HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 02/24/2015 - SOCIAL SUSTAINABILITY DEPARTMENT STRATEGIC PLAN UPDATE:
STAFF:
February 24, 2015
Beth Sowder, Interim Director of Social Sustainability
Bruce Hendee, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Social Sustainability Department Strategic Plan Update.
EXECUTIVE SUMMARY
The purpose of this item is to provide City Council with an update on the development of the Social Sustainability
Department Strategic Plan, as well as to receive input from City Council on the work done to date. Based on
feedback received, including a need to simplify, the Plan is still in stages of refinement. It engages a prioritized
alignment with the City’s Strategic Plan, deeper integration with the triple bottom line, and clearer definition of the
role of the Social Sustainability Department. It strives to address emerging challenges, focuses on access and
opportunity, and identifies four key theme areas including: Community Wellness, Diversity & Inclusivity,
Community Prosperity, and Housing. The City has continued to assume the role of funder, facilitator, and partner
without entering into direct provision of services.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does City Council support the four themes as presented?
2. Are there any themes, strategies, or actions missing that Council feels the Social Sustainability Department
should consider?
3. Are there any strategies or actions in which the City should not be involved?
BACKGROUND / DISCUSSION
The City’s commitment to sustainability is seen through:
Continued expression of the community’s resolve to act sustainably: to systematically, creatively, and
thoughtfully utilize environmental, social, and economic resources to meet present needs and those of
future generations without compromising the ecosystems on which we depend.
Policies and actions that are not developed and implemented in isolation from one another; rather, the
focus is on integration.
Encouragement of systems thinking to recognize and emphasize interrelationships among all aspects of
City operations.
Recognition of the interdependent economic, social, and environmental implications of policies,
decisions, and outcomes.
Recognition of the benefits and tradeoffs across all three of these topic areas.
The mission of the Social Sustainability Department is to attain a diverse and equitable community that
successfully meets the basic needs of all residents. The Social Sustainability Department strives to achieve this
mission through programs, policies, and partnerships that provide equity and opportunities for all.
The Department of Social Sustainability was formed in early 2012 by splitting the Advance Planning Department
and moving the Affordable Housing function and the City’s Grant Programs Administration group into the new
department. While those functions already existed, it was generally recognized that this new department had
more potential to impact and inform the City’s focus on the triple bottom line approach. In an effort to better define
the role of the Social Sustainability Department (SSD), a Gaps Analysis was conducted in late 2013. Additionally,
February 24, 2015 Page 2
the SSD engaged in an extensive Housing Affordability Study and compiled the report entitled “Human Services
Partners: A Community Snapshot.”
The Social Sustainability Department presented a draft strategic plan to City Council at the July 22, 2014 work
session (Attachment 1). With transitions in the department last fall, staff recognized the need to re-examine the
work done to date. Staff took a fresh look in an effort to have a more expressed and clearly prioritized alignment
with the City’s Strategic Plan, which includes a strategic objective to “develop clear goals, strategic definition and
description of the City’s social sustainability role within the community.”
Additionally, as Economic Health and Environmental Services are developing departmental strategic plans as
well, there are more opportunities for increased alignment among the strategic plans in the Service Area. There
will be deliberate alignment with vision, goals, and actions, as well as, deeper integration of the triple bottom line.
The core role of SSD has been and continues to be:
1. Funding, policy, and partnerships for community human service agencies
2. Funding, policy, and partnerships for affordable housing
3. Funding, policy, and partnerships for poverty and homelessness reduction/mitigation
4. Collaborating, partnering, and influencing internal City departments as well as external agencies/partners
The overall structure of the Plan includes four themes:
1. Community Wellness - People Matter
2. Diversity & Inclusivity - All Are Welcome
3. Community Prosperity - Opportunities For All
4. Housing - A Place To Call Home
Each theme includes:
Alignment to the City’s Strategic Plan
Challenges
Data Points
Our Vision
Our Role
Integration of the Triple Bottom Line
Goals with strategies, actions, and metrics
In each theme area, the focus includes both the past and current role of SSD, as well as the vision for future
roles. Emphasis was strategically placed on areas the department can impact. In many areas, SSD focuses on
ensuring that specific groups (i.e. children under six, seniors, low-income persons) are reached by serving as the
organizational voice for underrepresented populations.
Primary changes from draft plan presented to Council in July
This version does not include “mobility” as a stand-alone theme; rather, the appropriate action items were
folded into the other themes.
Diversity & Inclusivity was added as a theme. Promoting and celebrating diversity is a key activity within
this theme area. It is one of the lead charges for the Social Sustainability Department, as well as
collaborative work with other departments.
The former theme of “Income Disparity” was changed to “Community Prosperity.” The Sustainability
Services Area is taking a holistic approach on prosperity, defining it as more abundant resources,
choices, connections, and opportunities while continuing to recognize the important consideration of
environmental impacts.
February 24, 2015 Page 3
Theme Areas
1. Community Wellness - People Matter
Alignment to the City’s Strategic Plan - Promote health and wellness within the community:
Active and healthy lifestyles
Access to mental health services
Access to healthy food
Preservation and provision of responsible access to nature
Engage citizens in ways that educate and change behavior toward more sustainable living
practices
Improve safety and accessibility of all modes of travel including vehicular, pedestrian, and
bicycles for all segments of our population
Improve community involvement, education, and regional partnerships to make our community
safer and stronger
Our Vision - Access and opportunities for optimal physical and mental health for all community members.
Goals and strategies include:
Increase overall levels of physical health.
o Increase availability and access to indoor and outdoor activity.
o Encourage networks for the full spectrum of healthcare.
Promote good mental health and assist persons with mental illness.
o Increase availability and access to mental healthcare.
o Encourage networks for emotional, spiritual, and intellectual well-being.
Increase access to healthy food.
o Strengthen local food systems.
2. Diversity & Inclusivity - All Are Welcome
Alignment to the City’s Strategic Plan - Expand organizational and community knowledge about diversity
and embrace cultural differences:
Promote events and programs that recognize and celebrate social, cultural, and human diversity
Improve access to, and participation in, City programs and facilities for under-represented,
minority, and culturally diverse populations
In collaboration with others, work towards supporting programs that help foster and maintain an
equitable and diverse community
Our Vision - A welcoming, inclusive community where all residents and visitors feel valued, safe, and
connected.
Goals and strategies include:
Promote and maintain a welcoming, inclusive community where people feel connected.
o Increase awareness and acceptance of diverse groups of community members.
o Promote and develop culturally and income diverse neighborhoods.
