HomeMy WebLinkAbout1981-01-20; City Council; 6495; Human Services ReportCITY OF CARLSBAD
AGENDA BILL NO. _ (0 4 94
DATE: January 20, '1981
DEPARTMENT: Housing and Redevelopment
ect:
HUPIAN SERVICES REPORT
Statement of the Matter
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Initial:
Dept.HI
C. Atty.
C. Ngr.
The attached report (Attachment I) presents staff analysis of approaches used by a number
of California cities to initiate role definition in Human Services. Analysis of successful
as well as unsuccessful methods has resulted in three options for consideration.
Based on Goals and Objectives as adopted by Council, Option #1 appears to be an effective
and flexible policy direction to consider. The approach incorporates an Advisory Committee
which would be charged with responsibility for the following:
1. Assist Council in clarifying role of Human Services in Carlsbad.
2. Provide a Social Audit to measure effects of current planned policy and to
integrate physical and social planning.
3. Update and evaluate information in the Needs Assessment.
4. Prepare a Human Services directory for local use.
S. Prepare a report of activities and suggestions for further Council action.
The Committee would terminate after completion of its assigned tasks or in fifteen months,
whichever should,occur first. Z.
In addition, a resolution is attached (Attachment II) in the event that Council desires
to make appointments as provided under recommendations in the attached memo.
FISCAL IMPACT:
The 1980 - 81 adopted budget provides $18,281 in funding for staff support of the Human
Services Program. It is not anticipated that additional funding will be required through
the end of the current fiscal year.
EXHIBITS:
Attachment I - Memo to Housing and Redevelopment Director dated December 19, 1980.
Attachment II - City Council Resolution No.G q9 7 .
RECOMMENDATION
That City Council authorize formation of a Human Services Advisory Committee with specific
and delimited duties as detailed in the attached memo and resolution.
('^-il AM -inn.
1-20-81 Council adopted Resolution 6427.
- A•PTArLIUMVP T
MEMORANDUM
DATE: DECEMBER 19, 1980
TO: JACK E. HENTHoRN, HOUSING AND REDEVELOPMENT DIRECTOR
FROM: LYDIA A. STINEMEYER, ADMINISTRATIVE AIDE/HUMAN SERVICE ok
SUBJECT: HUMAN SERVICES REPORT
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jNTRODUC,TION:
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THE CARLSBAD CITY COUNCIL HAS BEEN EXAMINING ITS ROLE IN HUMAN
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SERVICES FOR FIVE YEARS. A NEEDS ASSESSMENT DOCUMENT AND REFERRAL
GUIDE WERE PREPARED FOR COUNCIL AND REVIEWED IN JANUARY 1978.
GOALS AND OBJECTIVES WERE ADOPTED BY COUNCIL IN JUNE 1979 TO
PROGRESS TOWARD ROLE DEFINITION. THE STAFF POSITION ESTABLISHED WAS
! FILLED IN SEPTEMBER 1980.
BASED ON STAFF ANALYSIS, IT Is MY RECOMMENDATION THAT CITY
COINCIL AUTHORIZE FORMATION OF AN ADVISORY COMMITTEE TO PERFORM THE
FOLLOWING TASKS:
i. ASSIST COUNCIL IN CLARIFYING ROLE OF HUMAN SERVICES IN
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CARLSBAD.
2. PROVIDE A SOCIAL AUDIT TO MEASURE EFFECTS OF CURRENT PLANNED
POLICY AND TO INTEGRATE PHYSICAL AND SOCIAL PLANNING.
3. UPDATE AND EVALUATE INFORMATION IN THE NEEDS ASSESSMENT.
4. PREPARE A HUMAN SERVICES DIRECTORY FOR LOCAL USE.
5. PREPARE A REPORT OF ACTIVITIES AND SUGGESTIONS FOR FURTHER
COUNCIL ACTION.
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WITH THE COMMENT THAT HUMAN SERVICE ROLE DETERMINATION IS MOST EFFECTIVE
I WHEN INTEGRATED WITH PHYSICAL AND ECONOMIC PLANNING.
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DISCUSSION
BACKGROUND
THE LEAGUE OF CALIFORNIA CITIES ADOPTED AN "ACTION PLAN FOR
THE FUTURE OF CALIFORNIA CITIES" IN 1973. THE ACTION PLAN PROPOSED THAT
THE CITY GENERAL PLAN WOULD BECOME THE MAIN INSTRUMENT FOR IDENTIFYING
AND DIRECTING THE CITY'S SOCIAL RESPONSIBILITIES.
THE CITY OF CARLSBAD HAS ADOPTED A GENERAL PLAN. AS A MAJOR
GOAL, THE PLAN STATES THAT THE CITY WILL ATTEMPT TO DEVELOP A BALANCED
i COMMUNITY THAT IIILL"PROVIDE ITS CITIZENS WITH THE FULL RANGE OF PHYSICAL
FACILITIES AND HUMAN SERVICES THAT WILT. ENSURE A LIFE OF QUALITY FOR ALL".
