B Local

Build

• In consecutive years, achieve 17, 18, 19 and 20 percent participation on design and construction projects with minority and women and business enterprises (M/WBE) certified by the State of Maryland or Baltimore City. The goals are based on the addressable spend of the Johns Hopkins design and construction portfolio of capital projects in Baltimore City.

Year One Progress: Committed 17.3 percent, or $55.5 million, of addressable spend for the portfolio of design and construction projects with M/W/DBEs.

Year Two Progress: Committed 20.3 percent, or $61.3 million, of addressable spend for the portfolio of design and construction projects with M/W/DBEs.

Year Three Progress: Committed 23.5 percent, or $48.5 million, of addressable spend for the portfolio of design and construction projects with M/W/DBEs.

Year Four Progress: Committed 14.6 percent, or $20.3 million, of addressable spend for the portfolio of design and construction projects with M/W/DBEs.

Year Five Progress: Committed 15.5 percent, or $23 million, of addressable spend, for the portfolio of design and constructions projects with certified M/WBEs.

• In FY16, begin tracking participation by local business enterprises (LBE) in order to set participation goals in future years. In consecutive years, achieve, 8, 9, 10, and 12 percent participation on design and construction projects with LBEs. The goals are based on the addressable spend of the Johns Hopkins design and construction portfolio of capital projects in Baltimore City.

Year One Progress: Tracked LBE participation and set an 8 percent participation goal for the construction project portfolio in FY17.

Year Two Progress: Tracked LBE participation and set a 9 percent participation goal for the construction project portfolio in FY18. Committed 17.5 percent, or $52.9 million, of addressable spend for the portfolio of design and construction projects with LBEs.

Year Three Progress: Committed 19.8 percent, or $40.8 million, of addressable spend for the portfolio of design and construction projects with LBEs.

Year Four Progress: Committed 24.2 percent, or $33.6 million, of addressable spend for the portfolio of design and construction projects with LBEs.

Year Five Progress: Committed 30.1 percent, or $44.7 million, of addressable spend, for the portfolio of design and construction projects with LBEs.

• Foster the capabilities and capacities of MBE and LBE firms.

Year One Progress: Developed in collaboration with some of our BLocal partners and affiliates the BLocal BUILD College.

Year Two Progress: Continued to co-sponsor and participate in the BLocal BUILD College.

Year Three Progress: Continued to co-sponsor and participate in the BLocal BUILD College, and implemented alumni sessions.

Year Four Progress: Continued to co-sponsor and participate in the BLocal BUILD College and, offer alumni sessions.

Year Five Progress: Continued to co-sponsor and participate in the BLocal BUILD College and, offer alumni sessions.

• Institute monitoring of MBE participation for all construction projects and hold companies accountable for achieving inclusion goals stated in contracts.

Year One Progress: Planning to hire a third-party monitor that will track data related to M/W/DBE participation in major capital projects and verify the portfolio spend in FY17.

Year Two Progress: Working to onboard data tracking system.

Year Three Progress: No update.

Year Four Progress: Instituted goals across all design and construction projects requiring general contractors to set and achieve inclusion goals.

Year Five Progress: Continued to track the participation of certified M/WBEs and LBEs on design and construction projects and monitor the attainment towards achieving project inclusion goals or requirements.

• Institute a joint prequalification and vendor review process to develop an access portal to the university’s and health system’s Design & Construction departments.

Year One Progress: Instituted a new joint vendor review process in October 2016. This committee is responsible for reviewing vendor pre-qualification statements, interviewing potential vendors, and making recommendations. The committee is also responsible for building a master vendor list and monitoring the capabilities and performance of all vendors as they begin to work on projects.

Year Two Progress: Continue to provide joint vendor reviews.

Year Three Progress: Continue to provide joint vendor reviews.

Year Four Progress: Continue to provide joint vendor reviews.

