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Equity in Advanced Mobility: Promoting Equity for Historically Excluded Communities A practitioner's guide to solving complex problems using a partnership model

AUTHORS

Sonia Harb, Fatima Salman, Trina Shanks, Cortnie Squirewell, Zihui Adams, Savanah Rayyan

Introduction This case study describes how the University of Michigan School of Social Work’s community engagement and social impact team, and Detroit Future City, a Detroit-based think tank and innovation engine, worked in partnership to solve a complex problem in Detroit. Together, they leveraged their respective expertise, resources, and social justice orientation to ensure that historically marginalized communities, mainly black and brown Detroiters, have the ability to enter high-paying careers in the state’s emerging advanced mobility sector. We are at a challenging time in our history where funding to address disparities is in short supply. Collaborations don’t require money, but can accomplish more than any one organization can achieve alone. Our hope is that this case study will provide tools for university and organizational partners to join forces to achieve social change, and will inspire government and philanthropic institutions to invest in these types of efforts.

Why does this matter? Detroit is a black-majority city (77%) that is comprised of activated neighborhood organizations, block clubs, and community organizations that work tirelessly to support families' success and advocate for the rights and opportunities of their residents. There is also significant economic development and investments happening in the downtown areas, as well as in the neighborhoods. Regardless of these facts, Detroit still faces stark economic disparities that we know are rooted in systemic racism and that disproportionately affect its communities of color. In Detroit Public Schools Community District, in 2022, only 12% of the city’s third-graders were reading at grade level - this is more than 3 times lower than the region’s 41%. The on-time HS completion rate is 11% less than the region, and 13% less than the national average. Among the 100 largest U.S. cities, Detroit had the third lowest percent of residents with a bachelor's degree. Only 18% of Detroiters had a Bachelor’s degree or higher. The Unemployment rates in Detroit are higher than in the region and the state (18%), and is, in fact, the highest among the 100 largest U.S Cities The Region’s median household income was just over $67,000, while Detroit’s median income came in at just over $36,000. These alarming educational gaps create a powerful opening for transformative collective impact initiatives to disrupt generational cycles of inequity and reimagine how we cultivate human potential in our most vulnerable communities.

Guided by Systems Change Theory Traditionally, organizations working towards social change are independent, focusing on doing their best in their spheres of influence. Partnerships exist, but typically occur at the prompting of funders or municipal or state agencies. Sectoral strategies, namely, those led by profit, non-profit, government, business, or philanthropy, are well-meaning, but unless these efforts are coordinated, they only scratch the surface of the problem. Systems change theory shows us that rather than addressing the symptoms of problems, like providing remediation and skills based training to job seekers to improve employability, we need to tackle the root causes of disparities by transforming the underlying structures, policies, mindsets, and power dynamics within a system that contribute to the problem we are trying to solve. This is how we achieve lasting, sustainable results.

Foundational to systems change are relationships At its core, every system is made up of people. While frameworks and tools are valuable, solving complex social problems requires more than technical and rational approaches. It demands deep relationship-building and shifts in collective consciousness. Power dynamics and deeply held beliefs cannot be transformed through strategy alone. Without fostering meaningful human connections and supporting personal transformation, lasting systemic change will remain out of reach.

Image Source: CivicLab Stakeholder Engagement Process, civiclab.org

Focus on Stakeholder Engagement and Systems Building Our process drew from a relationship-based, systems-building approach to address complex social problems. Cross-sector collaborators need to work together with the community on redesigning the underlying system to shape the conditions that caused the problem in the first place (Miligan et al., 2022).

Milligan, K., Zerda, J., & Kania, J. (2022). The Relational Work of Systems Change. Stanford Social Innovation Review. https://doi.org/10.48558/MDBH-DA38

Systems are often made up of variables such as those in this systems change diagram. This diagram orients us to “six elements of systems change”. Sometimes, solving problems requires considering many different factors simultaneously (Karina et al 2018).

