Baltimore City better, safer, and stronger requires a renewed focus on the fundamentals. We must forge stronger partnerships to make our resources reach even further. As the City’s largest employers and centers of academic, medical and cultural innovation, we value our institutions’ importance to Baltimore City. I am committed to continue working closely with our Anchor Institution partners to identify areas of shared value. I would like to thank the participating Anchor Institutions for the time taken to convene with City agencies to lay the groundwork for initiatives and the goals moving forward outlined in this Action Plan. This Action Plan will 1) set a framework for communication 2) identify actions that will strengthen our partnerships 3) memorialize our commitment to work together more strategically. This is only the beginning. As we continue to align our resources, these initiatives will only become more significant and have a greater economic impact on Baltimore City. The City of Baltimore pledges to work closely and collaboratively with each Anchor Institution on individual needs, strategic partnerships, and exciting new ventures as we move forward and Grow Baltimore. Sincerely, Sincerely, Stephanie Rawlings-Blake Mayor City of Baltimore TABLE OF CONTENTS THE IMPORTANCE OF ANCHOR INSTITUTIONS 1 BACKGROUND 2 BCAP Process Anchor Institution Sectors Goals Baltimore City Agency Participation ANCHORS INSTITUTIONS Sector 1 7 Bon Secours Baltimore Health System Coppin State University Sector 2 14 Johns Hopkins University Maryland Institute College of Art University of Baltimore Sector 3 23 Loyola University Maryland Notre Dame of Maryland University Morgan State University SECTOR ACTION PLANS 36 Mutual Commitments SECTOR ACTION AGENDAS 42 INDIVIDUAL ACTION PLANS 63 MOVING FORWARD 74 PROGRESS REPORT 74 STRATEGIC PARTNERSHIPS 75 Baltimore Integration Partnership (BIP) Baltimore Collegetown Network ABOUT ANCHOR INSTITUTIONS 76 ACKNOWLEDGEMENTS 77 BALTIMORE CITY ANCHOR PLAN THE IMPORTANCE OF ANCHOR INSTITUTIONS schools and that 63,700 of Baltimore City ANCHOR institutions possess the ability to address joint challenges in public residents are enrolled in college. The safety, quality of life, development, Baltimore Collegetown Network (BCN), a transportation, and stimulation of consortium of fifteen colleges and economic activity in strategic ways. They universities in the Baltimore region, include colleges, universities, and medical estimates that 120,000 students are institutions and are commonly referred to enrolled in Baltimore area universities. as anchor institutions because of their These figures do not calculate the number stature as centers of learning, research, and employment, as well as the of indirect jobs created through the permanent nature of their physical demand for goods and services in and locations and investments. Baltimore City around these institutions. According to is home to numerous thriving and the Baltimore Development Corporation, innovative anchor institutions. nine hospitals and medical systems are among the City of Baltimore’s top forty-six The emerging trend of building strong employers, including Johns Hopkins community and anchor institution Hospital, the University of Maryland partnerships exemplify the efforts required Medical System, and the MedStar and to attract and grow greater investment in Lifebridge Health facilities. Baltimore City. Anchor institutions are among the largest employers in Baltimore City and serve an important role in City neighborhoods. Mayor Stephanie Rawlings-Blake has made it a priority to ―Grow Baltimore‖ by developing long-term economic strategies that will attract 10,000 families over the next 10 years. The City’s higher education and medical anchor institutions are key investors in economic development Photo: Bon Secours Hospital in southwest Baltimore. initiatives. Equally, the economic vitality of ISno u2rc0e1: B2S, BaH rSa nking developed by higher neighborhoods surrounding the anchor Education expert Dr. Evan S. Dobelle institutions is critical to attract and retain quantified the economic impact of students, boost institutional reputation and colleges and universities per capita in national rankings, and further develop larger metropolitan areas. In these institutional endowments. rankings, Baltimore placed third as a The City of Baltimore recognizes that ―Metroversity‖ city because of the these institutions serve as a catalyst to significant number of colleges and attract and retain residents, create jobs universities whose collaborative and support economic growth. The 2010 expenditures are a major economic force. Census reported that 28,400 Baltimore This exemplifies Baltimore City’s transition City residents worked at the nineteen area colleges, universities, and professional BALTIMORE CITY ANCHOR PLAN 1 to a knowledge-based economy. A 2012 if directed strategically in the local presentation by the Initiative for a economy, could have a significant positive Competitive Inner City (ICIC), a research impact on the City's effort to Grow organization, estimated that Baltimore- Baltimore. area local hospitals and universities spent $10 billion on goods and services in 2010 citing statistics from the National Center for Education Statistics (NCES), the American Hospital Association (AHA), and independent ICIC analysis. This spending, B ackground neighborhood retail amenities, green spaces, and a new community park. The City of Baltimore and In 2007, the Park Heights Renaissance local anchor institutions (PHR) organization was formed by the have partnered on City to undertake the revitalization of community development approximately 1,500 acres in Northwest initiatives and collaborative planning Baltimore City, comprised of 20 diverse efforts in the past. Recent efforts include neighborhoods, each with unique assets the East Baltimore Development Initiative and challenges. The Baltimore City (EBDI), a partnership formed in 2003 Department of Housing