Year Five Progress: Continue to meet and interview design and construction firms via the design and construction joint vendor review committee meetings

• Include a local hiring policy for all design and construction projects.

Year One Progress: Instituted the local hiring policy for all capital projects at JHHS, and JHU plans to adopt this policy for all new capital projects in FY17.

Year Two Progress: Instituted local hiring policies on all capital projects for JHU and JHHS.

Year Three Progress: No update.

Year Four Progress: Instituted a local hire policy across all capital projects.

Year Five Progress: Continue to incorporate a local hiring policy on capital projects across the Johns design and construction portfolio in Baltimore City.

Hire

• Aim to have 40 percent of new hires for targeted positions come from Baltimore neighborhoods in selected ZIP codes by 2018.

Year One Progress: Hired 43 percent of new hires for targeted positions from the focus areas, a total of 304 local residents.

Year Two Progress: Hired 45 percent of new hires for targeted positions from the focus areas, a total of 332 local residents.

Year Three Progress: Hired 47 percent of new hires for targeted positions from the focus areas, a total of 381 local residents.

Year Four Progress: Hired 48 percent of new hires for targeted positions from the focus areas, a total of 423 local residents.

Year Five Progress: Hired 52 percent of new hires for targeted positions from the focus areas, a total of 517 local residents.

• Strengthen the recruitment of qualified and competitive local candidates at all levels.

Year One Progress: Hired a program coordinator for HopkinsLocal hiring across both institutions in May 2016. This new position adds capacity to support the review and placement of qualified and competitive local candidates across the enterprise, especially those referred by community partners for targeted positions.

Year Two Progress: Continue to review staffing to support the initiative.

Year Three Progress: We have an adult internship program that provides an On-the-Job Training experience for community adults, who may have barriers to employment (criminal backgrounds, disabilities, inconsistent or limited work experience).

Year Four Progress: Continued the adult internship program that provides an On-the-Job Training experience for community adults.

Year Five Progress: Continued the adult internship program that provides an On-the-Job Training experience for community adults.

• Support the growth and retention of local and underrepresented employees.

Year One Progress: Invested in an additional career coach as part of a team that provides support for new hires in targeted positions and their managers across JHU and JHHS.

Year Two Progress: Continue to review opportunities to support growth and retention.

Year Three Progress:  The office of Strategic Workforce Development through its Project REACH services:  continues to engaged employees in occupational and workforce development information session and workshops, coaching employees through and into our BCCC General Studies Partnership Program to advance their enrollment and completion of pre-requisite courses, and coaching through internal bidding process for jobs within Johns Hopkins.

Year Four Progress: The office of Strategic Workforce Development through its Project REACH services:  continues to engaged employees in occupational and workforce development information session and workshops, coaching employees through and into our BCCC General Studies Partnership Program to advance their enrollment and completion of pre-requisite courses, and coaching through internal bidding process for jobs within Johns Hopkins.

Year Five Progress: The office of Strategic Workforce Development through its Project REACH services:  continues to engaged employees in occupational and workforce development information session and workshops, coaching employees through and into our BCCC General Studies Partnership Program to advance their enrollment and completion of pre-requisite courses, and coaching through internal bidding process for jobs within Johns Hopkins.

• Expand partnerships with organizations that help identify and prepare individuals for careers at Johns Hopkins.

Year One Progress: Contracted with Humanim to identify candidates for employment through partnerships with and referrals from community-based, faith-based, and workforce development organizations.

Year Two Progress: Maintained ongoing relationships with several community partners including: MOED (Mayors office of Employee Development), Catholic Charities and Goodwill Industries to continue to share opportunities and help remove barriers to success.

Year Three Progress: Maintained ongoing relationships with several community partners including: MOED (Mayors office of Employee Development), Catholic Charities and Goodwill Industries.

Year Four Progress: Maintained ongoing relationships with several community partners including: MOED (Mayors office of Employee Development), Catholic Charities and Goodwill Industries.

