Top Row: John McLernon, John Mackay, Penny Ballem, Mary Ackenhusen, Ida Goodreau, Lloyd Craig.
The Board of Streetohome Foundation represents a mix of community leaders who come from the public, private and non-profit sectors. Streetohome Foundation came to life in 2008 to bring together a wide range of partners from across the community with a common goal: to break the cycle of homelessness in Vancouver.
Since the creation of Streetohome’s 10-Year Plan, our Board of Directors has been dedicated to prioritizing and funding projects that will have the most impact in our community. With their leadership, in 2012 we were able to invest in new projects, engage with new stakeholders, and set a strategic direction to make sure our efforts have the best outcomes for those in need.
While this document from the IBM Center for the Business of Government Using Online Tools to Engage The Public, focuses on strategies for governments to engage the public in issues, there are a number of strategies and ideas that make sense for evaluators thinking about how to engage stakeholders in the evaluation process.
There are 10 strategies in all, 4 for collaboration, 2 for surveying perceptions and opinions, and 4 for prioritizing ideas offered, complete with specific suggestions for software and an illustrative example of each. This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. A comprehensive evaluation of water quality prioritizing individual projects and maximize the benefits of the improvements.
Bio-indicators that developed temporal and spatial descriptions of water quality conditions. Variable water quality conditions made it difficult to pinpoint key pollution sources using conventional sampling.


Algae samples used as time-averaged bio-indicators of human sewage stress pinpointed sources. 3D numerical modeling found that land forms could prevent mixing zone water from entering sensitive areas. Transit-oriented development (TOD) improves mobility, enhances connections between destinations, creates efficiencies, and generates economic vitality.
TOD is moderate to high-density development that is walkable, served by frequent transit, and includes a mix of housing, retail, and employment choices.
The Council has established a TOD office at Metro Transit to partner and coordinate with communities to advance TOD.
The Council interviewed two dozen stakeholders in 2012 and held three think tanks in 2013, attended by more than 100 partners, in order to develop a TOD Strategic Action Plan. In developing the new TOD policy, the Council looked at best practices from other regions and also took direction from its outreach and deliberations during the Thrive MSP 2040 planning process. The Council has long supported TOD through Livable Communities grants, its growth and transportation policies, the new Regional Transitway Guidelines, and the Guide for Transit Oriented Development.
A new TOD office at Metro Transit will have several roles in carrying out the Council’s TOD policy, including serving as a first point of contact for TOD partners. The external TOD advisory committee will be appointed by early 2014, and will include developers, local government representatives and other partners.
The mission of the Metropolitan Council is to foster efficient and economic growth for a prosperous metropolitan region.


The discussion focuses on the use of online strategies, a particularly useful focus when evaluators are working across sites and geographic areas. Water and sediment quality along the coast has been severely polluted over the last 50 years due to poor wastewater treatment and numerous outfalls. That’s why the Metropolitan Council, in November, adopted a TOD policy that positions the Council to play a leadership role in the planning and implementation of TOD in the region.
TOD allows people to live and work without the need for a personal auto, should they choose. The office will be advised by an external group of developers, local government, nonprofits, and other partners, and will coordinate with a multi-department internal working group at the Council. The new policy, however, commits the Council to be more proactive and to prioritize TOD in transit service decisions, regional planning, grant making, data collection and technical assistance. The group will meet frequently to provide input on the Council’s TOD direction, assess progress toward the TOD policy and goals, and review the annual work plan.



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