Sustainability Advisory Board Agenda and Packet 2010 09 15

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6 Ste a Csfi ro lonsi e 11itBgrated Slistai abiiit Program 1. Strategy lormu'ation— identify mission, issues, and boundaries 2. Baseline assessirent 3. Interna/externa-i communications 4. Pmgram analysis, prioritization, and se:iection 5. Implementation plan development---- include assignments, accountability, budgets, and schedules B. Execution and measurement city runs the Departments of .Public Works and 'natural Resources and Longmont Power and Communications, which means that water and wastewater utilities, solid waste and recy- cling services, energy utilities, and te.lecoin..niunications all fall under the city's umbrella of responsibilities. When creating a citywide stlstainabil.ity" v.isinn, Longmont was faced with. not only how to allocate the EECBG funds but also how to integrate a sustainability plan across orga- rlization.al. boundaries. To help navigate the challenges and opportunities and guide the city through the entire process, Long- mont leaders hired sustainability consultants from R.W. Beck, an SAIC company. CHEATING THE BLUE PRINT STRATEGY DEVELOPMENT •,nterprisewidc sustainability planning can be a daunting task, so the city of Longmont started with a mission statement to act as a filter for future decisions. This mission statement provided the foundation for developing the details needed to implement the strategy. Building from evolving practices across industries, the city took a triple- bottom -line approach, which hinges on the integration and balance of three key elements of sustainability— economic, environmental, and social considerations. "file city's core sustainability team, which included employees, managers, and supervisors from. all city d.epa:rtraye.nts, de's eloped the mission statement: "Trans forming Loligrrioiit into a sustain- able community by balancing economic, social, and environ- mental needs while en.hancixig our legacy." In this statement, the familiar triple-bottom-line elements are placed in a context of the sustr ahie community that builds on its long history and honors its leg- acy —all attributes that. were both staff important. both to the staff t:eain and the external advisory panel.. When applied well, such a mis- sion becomes a filter for :Future decision making. Further integration of this effort was acconapi.is.h.ed by fram- ing overarching city -level issues, as well as seven ,focus areas (Fig ure 1). According to the concep- tual model,•t.hc city -level ef forts cut across all organizational boundaries; in effect, they are fundamental needs for the success of the plans outlined for the focus areas. For example, the susrain- abi.lity maria..gement system will provide the tools and resources for implementing and monitoring performance for the entire sus tainability program. Built concep- tually on an environmental nia.n.- agernent system, this tool will be critical to the city's ability to implement the direction it has established. In turn, plans are specific to accomplishing the purpose defined for each focus area, complete with SEE US AT'ACE1 B:oOm 7 t ?9'. yr` e t i r",,- 'dt 17' Water Filtration for Community Systems Remove sediment, hydrocarbons, and protozoan cysts such as Giardia and Cryptosporidium. High flow rates and dirt- holding capacities. Autorriaticbackw ashing system detcrminesvvhen the dirt load is too great and backwashes the element clean, ail unattended. Elements easily disposed by incineration or at solid waste landfills. Products 3730 W. Liberty Road, Ann Arbor, MI 48103 Tel 800-821-5373 or 734 -665 -8201 Fax 734: -665- 221 4 Elte ®rose ro ucts.com as v4 s com Rosedale Filtration J 0 LIFillA L AWVVA JUNE 2Oit 41