Source: The Water of Systems Change by Kania, Kramer, and Senge, 2018

Centering Impacted Communities with Human-Centered Design A human-centered, systems-minded design approach is most effective when it prioritizes those most impacted by the challenges at hand. By deeply engaging with affected communities and understanding their lived experiences, we can co-create solutions that are practical, sustainable, and transformative. Human-centered design ensures that solutions are grounded in real needs, while systems thinking addresses root causes and long-term effects. Together, these approaches foster meaningful change and more equitable outcomes. Journey Mapping Human-Centered Design Activity

Understanding the user's perspective: Journey mapping helps designers see the process from the user's point of view, including their emotions, actions, and thoughts at each stage. Identifying pain points and opportunities: By visualizing the user's journey, designers can pinpoint areas where the experience is frustrating or inefficient, and where improvements can be made. Informing design decisions: The insights gained from journey mapping inform design decisions, ensuring that products and services are user-centered and meet the needs of the target audience. Building empathy: Journey mapping encourages designers to empathize with users, creating a shared understanding of their needs and motivations. (Ideo Design Kit, 2022). IDEO Design Kit (2022). Journey Mapping. https://www.designkit.org/methods/journey-map.html

The Power of Partnership and our Problem Solving Process “I challenge us to reimagine partnerships as sites of invention–where vulnerability, trust, and diverse expertise create bold solutions to complex problems” Desmond Upton Patton, Professor and Director of SAFELab, University of Pennsylvania

The University of Michigan School of Social Work ENGAGE is a strategic effort connecting the School of Social Work to community issues, partners, and movements for greater equity and social change.

Detroit Future City is a think tank, a policy advocate, and an innovation engine developing data-driven strategies to create a more equitable and sustainable future for Detroit.

They implement a range of innovative projects including community development efforts focused on social and economic equity, capacity building of Detroit organizations, academic engagement in Detroit communities, and community-based research.

Detroit Future City works as a connector between residents, community organizations, government, and private sector partners to create a more equitable, sustainable, and economically vibrant Detroit.

The work aligns with the School’s mission to support socially and economically just communities and engage for the public good.

They focus on land use and design, equitable neighborhood planning, economic Inclusion, and they operate the center for equity, engagement, & research sustainability.

The Power of Partnership The Value of University Involvement Partnering with a university that is committed to having a meaningful impact on society creates an opportunity to leverage faculty expertise and research and brings credibility to the work. Universities can open doors to potential funders and can help bring others into the work. A fundamental requirement for any university engaging with communities is humility. The university partner must understand that there must be reciprocal benefits in the relationship, and that the community, with its priorities and operational style, should lead. The university partner also needs to commit to the long game, regardless of the ebbs and flows of funding.

Why these Partners The ENGAGE team of the U-M School of Social Work serves as the backbone organization for the Employment Equity Learning and Action Collaborative (EELAC). EELAC convenes diverse stakeholders in Detroit’s workforce development ecosystem to promote collaboration and problem solving, and achieve employment equity and economic opportunity for Detroiters. Detroit Future City (DFC) has been a member of this collective impact roundtable since its inception, leveraging its research and data to shed light on disparities and help set our targets for improvement. DFC has a focus on economic mobility of Detoriters, and was awarded as a subrecipient through the Global Epicenter for Mobility (GEM) coalition's Build Back Better Regional Challenge grant, a key component of the Biden Administration's Build Back Better initiative, supporting its work to advance inclusive economic growth in Detroit's mobility sector and create pathways for residents to participate in the region's evolving transportation economy.

Partnership Traits Leverage Partners Assets Both organizations collaboratively leveraged their community partner assets and research capabilities to understand job seekers and workers while developing strategies for career advancement and economic mobility. This partnership emerged as a natural progression from their individual research efforts, particularly informed by Detroit Future City's "Growth Occupations: Opportunities for More Equitable Participation in Detroit's Growing Economy" and focus group findings, and the Employment Equity Learning and Action Collaborative's "Detroit Workers and Jobseekers Speak" worker briefs. They also shared a commitment to transforming opportunities for Detroit residents who have been historically excluded from economic advancement. Their collaboration evolved organically from recognizing that their combined community assets and established relationships could create more comprehensive solutions than either could achieve independently.

Build on Mutual Trust and Respect The UM SSW and DFC approached their partnership from a place of trust and mutual respect. The two organizations have been sharing resources and supporting one anothers’ activities for years before agreeing to work together. Taking a leap of faith, the organizations committed to each other, developed shared expectations for the partnership, defined the problem to be solved, then co-designed and implemented a problemsolving process.