Encourage the expansion of transportation options.
o Support increased transit service as well as bike trails and sidewalks by supporting
Transfort’s existing Strategic Plan.
Meet and exceed City’s diversity goals, with an emphasis on internal and external
communications, education, and outreach.
o Help create internal policies and goals that promote, enhance, and maintain diversity.
o Develop education and outreach strategies on a broad range of diversity issues.
February 24, 2015 Page 4
Ensure all residents have equal access and opportunities to meet their basic needs.
o Support programs that ensure access and opportunities for all residents to employment,
food, housing, clothing, education, recreational opportunities, a safe and healthy
environment, and social services.
3. Community Prosperity - Opportunities For All
Alignment to the City’s Strategic Plan - Address the impact of increasing poverty and homelessness
Our Vision - All community members have access to resources for stability and self-sufficiency.
Goals and strategies include:
Close the skills gap and increase career pathways in the community.
o Create alignment regarding workforce needs between employers, workforce assistance
and development entities, and educational institutions.
Support early and secondary education to improve opportunities for life success.
o Continuing support of early childhood education.
o Support of supplemental education programs for children and youth.
Ensure residents receive affordable, quality caregiving services.
o Support programs that provide caregiving services (people with disabilities, eldercare,
dependents, etc.).
Support area financial literacy initiatives.
o Support efforts in various sectors to provide financial literacy tools in order to increase
personal and household financial stability and self-sufficiency.
Balance land uses to support a healthy economy.
o Maintain a mix of land uses supporting the retention and expansion of businesses while
encouraging a broad mix of residential housing options.
4. Housing - A Place To Call Home
Alignment to the City’s Strategic Plan - Improve access to a broad range of quality housing that is safe,
accessible, and affordable:
Implement indoor air quality improvement initiatives
Provide opportunities for redevelopment, revitalization, and growth in targeted areas
A housing market is considered to be socially sustainable if it is characterized by both equity and diversity
- that is, if it provides opportunities for all residents and offers housing options that accommodate a
diverse set of incomes, preferences, and life stages. Fort Collins has implemented many outstanding
programs to address housing needs, yet challenges still exist.
Our Vision - All citizens have access to quality housing that is affordable to them and meets their needs.
Goals and strategies include:
Increase housing opportunity and availability for all residents.
o Increase the supply of affordable rental housing.
o Advocate for affordable housing options for special populations.
o Increase opportunities for affordable homeownership.
Support housing stability.
o Provide support to prevent housing displacement and promote stability.
o Provide support to specialized niches on the housing continuum.
February 24, 2015 Page 5
Next Steps
Engagement with the public, non-profit and other agencies, City departments, and appropriate boards and
commissions will provide valuable feedback that will be incorporated into the draft Plan. The draft Plan will be
refined based on Council and public feedback. The Plan will be finalized by incorporating a work plan specifying
specific actions and timelines, finalized glossary of terms, infographics, easy to follow layout, and meaningful
images. Staff will seek City Council approval in summer 2015.
ATTACHMENTS
1. Work Session Summary July 22, 2014 (PDF)
2. Social Sustainability Department Draft Strategic Plan 2015 (PDF)
3. PowerPoint Presentation (PDF)
Social Sustainability
321 Maple Street
PO Box 580
Fort Collins, CO 80522
970.221.6758
MEMORANDUM
DA: July 24, 2014
TO: Mayor and Councilmembers
TH: Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Bruce Hendee, Assistant City Manager
FR: Mary Atchison, Social Sustainability Director
RE: Work Session Summary—July 22, 2014 re: Social Sustainability Strategic Plan Draft
On July 22, 2014 Social Sustainability Staff presented a draft of the Social Sustainability Strategic Plan to
Council. Council members offered the following comments:
Major Discussion Points included the following:
• Include a glossary of defined terms, e.g. seniors, poverty
• A need to focus the strategic areas of the plan.
• Include strategies in the Health and Wellness section about encouraging physical exercise.
• Frame clearly what the City’s role is in these issues. City as a direct service provider is not
desirable, staff should facilitate, convene, serve as a resource, and address systems through
available resources (ie.CDBG).
• The City has the opportunity to provide analyses of our social systems and work toward system
integration.
• There is a need to ensure that we do not include students in our poverty statistics.
• Clearly define our terms, such as poverty and seniors.
• Remove mentions of specific organizations.
• Rephrase any references to ‘funding’ programs.
• Include the concept of Environmental Justice.
Follow Up Items: None
ATTACHMENT 1
Social Sustainability Department
Draft Strategic Plan
Project Sponsor: Bruce Hendee
Project Manager: Beth Sowder
Prepared: February 11, 2015
ATTACHMENT 2
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Contents
Social Sustainability Department .................................................................................................................. 1
Draft Strategic Plan ....................................................................................................................................... 1
What is the mission of the Social Sustainability Department? ................................................................. 1
A Commitment to Sustainability ............................................................................................................... 1
Focus on Access and Opportunity ............................................................................................................. 2
Plan Structure ........................................................................................................................................... 2
Additional Work Completed ..................................................................................................................... 2
A. Community Wellness—People Matter ................................................................................................. 4
Alignment to the City of Fort Collins Strategic Plan .................................................................................. 4
Challenges ................................................................................................................................................. 4
Data Points ................................................................................................................................................ 4
Our Vision .................................................................................................................................................. 5
Our Role .................................................................................................................................................... 5
Integration of the Triple Bottom Line ....................................................................................................... 5
B. Diversity & Inclusivity—All Are Welcome ........................................................................................... 10
Alignment to the City of Fort Collins Strategic Plan ................................................................................ 10
Challenges ............................................................................................................................................... 10
Data Points .............................................................................................................................................. 10
Our Vision ................................................................................................................................................ 11
Our Role .................................................................................................................................................. 11
Integration of the Triple Bottom Line ..................................................................................................... 11
C. Community Prosperity—Opportunities For All ................................................................................... 16
Alignment to the City of Fort Collins Strategic Plan ................................................................................ 16
Challenges ............................................................................................................................................... 16
Data Points .............................................................................................................................................. 16
Our Vision ................................................................................................................................................ 16
Our Role .................................................................................................................................................. 16
Integration of the Triple Bottom Line ..................................................................................................... 17
D. Housing—A Place To Call Home .......................................................................................................... 21
Alignment to the City of Fort Collins Strategic Plan ................................................................................ 21
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Challenges ............................................................................................................................................... 21
Data Points .............................................................................................................................................. 21
Our Vision ................................................................................................................................................ 21
Our Role .................................................................................................................................................. 22
Integration of the Triple Bottom Line ..................................................................................................... 22
Glossary of Terms.................................................................................................................................... 25
Acknowledgements ................................................................................................................................. 28
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What is the mission of the Social Sustainability Department?
