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HomeMy WebLinkAboutagenda.council.worksession.20170320 CITY COUNCIL WORK SESSION March 20, 2017 5:00 PM, City Council Chambers MEETING AGENDA I. Council Discussion II. Social Sustainability Dashboard III. Aspen's Water Future - work plan and public process update (no packet material) P1 Page 1 of 4 MEMORANDUM TO: Mayor and Aspen City Council FROM: Karen Harrington, Director of Quality THRU: R. Barry Crook, Assistant City Manager MEETING DATE: March 20, 2017 RE: Social Sustainability Dashboard Outcomes and Measures REQUEST OF COUNCIL: Staff requests feedback from Council on proposed outcomes and measures for a Social Sustainability dashboard, and approval to add the dashboard to the 2017 Sustainability Report. PREVIOUS COUNCIL ACTION: Council previously called for development of environmental and economic sustainability dashboards. Staff developed sustainability outcomes and metrics with input from subject matter experts and stakeholders. Subsequently, Council reviewed and approved the community-based outcome statements and metrics. Staff previously presented the Environmental Sustainability Dashboard measures to City Council on December 3, 2013, and presented the Economic Sustainability Dashboard measures to City Council in 2015. Subsequently, staff developed the City’s first Sustainability Report and presented it to Council prior to its 2016 Top Ten Goal retreat, at a work session on July 26, 2016. DISCUSSION: The purpose of the sustainability dashboards is to provide the City Council and others in the community with a way to more clearly define sustainability, and then assess progress toward that end. The Social Sustainability Dashboard will complete the third dimension of sustainability, providing Council and others in the community with a well-rounded basis on which to discuss and assess sustainability. In developing the dashboard deliberate care was taken, where opportunities existed, to align the dashboard with existing efforts and frameworks on similar topics. Quality Office staff drafted the Social Sustainability dashboard with guidance provided by a variety of stakeholders, including educators, the Aspen Community Foundation, the NextGen Commission, representatives of the City of Wellbeing initiative, and members of the health and human services provider community (the POD). To refine and focus the input, staff collaborated with a Steering Committee comprised of representatives from City Council (Ann Mullins), County Public Health and Human Services, APCHA, and City departments (Police Department, Human Resources, Kids First, Environmental Health, and the City Manager’s Office). P2 II. Page 2 of 4 The proposed Social Sustainability outcomes and measures are listed below. The outcomes describe what we will see or have if we are successful, while the measures tell us the evidence we will use in assessing our status and progress. In defining the specific formulas for these measures, staff will continue working with key stakeholders, including the County, APCHA, city staff, educators and others. Education and Lifelong Learning Outcome: Parents are engaged with their children, and have the skills and support needed to effectively parent. Children are ready for kindergarten, having benefited from high-quality childcare settings. They have access to excellent schools; succeed academically; develop the social and life assets needed for success and happiness; and graduate ready for college or a career. After graduation, adults are able to find work in the Valley should they wish to; have access to continuing professional development opportunities; and can contribute as the next generation of Aspen residents. 1) Percent of kindergarteners who have participated in some form of preschool 2) Licensed childcare capacity for children under 5 3) Percent of third graders reading at grade level, by key demographic 4) Number of students with Individual Education Plans 5) High school student life readiness (hope, social and life skills) 6) Percent of adults who indicate they have sufficient access to opportunities to learn, by age group Household Financial Security Outcome: Individuals and families can thrive in Aspen. Workers are able to find housing options that allow them to live in or near Aspen, without excessive wait times. Housing that matches the needs of all stages of life, income and abilities is available. Jobs are available and diverse, and wages sufficient to support seasonal and permanent workers at an acceptable quality of life. Housing and job opportunities are well-communicated (available and known) to job seekers. In times of difficulty, residents know where and how to access assistance. Local assistance resources are available. 1) Ratio of overall cost of living to median HH income (or self-sufficiency wage) 2) Household capability index 3) Workforce housing supply and demand (both rental and owned) 4) Match within the housing system (for example, number of requests fulfilled to move to larger home or apartment, or use of ADA units by those who require them) 5) Percent of households in Aspen receiving economic assistance, by type (subsidized housing; childcare assistance (CCAP); Medicaid) 6) Unemployment/underemployment rate, by age Health and Wellbeing Outcome: The balance of mind, body and spirit is exemplified in Aspen. Aspen residents are active, have healthy life habits and excellent health outcomes. They have close by access to medical, dental and mental health services. Prices for care are reasonable in comparison with P3 II. Page 3 of 4 other locations. A variety of providers focused on well-being and prevention, as well as care, are available. Quality of life is high. 1) Relative household health care cost burden 2) Availability of providers within 20 and 45 miles of Aspen, by specialty and willingness to accept public insurance programs 3) Basic health indicators by age group (up to five indicators) 4) Prevalence of chronic illnesses 5) Percent of residents indicating their household is ability to provide for its health care needs Public Safety and Preparedness Outcome: Crime rates are low, and victim supports are available. Public spaces, commercial areas and neighborhoods do not present major safety hazards. Further, they are accessible to people of a variety of ages and abilities. Effective precautions and plans to deal with emergencies or extreme conditions (such as epidemics, wildfire, climate change, drought or power outages) are in place. Discrimination and associated violence against others is rare. 1) Crime rates by type 2) Abuse and neglect rates by type (child, adult, domestic violence) 3) Percent of police calls that involve mental illness, substance abuse or homelessness 4) Percent of acres at the Wildland Urban Interface deemed to be at extreme risk of high- intensity fire 5) Comprehensive emergency preparedness rating 6) Public Space Accessibility metric Community Connections Outcome: Residents have a variety of opportunities for nurturing relationships and spirituality. Choices for community engagement through schools, non-profits, churches, businesses, and local government are plentiful. Participation rates in key opportunities are high, across age groups, income groups and ethnicities. Residents report having supportive relationships; actively participating in activities of importance to them; enjoying their community; and taking pride in their community. 1) Voter participation levels, by age 2) Neighborhood Connection Index, by age and income 3) Percent of Aspen workers who commute more than 10 miles 4) Ratio of permanent residents to total housing units (core community level) 5) Percent of households where English is not spoken at home 6) Access to cultural and spiritual opportunities, by major type FINANCIAL/BUDGET IMPACTS: There is no immediate financial or budget impact to approving the Social Sustainability Dashboard. Existing staff will be used to incorporate this dashboard into the 2017 Sustainability Report. Over the longer run, Council may choose to use P4 II. Page 4 of 4 guidance from the Sustainability Report to inform future budgeting decisions (for instance, to address identified gaps and needs). ENVIRONMENTAL IMPACTS: This dashboard was prepared to provide information to Council, staff and community members regarding the status of progress toward sustainability. It is intended to be a resource for stakeholders to use, and thereby to support their efforts to reduce key environmental impacts. City staff members are encouraged to reference environmental sustainability measures in memos to City Council, as a way of showing the benefits and tradeoffs of projects. Staff is hopeful that with the increased reference to sustainability measures, this section of the standard Council memo will be a useful and meaningful way of further evaluating projects. RECOMMENDED ACTION: Staff requests feedback from Council on the outcomes and measures for a Social Sustainability dashboard, and approval to add the dashboard to the 2017 Sustainability Report. ALTERNATIVES: Council could elect to forego inclusion of a Social Sustainability dashboard in the 2017 Sustainability Report. PROPOSED MOTION: No motion is proposed; rather, guidance from Council is requested. CITY MANAGER COMMENTS: ________________________ ________________________ P5 II.