Our Problem Solving Process DEFINE THE PROBLEM

Analyze quantitative data points and qualitative research Center voices of those most impacted through focus group insights Document pain points, challenges, and opportunities Establish clear success metrics and desired outcomes

LEVERAGE EXISTING MOMENTUM Map current investments and initiatives in the problem space Synthesize existing research findings and reports Recognize patterns of success and failure in previous attempts Connect with ongoing efforts to avoid duplication and maximize impact

MOBILIZE DIVERSE EXPERTISE Establish a formal advisory group with clear roles and engagement protocols Develop mechanisms to keep advisors continuously engaged (regular touch points, meaningful contribution opportunities) Leverage advisors' networks to expand reach & resource access Balance representation across sectors, disciplines, and lived experiences

FORGE CONSENSUS Facilitate exploration of root causes and systemic barriers Create comprehensive inventory of existing initiatives & resources Identify critical gaps in current approaches and resources Use collaborative methods to develop strategic priorities Culminate in a formal "Call to Action" symposium where stakeholders align on approach

IMPLEMENT WITH INTENTION Design high-impact symposium with carefully curated agenda and strategic speaker selection Ensure cross-sector participation and representation Amplify voices of workers and youth throughout implementation Utilize human-centered design methodologies for problem-solving Create feedback loops for continuous improvement Establish clear accountability mechanisms for follow-through

Our Results Detroiters face extensive barriers to accessing high-wage jobs in the city due to structural and systemic inequities that have created extreme disparities in educational attainment and economic opportunity for low-income Black and Brown residents. Based on these findings, the collaborative co-designed targeted solutions that including hosting the Equity in Advanced Mobility Call to Action Symposium that facilitated problem solving between all sectors in the advanced mobility ecosystem in Detroit.

Call To Action Symposium Outcomes UTILIZE ADVISORY BOARDS We orchestrated strategic input from a diverse advisory panel of 25 industry experts who donated their time to plan activities and advance equity.

GATHER PARTICIPANT COMMITMENTS

We attracted over 100 individuals representing diverse sectors in our ecosystem - all committed to addressing our problem at hand.

DESIGN A PLAYBOOK We produced a playbook for inclusion and representation that practitioners in workforce development and employer partners can implement to improve outcomes for those historically excluded.

CREATE MOMENTUM We committed to staying the course, disseminate information and initiate new projects that continue to elevate Detroiters and promote their advancement.

It showed me that the interest in getting overlooked communities into Skilled Trades positions is really taking off. It is to the point to where it isn't just talk, but action. Also it is nice to know that our government is finally willing to invest in being internationally competitive in Tech, Stem, Infrastructure, Transit and Construction. 10

Momentum from the Symposium Resulted in Action 01. Hosted a webinar with policymakers, community agencies, employers, and early career practitioners to share best practices and call others to action

02. Supported an action project with community-based collaboratives that seeks to link residents of an immigrant neighborhood to high-paying careers in advanced mobility The knowledge sharing on taking a holistic approach to workforce development, and providing wraparound community services in addition to job placement throughout the talent pipeline works.

03. These communities can actively engage and contribute to the region's growth. In addition, the symposium highlighted the importance of breaking down barriers that have traditionally hindered access to opportunities within the advanced mobility industry.

Forged a partnership with Detroit Public Television to disseminate information and engage a wider audience

What We Learned About Partnerships Find the right partner Organizations working together to solve complex problems should hold similar values towards equity, inclusion, social change, and community engagement. Partners need to understand that the shared purpose takes precedence over individual organizations' gain.

Cultivate the relationship over time Partners should have a history working with one another that enables trust to be built over time. Partners should bring complementary skills and resources to the table and have a logical reason for joining forces. Missions should align, and the focus of the partnership should be in the bailiwick of each organization. Partners need to be committed to creating impact, and there needs to be a measure of organic chemistry between them - folks need to like each other!

Manage organizational expectations and operational norms Organizations need to cede power and control, commit to democratic processes, and share responsibility for the work. There should be equal distribution of tasks, with organizations taking the lead on projects they are good at and when it is needed for them to step up.

Commit to sustaining the partnership and the long game Organizations have to commit to the long game and integrate the work into existing programs and activities when possible. Assign at least two people from each organization to the project to ensure that individual staffing changes or scheduling conflicts don't disrupt project momentum. Organizations will experience periods of varying engagement on any given issue, so maintaining open communication channels between partners is essential to enable re-engagement when circumstances align.

Invitation to Engage We invite you to draw from what we undertook in our community and what we learned from our process to engage in similar partnership activities. Solving complex social problems is not an easy undertaking. It requires dedication, creativity, and a willingness to work together for the greater good. Approach your work from a systems perspective, and always center the voices of those whose lives you hope to impact.