The mission of the Social Sustainability Department is to attain a diverse and equitable community that
successfully meets the basic needs of all residents. The Social Sustainability Department strives to
achieve this mission through programs, policies, and partnerships that provide access and opportunities
for all.
The Department of Social Sustainability was formed in early 2012 by splitting the Advance Planning
Department and moving the Affordable Housing function and the City’s Grant Programs Administration
group (including the Competitive Process funding allocation function) into the new department. While
those functions already existed, it was generally recognized that this new department had more
potential to impact and inform the City’s focus on the triple bottom line approach.
The core role of the Social Sustainability Department has been and continues to be:
1. Funding, policy, and partnerships for community human service agencies
2. Funding, policy, and partnerships for affordable housing
3. Funding, policy, and partnerships for poverty and homelessness reduction/mitigation
4. Collaborating, consulting, and influencing internal City departments as well as external
agencies/partners
SOCIAL SUSTAINABILITY VISION:
Promote a healthy, diverse, equitable, accessible community
reflecting community values
A Commitment to Sustainability
The City’s commitment to sustainability is seen through:
Continued expression of the community’s resolve to act sustainably: to systematically,
creatively, and thoughtfully utilize environmental, social, and economic resources to meet
present needs and those of future generations without compromising the ecosystems on which
we depend.
Policies and actions that are not developed and implemented in isolation from one another;
rather, the focus is on integration.
Encouragement of systems thinking to recognize and emphasize interrelationships among all
aspects of City operations.
Recognition of the interdependent economic, social, and environmental implications of policies,
decisions, and outcomes.
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Recognition of the benefits and tradeoffs across all three areas (social, economic, and
environmental).
Focus on Access and Opportunity
One of the City’s greatest challenges is providing access to the services and opportunities available to all
residents. The Plan will focus on the quest of the Social Sustainability Department to provide access and
opportunity to all residents.
Plan Structure
The Social Sustainability Strategic Plan is laid out in four major theme areas. Each theme includes the
connection to the overall City of Fort Collins Strategic Plan, relevant current conditions and challenges, a
vision for the future, and the role of the City. The Plan establishes goals which include specific actions
and metrics to evaluate success. Finally, a work plan will be developed and added to this plan which will
include specific action items and a timeline.
The Social Sustainability Department has three primary functions: funding and promoting programs,
ensuring appropriate policies are in place, and partnering with internal City departments and external
agencies. In this plan the primary role of the Social Sustainability Department will be noted after each
action item as one of the following:
1. Lead—Social Sustainability Department has the lead role in implementing the goal (this role
could include facilitation, coordination, funding, convening).
2. Partner—Social Sustainability Department will partner with other City departments and/or local
agencies to implement the goal (this role could include advocating and collaborating).
3. Collaborate—Social Sustainability Department will consult with other City departments and/or
local agencies to implement the goal (this role could include advocating and consulting).
The four themes are:
Community Wellness – People Matter
Diversity & Inclusivity – All Are Welcome
Community Prosperity – Opportunities For All
Housing – A Place To Call Home
Additional Work Completed
The Social Sustainability Department has completed two major pieces of additional analysis which help
inform the City of community needs. Each of these documents has been used in developing this plan.
Community Gaps Analysis—The report summarizes the results of a Community Gaps Analysis,
conducted by BBC Research & Consulting for the City of Fort Collins. The City commissioned the
Community Gaps Analysis as part of its initiative to build a cohesive, coordinated approach to
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community sustainability across City departments. It helped support and inform the
development of the Social Sustainability Department Strategic Plan by providing a quantitative
and qualitative assessment of supportive service gaps in the community. It provides a summary
of current trends in the community related to housing, homelessness, poverty, health, wellness,
education, diversity, and the needs of special populations.
Housing Affordability Policy Study—The study, completed by Economic & Planning Systems,
Inc., was commissioned by the Social Sustainability Department to provide a detailed
assessment of housing affordability policies and needs for Fort Collins.
Additional work referenced:
Human Services Partners: A Community Snapshot—In 2014, the Social Sustainability
Department developed this report to highlight a sampling of the many human services programs
and agencies the City funds, and showcase the people they serve. The City allocates funding to
enable these agencies to directly address poverty and help stabilize individuals and families in
need. As part of the City’s Strategic Plan, we leverage and collaborate with local service agencies
to help improve self-sufficiency, foster independence among seniors and people with
disabilities, and address the issues of homelessness and poverty.
City Plan—City Plan is the comprehensive plan for the City of Fort Collins, and illustrates how we
envision Fort Collins over the next 25 years and beyond. It shows us how we can get there step
by step. The Transportation Master Plan (TMP) serves to explain a bold vision for the long-term
multimodal transportation system supporting the Fort Collins community well into the future.
The TMP provides policy direction for decisions regarding the implementation of the
transportation system to achieve the community’s vision.
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A. Community Wellness—People Matter
Alignment to the City of Fort Collins Strategic Plan
The City of Fort Collins Strategic Plan objective (CNL 1.6)—Promote health and wellness within the
community. Specific objectives from the plan include:
Active and healthy lifestyles
Access to mental health services
Access to healthy food
Preservation and provision of responsible access to nature
Engage citizens in ways that educate and change behavior toward more sustainable living
practices
Improve safety and accessibility of all modes of travel including vehicular, pedestrian, and
bicycles for all segments of our population
Improve community involvement, education, and regional partnerships to make our community
safer and stronger
Challenges
Engagement in activities that promote wellness
Choice of active modes of transportation
Need for greater mix of uses in our neighborhoods
Ability and willingness to engage in community activities
Accessibility of healthy food options
Affordability of healthy food options
Accessibility of mental health services
Data Points
165 adults stayed at Crossroads Safehouse in 2013
Rehabilitation and Visiting Nurse Association can serve 35 clients for one year at a cost of
$29,770 vs. roughly $1.8 million through traditional assisted living
Adult day programs for people with disabilities can reduce caregiver stress by up to 66%
Of the people served by Disabled Resource Services, 97% live in poverty and many are homeless
Adult care allows individuals with disabilities and senior citizens who need supervision to remain
at home
Touchstone Health Partners serves 7,000 people each year
Over the past 10 years, Larimer County has lost more than 500 people to suicide
More than 66,000 Coloradoans are living with untreated mental illness
The number of children living in poverty in Colorado, and in particular Larimer County, has risen
at a rate higher than the national average
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The City generally has a healthy, active population and enjoys a strong infrastructure for physical
education and recreation—yet growing obesity rates among the City’s youth and others reinforces a
need to integrate more physical activity and improve access to healthy food into daily life. The overall
health of our community—including the growing issue of mental health—is important to all segments of
our population. Community Wellness encompasses six dimensions of wellness: physical, emotional,
intellectual, spiritual, occupational, and social. It is not just about individuals, but how we affect each
other, and the impact we can have together on the health of our community.
