Over a three-day period in August 2009, 700 people gathered to co-create more than 20 individual initiatives that ranged from creating a robust local food system to creating sustainable energy systems. We set bold goals of engaging 1.6 million people towards creating this common vision of Cleveland’s future. By all measures this summit was ground breaking and a tremendous success. Using Appreciative Inquiry we discovered the strengths of Cleveland and our region, we dreamed the possibilities of the future, created designs and prototypes of how to realize this vision, and we made a commitment to work towards this shared destiny.
At the end of the summit Mayor Jackson told the crowd: “We have had opportunities like this before but did not do anything about it and we are now dealing with the negative consequences. That is not going to happen again.”
He then gave us all a task. “The real issue is how do we ensure success? And how do we stay focused and begin to channel the energy we have felt into post summit implementation?” His commitment was to be sure the City did its part by leading by example, being an advocate and voice for this vision of the future, creating policies to support a more sustainable economy, and hosting an annual summit each year to measure progress and to reinforce our commitment to this vision of the future.
Four years later, look how far we have come.
We have policies, projects, entrepreneurs, and land in productive use in the City of Cleveland supporting the emergence of a robust and resilient local food economy.
We have come together as a region to create LEEDCo and develop an actionable plan to place wind turbines on Lake Erie.
Today and tomorrow we have the opportunity to come together again to recommit to building an economic engine to empower a green city on a blue lake. I wonder what ideas, successful businesses and projects will emerge?
Stay tuned to find out…
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Statement from the most senior decision-maker of the organization about relevance of sustainability to the organization and the organization’s strategy for addressing sustainability
Name of the organization
Primary brands, products, and services
Location of organization’s headquarters
Number of countries where the organization operates, and names of countries with significant operations or that are specifically relevant to the sustainability topics covered in the report
Nature of ownership and legal form
Scale of the reporting organization
Total workforce by employment type, employment contract, and region, broken down by gender
Percentage of total employees covered by collective bargaining agreements
Description of the organization’s supply chain
Significant changes during the reporting period regarding organization's size, structure, ownership, or supply chain
Whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships in associations and/or national/international advocacy organizations
Entities included in the organization consolidated financial and nonfinancial reports
Process for defining report content
Material aspects identified in the process for defining report content
For each material aspect, the aspect boundary within the organization
For each material aspect, the aspect boundary outside the organization
Explanation of the effect of and reasons for any restatements of information provided in earlier reports
Significant changes from previous reporting periods in the scope and aspect boundaries
List of stakeholder groups engaged by the organization
The basis for identification and selection of stakeholders with whom to engage
The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns
Date of most recent previous report
Contact point for questions regarding the report or its contents
‘In accordance’ option and GRI Content Index
Policy and current practice with regard to seeking external assurance for the report
Governance structure of organization, including committees of the highest governance body
The organization’s values, principles, standards, and norms of behavior such as codes of conduct and codes of ethics
Disclosure on Management Approach for Aspect
Coverage of the organization’s defined benefit plan obligations.
Financial assistance received from government.
Significant indirect economic impacts, including the extent of impacts.
Total number and rates of new employee hires and employee turnover by age group, gender and region.
Average hours of training per year per employee, by gender and by employee category.
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.