and Community between the Johns Hopkins Institutions, Development (Baltimore Housing) is the City of Baltimore, the Annie E. Casey leading community redevelopment efforts Foundation with participation from the on a core area of Park Heights State of Maryland, the federal government approximately 60 acres in size, while PHR and other philanthropic organizations. focuses on the remaining areas. The The goal of EBDI is to revitalize, re- project includes LifeBridge Health's Sinai energize and rebuild the East Baltimore Hospital, which serves as an anchor neighborhood by leveraging proximity to institution and major employer. Sinai the Johns Hopkins medical complex into a Hospital has supported PHR financially stronger economic driver for the and with leadership and community neighborhood – increasing investment service. and employment in medical and life sciences industries but also capturing a More recently, in December 2010, Mayor greater community contribution from Rawlings-Blake commissioned the Urban students, employees, faculty and visitors. Land Institute (ULI) to assess the When completed, the project will include challenges to revitalizing the City’s 2,100 units of mixed income Downtown Westside neighborhood, which homeownership and rental housing units, includes the University of Maryland 1.7 million square feet of life sciences Baltimore (UMB) and the University of research and office space, a new 7 acre Maryland Medical System (UMMS). community learning campus with an early childhood center, a public K-8 elementary school, fresh food stores and other 2 BALTIMORE CITY ANCHOR PLAN Baltimore City Anchor Institution Plan Process BEGINNING in the fall of 2012, the Mayor’s Office began a process to build upon existing relationships between City government and anchor institutions with the goal to strengthen those relationships through the formation of a Baltimore City Anchor Plan. In order to increase collaboration, creative thinking, and communications among universities and hospitals, geographic sectors were created as formal working groups. These sectors organized anchor institutions into geographic areas where increased collaboration and partnership opportunities that target investments on APhso tao : r eUrsbuanlt Loafn dth Ines tUituLteI TSecthundicya,l Aad vdiseodryic Paatneedl report on the Westside. Source: ULI Baltimore mutual goals will produce a greater impact project coordinator was hired within the for both institutions and in City Mayor’s Office to develop a community- neighborhoods. The sector collaboration based economic development strategy in also serves as a forum for City agencies coordination the various key stakeholders, to provide information to the anchor including UMB, UMMS, City agencies and institutions about ongoing public works, Downtown Partnership. In 2012, the transportation, recreational, or other City UniverCity Partnership, a committee of investments and activities in a coordinated representatives from UMB, UMMS and and comprehensive manner. local stakeholders was established. The Partnership is co-chaired by Mayor The three sector groups held introductory Rawlings-Blake and UMB President Jay meetings at City Hall in the fall of 2013 Perman. The Partnership meets on a and spring of 2014 where representatives regular basis to measure progress related from City agencies and the respective to making progress on the Westside. anchor institutions met to discuss the various initiatives and activities underway Due to the success of these collaborative on their campuses or in the surrounding efforts, the City initiated the Baltimore City communities. Anchor Institution Plan (BCAP) to work strategically with a diverse set of institutions throughout the City. 3 BALTIMORE CITY ANCHOR PLAN Following the meeting, work groups were established to discuss common interests and establish action items related to mutual goals. Areas of discussion included public safety, local hiring and purchasing, and quality of life. The Baltimore City Anchor Initiative has resulted in BCAP – a strategic plan led by the Office of the Mayor, in partnership with Baltimore Housing, to create and implement a specific action plan between the City of Baltimore and participating anchor institutions in areas that develop, promote, and enhance the mutual goals of institutions and the City. 4 BALTIMORE CITY ANCHOR PLAN 8 institutions within three geographic sectors are currently engaged in the effort: Sector 1: Bon Secours/OROSW Coppin State University Baltimore City neighborhoods, and their respective community organizations, in Sector 1 include: Boyd-Booth Braddish Avenue , Bridgeview-Greenlawn, Burleith-Leighton, Carrollton Ridge, Coppin Heights Ash-Co-East, Easterwood, Evergreen Lawn, Fayette Street Outreach (Penrose), Franklin Square, Franklintown Road, Harlem Park, Hollins Market, Liberty Square, Midtown-Edmondson, Mondawmin, Mosher, New Monroe, Northwest Community Action, Rosemont, Sandtown Winchester, Rosemont-Homeowners/Tenants, Shipley Hill, Union Square, Walbrook ,Winchester Sector 2: Johns Hopkins University Maryland Institute College of Art University of Baltimore Baltimore City neighborhoods, and their respective community organizations, in Sector 2 include: Abel, Barclay, Bolton Hill, Charles North, Charles Village, Greenmount West, Harwood, Midtown-Belvedere, Oakenshawe, Remington, Reservoir Hill and Woodberry, Wyman Park. Sector 2 also includes the Jones Falls Valley and Druid Hill Park Sector 3: Loyola University Maryland Morgan State University Notre Dame of Maryland University Baltimore City neighborhoods, and their respective community organizations, in Sector 3 include: Blythewood, Guilford, Hillen, Homeland, Kenilworth Park, Kernwood, Montebello, Mid- Govans, New Northwood, Original Northwood, Pen Lucy, Perring Loch, Radnor-Winston, Richnor Springs, Stonewood-Pentwood, Wilson Park, Woodbourne Heights, Woodbourne- McCabe, Wrenlane, Wyndhurst, Villages at Homeland, York-Homeland 5 BALTIMORE CITY ANCHOR PLAN