Our Vision
Access and opportunities for optimal physical and mental health for all community members.
Our Role
While the City does not play a direct role in providing services related to health and wellness, it
can reinforce opportunities for active living and support efforts of community partners in a
significant way.
Foster alignment of the Social Sustainability Department goals and strategies within the City
organization, with strategic partners, and throughout the community (Touchstone Health
Partners, Homeward 2020, and The Murphy Center).
Support opportunities to grow healthy foods locally, and support access to healthy foods not
grown in our climate.
Partner with community agencies to increase accessibility to and affordability of healthy food.
Promote overall physical and mental health through funding that improves access to health care
services.
Promote programs that encourage increased physical activities for everyone.
Ensure that the City’s polices, land use regulations, and other activities promote health and
wellness.
Encourage programs that make healthy choices easier.
Promote programs that encourage social engagement.
Encourage City programs that promote physical modes of travel.
Explore the programs already in place in the community and seek opportunities to collaborate.
Encourage the City to improve overall “walkability” scores/ratings.
Encourage programs that avoid homogeneity and are structured to meet the diverse needs in
the community.
Integration of the Triple Bottom Line
Economy—Emphasizing active living, wellness, and local food production can result in economic
benefits, such as reduced health care costs for employees and businesses, and new business
opportunities that focus on active lifestyles.
Environment—Active lifestyles and local food production foster interaction and appreciation for the
natural environment. Increased physical modes of travel will reduce GHG emissions from vehicles.
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Social—Feeling healthy and well, both physically and mentally, can improve overall quality of life.
Providing access and opportunity for all residents, regardless of ability or income, to enjoy the amenities
of an active community helps maintain a diverse social environment. In addition, the overall health of
the community increases when residents feel connected and engaged.
Goal A.1: Increase overall levels of physical health
Strategy 1: Increase availability and access to indoor and outdoor activity
through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to agencies
supporting physical health. (Lead)
Centralize information about City-offered programs and resources for all community members,
with a special emphasis on reaching low-income citizens. (Lead)
Develop and implement educational campaign for low-income households to encourage use of
existing recreation programs and services. (Collaborate)
Support the development of and access to pedestrian, bicycle, and park amenities for all
community members, especially those who are low-income, seniors, or experiencing other
barriers. (Collaborate)
Encourage the provision of opportunities for non-motorized transportation to all community
members, especially those who are low-income, seniors, or experiencing other barriers.
(Collaborate)
Strategy 2: Encourage networks for the full spectrum of healthcare through the
following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to agencies
providing healthcare services. (Lead)
Support options for and affordability of home health care. (Collaborate)
Support increased discharge coordination and planning, improving continuity of physical
healthcare and recovery for people leaving hospitals, correctional facilities, and similar
situations. (Collaborate)
Metrics
Percentage of population engaging in a half-hour or more physical activity several days per
week.
Reduced obesity rates in Fort Collins for adults and children.
Increased access to City-offered programs related to health and wellness (examples: the Finance
Department’s Grocery Tax Rebate program, the Recreation Department’s discount program).
Number of people served by agencies providing healthcare services, funded by the City.
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Goal A.2: Promote good mental health and assist persons with mental illness
Strategy 1: Increase availability and access to mental healthcare through the
following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to mental
health care service providers and outreach programs. (Lead)
Encourage programs providing mental health care for low-income persons and persons
experiencing other barriers. (Partner)
Collaborate with local organizations to ensure 24-hour availability of mental health care and
treatment. (Partner)
Through education, outreach, partnerships, and collaboration, increase the community’s general
awareness/acceptance of mental health and mental illness. (Partner)
Support increased discharge coordination and planning, improving continuity of mental health
care and recovery for people leaving hospitals, correctional facilities, and other similar
situations. (Collaborate)
Support development of halfway housing and permanent supportive housing for persons with
mental illness. (Collaborate)
Partner with other community entities to create a residential treatment facility for people with
drug and alcohol addictions. (Collaborate)
Support creation and operation of a detox facility in Larimer County. (Collaborate)
Strategy 2: Encourage networks for emotional, spiritual, and intellectual well-
being through the following City actions:
Working with the Wellness Program, explore the importance of well-being for mind, body, and
spirit within the City organization. (Partner)
Support work-life balance resource models (example: the Navigator program for confidential, in-
house “case managers” for businesses) both internally and community-wide. (Partner)
Support volunteerism networks. (Partner)
Support programs in the community that promote wellness across multiple spectrums.
(Partner)
Metrics
Number of mentally ill persons experiencing homelessness in Fort Collins.
Lower reported suicide rate over time.
Decreased reported incidence of drug and alcohol abuse.
Goal A.3: Increase access to healthy food
Strategy 1: Strengthen local food systems through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to healthy-
food service providers. (Lead)
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Support local food programs that encourage local gardening among diverse neighborhoods and
varying demographics. (Lead)
Partner in programming and ongoing development of local food development initiatives.
(Partner)
Help identify and promote local initiatives addressing food insecurity. (Partner)
Support community entities encouraging acceptance of SNAP (Supplemental Nutrition
Assistance Program) by all local farmer’s markets and CSAs (Community Shared Agriculture).
(Collaborate)
Work with the City’s Planning, Development, and Transportation (PDT) Service Area on the
Nature in the City initiative. (Collaborate)
Metrics
Number of businesses and institutions using locally produced foods.
Number of community gardens in parks and neighborhoods.
Improved access to healthy foods.
Lower overall obesity rate in Fort Collins, particularly among children.
Pounds of fresh, local produce donated to the Food Bank.
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B. Diversity & Inclusivity—All Are
Welcome
Alignment to the City of Fort Collins Strategic Plan
The City of Fort Collins Strategic Plan objective (CNL 1.8)—Expand organizational and community
knowledge about diversity and embrace cultural differences. Specific objectives from the plan include:
Promote events and programs that recognize and celebrate social and cultural diversity.
Improve access to, and participation in, City programs and facilities for disadvantaged,
underrepresented, minority, and culturally diverse populations.
In collaboration with others, work towards supporting programs that help foster and maintain
an equitable and diverse community.