Year Five Progress: Maintained ongoing relationships with several community partners including: MOED (Mayors office of Employee Development), Catholic Charities and Goodwill Industries.

Continued partnership with Turnaround Tuesday, a program developed by Baltimoreans United in Leadership Development, or BUILD, to help returning and unemployed citizens find jobs.

Year Two Progress: Continue to review opportunities to engage with community-based, faith-based, and workforce development organizations.

Year Three Progress: Continue to review opportunities to engage with community-based, faith-based, and workforce development organizations.

Year Four Progress: Continued relationship with Humanim and developed relationships with community colleges and Morgan State University to source talent.

Year Five Progress: Continued partnership with Turnaround Tuesday to continue to share opportunities and help remove barriers to success.  Partnered with TAT and BACH to hire Community Health Workers and Peer Recovery Specialist in targeted zip codes aligned with HopkinsLocal zip codes.

Buy

• Increase spending with businesses, especially minority- and women-owned businesses, in Baltimore City by $6 million over the next three years by focusing on specific purchasing categories.

Year One Progress: Increased spend by $4.9 million, or 5 percent, with local businesses.

Year Two Progress: Increased spend by $20.5 million, or 23 percent, with local businesses.

Year Three Progress: Increased spend by $29.1 million, or 32.6 percent, with local businesses.

Year Four Progress: Increased spend by $58.7 million, or 65.7 percent, with local businesses.

Year Five Progress: Spend decreased by $13.6 million, or 9 percent, with local businesses mainly as a result of COVID-19 related business interruptions.

• Work with 24 nonlocal suppliers over the next three years to create development plans that outline how they will hire, procure, or invest in Baltimore.

Year One Progress: Executed two new contracts with nonlocal suppliers committed to investing in the city.

Year Two Progress: Executed eight new contracts with nonlocal suppliers committed to investing in the city.

Year Three Progress: Had a total of 26 nonlocal suppliers committed to investing in the city with development plans.

Year Four Progress: No update.

Year Five Progress: We continue to maintain or replace individual development plans for nonlocal suppliers where they commit to investing in Baltimore City through hiring, purchasing or other commitments.

• Increase outreach to local and minority and women-owned businesses and engage them in the competitive bidding process.

Year One Progress: Hired a small business and supplier diversity lead at JHU and a manager for supplier diversity and inclusion at JHHS to focus on engaging local and minority- and women-owned businesses in the competitive bidding process. This new staff capacity will strengthen the pipeline of local vendors that supply goods and services to Johns Hopkins, and will provide resources, such as a new online vendor guide, to support Hopkins employees when buying local. These new staff members serve as external representatives of Johns Hopkins, meet with local vendors, and attend vendor fairs.

Year Two Progress: Continue to review staffing to support the initiative.

Year Three Progress: Attend multiple events to increase outreach to local and minority/women-owned businesses and engage them in the bid process.

Year Four Progress: Continue to attend multiple events to increase outreach to local and minority/women-owned businesses and engage them in the bid process.

Year Five Progress: Continue to attend and host multiple events to increase outreach to local and minority/women-owned businesses and engage them in the bid process.

• Support the efforts of Johns Hopkins employees to buy local by providing a directory of pre-screened vendors.

Year One Progress: Updated the vendor guide in fall 2016. This online resource helps employees who are making purchases identify local and minority- and women-owned vendors, including those that have been rated and reviewed by their colleagues.

Year Two Progress: Continue to host vendor guide and recruit businesses to join.

Year Three Progress: Continue to host vendor guide and recruit businesses to join.

Year Four Progress: Continue to host vendor guide and recruit businesses to join.

Year Five Progress: Upgraded the vendor guide to a more interactive (Yelp!-like) guide that allows our purchasing community to provide feedback on their vendor experience and allows for the vendor to interact with our community. Although this is not fully executed, there are some vendors who have claimed their businesses and it’s consistently being tested to work out back-end errors.