Inclusivity—an intention or policy of including people who might otherwise be excluded or marginalized,
such as persons with a disability, or racial and sexual minorities. Social equity is described as placing
priority upon protecting, respecting, and fulfilling the full range of universal human rights, including
those pertaining to civil, political, social, economic, and cultural concerns. This idea includes the
provision of adequate access to employment, food, housing, clothing, recreational activities, a safe and
healthy environment, and social services—while eliminating systemic barriers to equitable treatment
and inclusion, and accommodating the differences among people. Ultimately, the emphasis is on justice,
impartiality, and equal opportunity for all.
Challenges
Identifying what diversity means across different spectrums/contexts
Resistance to change and/or adaptation
Fort Collins LGBT Community Center closed
Lack of mixed-income neighborhoods
Unintentional segregation
Gentrification
Data Points
Of 321 large global enterprises surveyed in a Forbes study in 2011, 85% agreed that diversity is
crucial to fostering innovation in the workplace.
In 2056, for the first time, the older population, age 65 and over, is projected to outnumber the
young, age under 18. (US Census Bureau)
Minorities, now 37% of the U.S. population, are projected to comprise 57% of the population in
2060. (US Census Bureau)
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Our Vision
A welcoming, inclusive community where all residents and visitors feel valued, safe, and connected.
Our Role
Support an equitable and adequate social system that ensures access to employment, food,
housing, clothing, education, recreational opportunities, a safe and healthy environment, and
social services.
Support equal access to services and seek to avoid negative impact for all people regardless of
age, economic status, ability, immigration or citizen status, race/ethnicity, gender, relationship
status, religion, or sexual orientation.
Support a community where equal opportunities for all people are sought, basic human rights
addressed, basic human needs met, and all people have access to tools and resources to
develop their capacity.
Support initiatives, programs, and events that promote diversity and inclusivity.
Integration of the Triple Bottom Line
Economy—Emphasizing diversity and social equity can result in numerous economic benefits, such as
improved workforce collaboration, increased creativity and innovation, and the ability to explore and
capitalize on different perspectives.
Environment—A more diverse city creates greater environmental sustainability by ensuring all residents
enjoy opportunity and access to alternate modes of transportation and denser, mixed-use
neighborhoods.
Social—Maintaining a socially equitable Fort Collins helps ensure our community is inclusive, safe, and
vibrant, and that the basic needs of our residents are met.
Goal B.1: Promote and maintain a welcoming, inclusive community where
people feel connected.
Strategy 1: Increase awareness and acceptance of diverse groups of community
members through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to entities
that promote diversity and inclusivity. (Lead)
Promote events and programs that recognize and celebrate social and cultural diversity. (Lead)
Improve City ranking for LGBT acceptance based on standards created by the Human Rights
Campaign. (Partner)
Work towards attaining Age-Friendly City designation. (Partner)
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Work with the Human Resources Department to facilitate collaboration among City
departments to adopt an Equity and Social Justice policy. (Partner)
Provide appropriate diversity, inclusivity, and social equity trainings for groups within the
community (businesses, non-profits, faith communities, service organizations) and within the
City organization. (Lead)
Strategy 2: Promote and develop culturally and income diverse neighborhoods
through the following City actions:
Expand affordable housing opportunities in prime neighborhoods. (Lead)
Research what programs exist in the city to help inform refugee and immigrant populations of
their legal rights and responsibilities; seek opportunities to create programs where none
currently exist. (Partner)
Support neighborhood revitalization projects that embrace diversity. (Collaborate)
Metrics
Higher inventory of affordable housing options in prime neighborhoods.
LGBT acceptance ranking.
Increase in mixed-income neighborhoods/housing developments.
Goal B.2: Encourage the expansion of transportation options.
Strategy 1: Support increased transit service as well as bike trails and sidewalks
by supporting Transfort’s existing strategic plan through the following actions:
Engage in City Plan/TOD (Transit Oriented Development) Plan updates to address social equity
issues. (Collaborate)
Engage in development of Bike/Car/Ride share programs. (Collaborate)
Complete the Social Sustainability Department mapping project to help identify gaps in transit
services. (Lead)
Work with City departments to ensure all community members have access to public
transportation options that allow for easier and greater movement throughout the city.
(Collaborate)
Explore the possibility of expanding bus service to Sunday and later-evening routes.
(Collaborate)
Work towards expanding public transportation options for populations with special needs or
populations currently not served. (Collaborate)
Work to develop affordable transportation options for low income populations. (Collaborate)
Metrics
Increased ridership, especially within target demographics.
Numbers of individuals and businesses that participate in diversity training.
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Goal B.3: Meet and exceed City’s diversity goals, with an emphasis on internal
and external communications, education, and outreach.
Strategy 1: Help create internal policies and goals that promote, enhance, and
maintain diversity through the following actions:
Facilitate collaboration among City departments to adopt equity and social justice policies; help
maintain a City culture that is supportive and inclusive. (Partner)
Support policies that strive to integrate an increasingly diverse community population.
(Partner)
Assist with training on embracing, cultivating, and maintaining diversity, both internally and
externally. (Partner)
Develop a mentoring program across the City organization for early-career workers. (Partner)
Research other municipal best practices for cultivating and maintaining diversity within the
organization. (Partner)
Strategy 2: Develop education and outreach strategies on a broad range of
diversity issues through the following actions:
Develop a strategy that effectively communicates, both internally and externally, the City’s
diversity policy. (Lead)
Support programs that offer diversity education and outreach for all residents. (Partner)
Metrics
Adoption of a City Equity and Social Justice policy.
Number of City employees who have participated in diversity trainings.
Diversity Policy communications strategy plan.
Goal B.4: Ensure all residents have equal access and opportunities to meet
their basic needs.
Strategy 1: Support programs that ensure access and opportunity for all
residents to employment, food, housing, clothing, education, recreational
opportunities, a safe and healthy environment, and social services through the
following actions:
Continue to allocate appropriate City dollars through a funding allocation process to service
providers. (Lead)
Support programs that ensure all residents have equal access to services. (Partner)
Support programs that address basic human rights and needs, and that equally grant residents
access to tools and resources to develop their capacity. (Partner)
Research existing programs to see how culturally disadvantaged youth are being served in the
mental health arena, with particular emphasis on using evidence-based and culturally sensitive
practices to promote success both at home and in school. (Lead)
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Metrics
Number of clients served by organizations that address basic human rights and needs.
Increased access to programs and services by people within legally protected classes (numbers
served).
Number of culturally disadvantaged youth served by mental health providers.
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C. Community Prosperity—
Opportunities For All
Alignment to the City of Fort Collins Strategic Plan
The City of Fort Collins Strategic Plan objective (CNL focus area)—Address the impact of increasing
poverty and homelessness.
Challenges
Rising income disparity
Largest rise in employment sectors has been in service and retail
Skills mismatch
Barriers/access to employment
Persistent underemployment
Increase in outbound commuters
Shift in labor force demographics (Boomers/Millennials)
Rising cost of education
Stagnant incomes
Rising student debt
Disproportionate unemployment by education level
Housing affordability concerns
Data Points
55% of persons living in poverty in Fort Collins work
36% of single mothers in Fort Collins live in poverty
18% of single fathers in Fort Collins live in poverty
In 2013, Rocky Mountain Innosphere, Inc. client companies raised $35 million and created
nearly 300 jobs
In Fort Collins, 48% of residents hold a college degree and 14% of residents hold a doctoral
degree
Our Vision
All community members have access to resources for stability and self-sufficiency.
Our Role
The City can play an important role in removing barriers and increasing access to opportunities. The
Social Sustainability Department provides funding, policies and partnerships to increase community
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prosperity. As community needs are met through programming, policies, and partnerships, community
members are then able to experience the stability necessary to gain self-sufficiency.
Provide funding for programs that meet individual basic needs that, in turn, provide a safety net
fostering stability.
Provide funding for programs that increase opportunities for individuals to become self-
sufficient.
Ensure appropriate policies are in place to support self-sufficiency and stability programs.
Increase opportunities for workforce development.
Help remove barriers to employment.
Support efforts of the City’s Economic Health Department to expand employment opportunities
and workforce preparedness.
Integration of the Triple Bottom Line
Economy—Economic growth and overall community prosperity are dependent on a well-trained and
workforce-ready population.
Environment—Self-sufficient households have the income necessary to make more environmentally
conscious purchases, such as home insulation and windows, fuel efficient vehicles, and organic
groceries.
Social—Increased access to economic opportunities has a direct impact on overall quality of life, health
and social well-being.
Goal C.1: Close skills gap and increase career pathways in the community.
Strategy 1: Create alignment between employers, workforce assistance and
development entities, and educational institutions regarding workforce needs
through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to workforce
development and education. (Lead)
Partner with workforce assistance and development entities to increase job-readiness. (Partner)
Partner with education providers to support vocational training. (Partner)
Work closely with City departments to identify and support workforce needs and training, and
encourage low-income participants. (Partner)
Partner with City programs and the business community to promote socially sustainable
employment practices. (Partner)
Aid in developing an employer network for former offenders. (Partner)
Partner with organizations to expand the homelessness services network. (Collaborate)
Partner with community entities to promote career pathways. (Collaborate)
Metrics
Number of individuals participating in training and re-training programs.
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Reduction in number of unemployed or under-employed persons.
Education-employment match improvement.
Goal C.2: Support early and secondary education to improve opportunities for
life success.
Strategy 1: Continuing support of early childhood education through the
following City actions:
Promote early childhood education initiatives and programs. (Partner)
Support local schools and other organizations’ initiatives, curriculum, and programs aimed at
improving early elementary reading scores. (Partner)
Continue to allocate appropriate City dollars through a funding allocation process to agencies
supporting early childhood education. (Lead)
Strategy 2: Support supplemental educational programs for children and youth
through the following City actions:
Continue to allocate appropriate City dollars through funding allocation process to child and
youth services. (Lead)
Encourage collaborative events that promote supplemental education programs. (Collaborate)
Metrics
Increased participation in childhood and youth education programs.
Increased third grade reading scores.
Increased graduation rates.
Goal C.3: Ensure residents receive affordable, quality caregiving services.
Strategy 1: Support programs that provide caregiving services (people with
disabilities, eldercare, dependents, etc., who need specialized care)through the
following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to programs
that support service care providers. (Lead)
Encourage programs that provide for the safety and protection of vulnerable citizen
populations, such as children, people with disabilities, people who are homeless, and seniors.
(Collaborate)
Metrics
Lower reported incidents of abuse among vulnerable populations.
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Goal C.4: Support area financial literacy initiatives.
Strategy 1: Support efforts in various sectors to provide financial literacy tools in
order to increase personal and household financial stability and self-sufficiency
through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to agencies
that provide financial literacy initiatives. (Lead)
Support the Human Resources Department’s efforts within the City organization towards
financial literacy support. (Collaborate)
Partner with community entities involved with financial literacy efforts. (Partner)
Support financial literacy curriculum in secondary and post-secondary school systems.
(Collaborate)
Metrics
Lower reported incidents of personal bankruptcies.
Number of clients successfully completing supported programs.
Goal C.5: Balance land uses to support a healthy economy.
Strategy 1: Maintain a mix of land uses supporting the retention and expansion of
businesses while encouraging a broad mix of residential housing options through
the following City actions:
Work with City departments to assess land use policies and regulations to ensure support of
desired development patterns. (Partner)
Work with City departments to prioritize redevelopment projects that include a mix of
compatible land uses, and, when appropriate, include affordable housing options and transit
options for all. (Collaborate)
Work with the City’s Planning, Development, and Transportation Service Area to develop and
maintain an inventory of available sites for affordable housing developments. (Partner)
Metrics
Jobs to housing ratio.
Average home price and average rent rate.
Vacancy rate – affordable housing, rentals, apartments.
Housing Opportunity Index (HOI) trends.
Note: This plan recognizes the significant efforts and focus of the Economic Health Office (EHO) in
addressing community prosperity. The goals described under this theme represent one end of a
spectrum of efforts related to community prosperity. As such, the actions suggested in this plan are
intended to complement the work of EHO. The success of the plan relies on success of the EHO strategic
plan and efforts and vice versa.
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D. Housing—A Place To Call Home
Alignment to the City of Fort Collins Strategic Plan
The City of Fort Collins Strategic Plan objective (CNL 1.1)—Improve access to a broad range of quality
housing that is safe, accessible, and affordable. Specific objectives from the plan include:
Implement indoor air quality improvement initiatives.
Opportunities for redevelopment, revitalization, and growth in targeted areas.
A housing market is considered to be socially sustainable if characterized by both equity and diversity—
that is, if it provides opportunities for all residents and offers housing options that accommodate a
diverse set of incomes, preferences, and life stages. Fort Collins has implemented many outstanding
programs to address housing needs -- yet challenges still exist.
Challenges
Rising housing prices
Limited range of housing types
Lack of affordable housing
Significant challenges for persons with disabilities, seniors, and persons earning low wages and
living in poverty
Housing affordability and availability for workforce and middle class individuals and households
Impacts to economic vitality and social well-being
Data Points
Median housing costs in Fort Collins are higher than Colorado as a whole
Median income in Fort Collins is lower than Colorado as a whole
Catholic Charities’ shelter provides 25,000 nights of shelter to 900 unduplicated individuals,
including 20 families annually
One-third of senior households has no money left over each month, or is in debt after meeting
essential expenses
Our Vision
All citizens have access to quality housing that is affordable to them and meets their needs.
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Our Role
The City plays an important role facilitating the supply of affordable housing, including allocating local,
state, and federal funding to housing providers, setting policies and regulations, and coordinating with
housing developers and initiatives. In addition, the City can:
Ensure that policies, land use regulations, and other activities are aligned to mitigate the
imbalance of our housing supply with the community’s needs.
Address the challenges of homelessness.
Partner with housing developers to ensure an adequate supply of housing, particularly for
workforce and affordable housing.
Partner to meet the changing needs of seniors.
Provide funding for housing development and assistance programs that address critical housing
needs.
Work with City departments on planning models that integrate socioeconomic levels into
housing.
Integration of the Triple Bottom Line
Economy—A mix of housing options throughout the community accommodates residents of all income
levels, near places of work, childcare, schools, and other services.
Environment—A socially sustainable housing market is strongly related to environmental health.
Compact development patterns help protect and maintain important habitat and open areas. High-
performing housing reduces living costs and helps divert waste and conserve water, energy, and other
environmental resources. Lastly, housing located near transportation options helps reduce carbon
emissions, reduce impacts on climate change, and improve air quality.
Social—Housing options provide opportunities for citizens to be self-sufficient and to live, work and
travel within the community. This allows them to more fully participate in the social fabric of the
community in which they live and work.
Goal D.1: Increase housing opportunity and availability for all residents
Strategy 1: Increase the supply of affordable rental housing through the following
City actions:
Continue to allocate appropriate City dollars through a funding allocation process to affordable
housing providers. (Lead)
Explore revising City incentives and fee waivers for building affordable housing. (Lead)
Provide Fair Housing education and outreach to housing providers. (Lead)
Explore policies to incentivize landlords to provide affordable housing. (Partner)
Explore activating the City’s Land Bank program. (Lead)
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Strategy 2: Advocate for affordable housing options for special populations
through the following City actions:
Partner with housing providers to increase the inventory and availability of affordable housing
for special populations, such as seniors, people with disabilities, veterans, former felons, etc.
(Partner)
Explore the housing needs of special populations. (Lead)
Work with City departments to explore occupancy policy. (Lead)
Strategy 3: Increase opportunities for affordable homeownership through the
following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to affordable
housing providers. (Lead)
Explore revising City incentives and fee waivers for affordable housing. (Partner)
Explore Land Use Code changes to encourage accessory dwelling units. (Partner)
Explore opportunities associated with innovative small homes. (Partner)
Explore fee balancing to encourage smaller homes. (Partner)
Continue providing down payment assistance to first time homebuyers through the City’s
Homebuyer Assistance (HBA) Program. (Lead)
Promote HBA program through marketing and education to increase the number of loans made
to first time homebuyers. (Lead)
Metrics
Affordable housing units contracted using City allocated dollars for construction, rehabilitation,
or acquisition.
Vacancy rate.
Housing Opportunity Index.
Number of loans to first time homebuyers in the HBA program.
Goal D.2: Support housing stability
Strategy 1: Provide support to prevent housing displacement and promote
stability through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation processes to rental
assistance and housing counseling programs. (Lead)
Implement strategies outlined in the Affordable Housing Relocation Displacement Mitigation
Strategies Report. (Lead)
Explore opportunities to partner with utility providers and other vendors to decrease overall
housing costs for low- and moderate-income residents. (Partner)
Provide financial literacy education to residents. (Partner)
In order to decrease overall housing costs, assist low- and moderate-income homeowners in
maintaining their homes and improving energy efficiency. (Partner)
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Provide assistance to home-owning seniors with limited incomes and resources in order to
strengthen their ability to age in place. (Partner)
Strategy 2: Provide support to specialized niches on the housing continuum
through the following City actions:
Continue to allocate appropriate City dollars through a funding allocation process to affordable
housing providers. (Lead)
Convene partners to explore the needs of residents who fall along the full housing continuum.
(Partner)
Provide education and awareness, internally and externally, of the barriers and complications
encountered by vulnerable populations. (Lead)
Explore options for innovative housing opportunities. (Lead)
Metrics
Heightened awareness of potential barriers to affordable housing.
Lowered reported rates of foreclosures and evictions.
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Glossary of Terms
Age Friendly City. A designation through the World Health Organization (WHO). The initiative describes
it as: “A key strategy to facilitate the inclusion of older persons is to make our world more age-friendly.
An age-friendly world enables people of all ages to actively participate in community activities and treats
everyone with respect, regardless of their age. It is a place that makes it easy for older people to stay
connected to people who are important to them. And it helps people stay healthy and active even at the
oldest ages, and provides appropriate support to those who can no longer look after themselves.”
(Source: World Health Organization web site)
Community Shared Agriculture (CSA, sometimes known as Community Supported Agriculture). In
North America, an alternative locally based economic model of agriculture and food distribution. A CSA
also refers to a particular network or association of individuals who have pledged to support one or
more local farms, with growers and consumers sharing the risks and benefits of food production. CSU
members or subscribers pay at the onset of the growing season for a share of the anticipated harvest.
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Once harvesting begins, they receive weekly shares of vegetables and fruit, and sometimes other
products.
Disadvantaged Youth (also referred to as at-risk youth). Persons, usually between 13 and 21 years of
age, lacking significant support and life resources (examples: financial, social, physical, familial, mental,
emotional) in overcoming barriers to successful navigation into adult self-sufficiency. Often, there has
been a pattern of family/social abuse, neglect, and disenfranchisement. Addiction issues and other high-
risk behaviors may be present.
Early Education (includes Early Childhood Education as a subset). For the purposes of this plan,
education and support initiatives (example: nutrition and health programs) focused on children, 0 years
of age through second grade. Early Childhood Education: a subset referring to education and support
efforts around children 0-5 years of age who have not entered a formal primary education system
(usually, kindergarten and elementary school). The second subset includes education efforts focused on
students in kindergarten through second grade, especially in the test preparation areas, such as literacy.
This component also encompasses initiatives, curriculum, and programs designed to support the overall
life success of a child (example: nutrition and health programs).
Housing Continuum. The housing continuum is comprised of housing options meeting a full spectrum of
individual and household needs. It encompasses components such as emergency shelter, transitional
housing (6-24 months), housing for different populations of community members, and permanent
housing.
Secondary Education. Education in a formal setting provided for students in the seventh through twelfth
grades.
Socially Sustainable Employment Practices. Characterized by practices, work cultures, and processes
that enable individuals to be productively employed in jobs that sustain positive psychological and
economic well-being on and off the job. Additionally, business practices that contribute to the greater
social good of the community (examples: mentoring programs for low-income individuals or youth,
“adopting” a non-profit partner).
Special Populations. A group(s) of vulnerable, often disadvantaged community members who may
experience additional barriers to – or need support for – the basic functions of everyday living and
access to and opportunity for community amenities and services. Populations most often cited include:
persons with disabilities, at-risk youth, persons experiencing homelessness, and the elderly.
Transit Oriented Development (TOD). Transit-oriented development is a pattern of development
characterized by a mix of uses surrounding a transit station, where streets have a high level of
connectivity, blocks are small, and buildings and uses cater to pedestrians. The purpose is to make
access to and from the transit station walkable and accessible in an environment that is human-scaled,
and provides for a mix of compatible and complementary land uses which facilitate transit ridership.
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Acknowledgements
Mayor and City Council
Karen Weitkunat, Mayor
Gerry Horak, Mayor Pro Tem, District 6
Bob Overbeck, District 1
Lisa Poppaw, District 2
Gino Campana, District 3
Wade Troxell, District 4
Ross Cunniff, District 5
Staff
Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Bruce Hendee, Chief Sustainability Officer
Beth Sowder, Interim Director of Social Sustainability
Heidi Phelps, Grant Program Administrator
Sharon Thomas, Grant Program Administrator
Beth Rosen, Affordable Housing Program Administrator
Sue Beck-Ferkiss, Social Sustainability Specialist
Janet Freeman, Administrative Assistant
Dianne Tjalkens, Administrative Clerk II
Contact Social Sustainability Department
321 Maple Street
Fort Collins, CO 80521
970-221-6752
bsowder@fcgov.com
Social Sustainability Draft Strategic Plan
Beth Sowder, Interim Director of Social Sustainability
2.12.14
ATTACHMENT 3
Direction Sought
• Does City Council support the
four themes as presented?
• Are there any themes, strategies,
or actions missing that Council
feels the Social Sustainability
Department should consider?
• Are there any strategies or
actions in which the City should
not be involved?
2
Focus of Sustainability Services
Social, Environmental, Economic
3
• Resolve to act sustainably
• Focus on integration among
economic, environmental,
and social
• Emphasize interrelationships
• Recognition of interdependent
implications of policies,
decisions, and outcomes
• Recognition of benefits
and tradeoffs
A Commitment
to Social Sustainability
4
Purpose of SSD Strategic Plan
5
• Ensure alignment with City’s
Strategic Plan
• Deeper integration with Triple
Bottom Line
• Define role of Social
Sustainability Department
• Address emerging challenges:
o Physical and mental health
o Increased housing costs
and poverty
o Increased homelessness
SSD Core Role
The core role of SSD has been funding, policy, and
partnerships for:
• Community human service agencies
• Affordable housing
• Poverty and homelessness reduction/mitigation
Increasing efforts in:
• Collaborating, partnering, and influencing internal City
departments as well as external agencies/partners
6
Municipal Role
7
THE GOAL?
Build resources by contributing to access and
opportunities for:
STABILITY
Safety Net
SELF-SUFFICIENCY
Ladder
Early Childhood Example
City Strategies City Actions Others Involved
Program
Funding
Childcare scholarships
through:
• B.A.S.E. Camp
• Boys & Girls Club
• Family Center/La Familia
• Teaching Tree
• Respite Care
WomenGive, foundations,
private and corporate
donors, parent pay
Policies Advocate for CCAP changes LC Early Childhood Council,
United Way, PSD, CSU,
State Representatives
Partnerships Participate in United Way’s
BeReady Campaign
United Way and 40 other
entities
8
Social Sustainability
Strategic Plan Themes
9
1. Community Wellness
– People Matter
2. Diversity & Inclusivity
– All Are Welcome
3. Community Prosperity
– Opportunities For All
4. Housing
– A Place To Call Home
Community Wellness
- People Matter
10
City’s Strategic Plan Alignment:
Promote health and wellness within
the community.
Our Vision:
Access to opportunities for optimal
physical and mental health for all
community members.
11
GOALS:
1. Increase overall levels of
physical health
2. Promote good mental
health and assist persons
with mental illness
3. Increase access to
healthy food
Community Wellness
- People Matter
Diversity & Inclusivity
- All Are Welcome
12
City’s Strategic Plan Alignment:
Expand organizational and community knowledge
about diversity and embrace cultural differences.
Our Vision:
A welcoming, inclusive community where all
residents and visitors feel valued, safe,
and connected.
13
GOALS:
1. Welcoming, inclusive
community where all
people feel connected
2. Transportation options
expansion
3. City’s diversity goals
4. Equal access to meet
needs
Redtail Ponds
REDTAIL PONDS
Diversity & Inclusivity
- All Are Welcome
Community Prosperity
- Opportunities For All
14
City’s Strategic Plan Alignment:
Address the impact of increasing
poverty and homelessness
Our Vision:
All community members have
access to resources for stability
and self-sufficiency.
15
GOALS:
1. Close skills gap and
increase career pathways
2. Support early and
secondary education
3. Affordable, quality
caregiving services
4. Support financial literacy
initiatives
5. Balance land uses for a
healthy economy
Community Prosperity
- Opportunities For All
Housing
- A Place To Call Home
16
City’s Strategic Plan Alignment:
Improve access to a broad range of quality
housing that is safe, accessible, and
affordable.
Our Vision:
All citizens have access to quality housing that
is affordable to them and meets their needs.
17
GOALS:
• Increase housing
opportunity and
availability for all
residents
• Support housing
stability
Housing
- A Place To Call Home
Next Steps
• Public Engagement – public,
non-profit and other agencies, City
departments, Boards & Commissions
• Refine the plan based Input received
• Finalize the plan – including work plan,
glossary of terms, infographics, layout,
and images
• Seek City Council approval
– summer 2015
18
Direction Sought
• Does City Council support the
four themes as presented?
• Are there any themes, strategies,
or actions missing that Council
feels the Social Sustainability
Department should consider?
• Are there any strategies or
actions in which the City should
not be involved?
19