IN JANUARY 1976, THE CARLSBAD CITY COUNCIL AUTHORIZED THE
PREPARATION OF A HUMAN REDS ASSESSMENT. THIS COMPLEX D13CUdF_NT PRESENTED
A MASS OF INFORMATION. THE ULTIMATE OUTPUT WAS A SEVEN —VOLUME STATISTICAL
SOURCE DOCUMENT BASED ON THE UNITED WAY OF AMERICA SERVICES INDENTIFICATION
SYSTEM. A BY—PRODUCT OF THE NEEDS ASSESSMENT WAS THE HUMAN SERVICE
INFORMATION AND REFERRAL GUIDE._
THE ASSESSMENT WAS AN ATTEMPT TO GAIN KNOWLEDGE ABOUT SERVICES
AVAILABLE AND FOR USE AS A POLICY TOOL BY COUNCIL. IN THIS REGARD, THE
COUNCIL REVIEWED THE NEEDS ASSESSMENT AND CONSIDERED POSSIBLE ROLES. AT
A WORKSHOP SESSION IN JANUARY 1978, COUNCIL DETERMINED FURTHER STAFF
i RESEARCH WAS NECESSARY TO CONDENSE THE MATERIAL AND ASSIST IN DEVELOPING
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POLICY RECOMMENDATIONS.
HUMAN SERVICES PARTICIPATION HAS BEEN DETERMINED IN THE CITY OF
(,,xRLSBAD'S GOALS AND OBJECTIVES FOR FISCAL YEAR 1980-81 AS:
HUMAN SERVICE DEVELOPMENT — GENERAL PROGRAM GOAL_
E-1. "PROVIDE HUMAN SERVICES TO THE COMMUNITY".
SPECIFIC OBJECTIVES TOWARD MEETING THAT GOAL ARE:
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HUMAN SERVICES REPORT
PAGE 3 OF 10
E-1-1. "CITY COUNCIL DETERMINES ROLE CITY WILL PLAY IN PROVIDING
HUMAN SERVICES".
E-1-2. "ESTABLISH HUMAN SERVICES COMMITTEE".
E-1-3. "ESTABLISH STAFF POSITION TO COCRDiNATE HUMAN SERVICES".
F-1-4. "UPDATE AND MAINTAIN INFORMATION AND REFFRRAL GUIDE".
E-1-5. "PREPARE DRAFT HUMAN SERVICE ELEMENT".
CITY REORGANIZATION AND LACK OF USEABLE OFFICE SPACE DELAYED
FURTHER ACTION UNTIL SEPTEMBER 1980 WHEN AN AOMINISI'2AT[VE AIDE WAS HIRED
TO DEAL SPECIFICALLY WITH ROLE RESEARCH IN HUMAN SERVIRS.
DEFINITION
FIUMAN SERVICES ARE GENERALLY UNDERSTOOD TO INCLUDr: HOUSING,
EMPLOYMENT, INCOME, HEALTH, MENT4L HEALTH, EDUCATION, LEISURE, AND RECREATION.
OFTEN, HUMAN SERVICES ARE DESCRIBED IN TERMS OF CLIENT GROUPS: YOUTH
SERVICES, SERVICES TO THE HANDICAPPED, AGING AND MINORITIES: ALSO, SERVICES
THAT APPLY TO MANY SUBJECT AREAS AND CLIENT GROUPS MAY B.lE INCLUDED: LEGAL
SERVICES, TRANSPORTATION, EMERGENCY SERVICES, SUPPORTIVE SERVICES,
INFORMATION AND REFERRAL SERVICES.
SUCH TRADITIONALLY DEFINED AREAS ARE ALREADY FUNDED IN CARLSBAD BY
A COMBINAT.JN OF FEDERAL, STATE, AND LOCAL MONIES THROUGH CITY CONTRACTS
AND DIRECT SERVICES PROVISION. EXAMPLES INCLUDE: SECTION 8 HOUSING, MEALS -
ON -WHEELS, SENIOR SERVICES, LIBRARY, CULTURAL EVENTS, PARKS, RECREATION,
POLICE EDUCATION, AND PARAMEDICS.
HUMAN SERVICES CAN MOST EFFECTIVELY BE VIEWED AS A POLICY PROCESS
THAT ATTEMPTS TO MAINTAIN OR IMPROVE THE LIFESTYLE OF CARLSBAD CITIZENS.
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HUMAN SERVICES REPORT
PAGE 4 OF 10
YSIS
THIS SECTION IS BASED ON RESEARCH OF THE HUMAN SERVICES ACTIVITIES
OF 32 CALIFORNIA CITIES IN THE LAST TEN YEARS. SOME GENERAL TRENDS HAVE
EMERGED. FOR THE SAKE OF BREVITY, THIS PEPORT WILL DISCUSS GARDENA, FREMONT,
GARDEN GROVE, BREA, FULLERTON, LA MIRADA, AND PASADENA. THESE CITIES WERE
SELECTED BECAUSE THEY ARE SIMILIAR T^ CARLSBAD IN TERMS OF MEDIAN INCOME,
POPULATION MIX, TYPE OF LOCAL GOVERNMENT, AND RESOURCES.
ALL SEVEN CITIES CURRENTLY HAVE HUMAN SERVICE PROGRAMS. EACH
STARTED AS THE RESULT OF A OLANNING PERIOD. EACH OF THE CITIES APPOINTED
SOME SORT OF BODY TO SOLICIT COMMUNITY INPUT. THESE BODIES CONSISTED OF
ADVISORY CCWITTEES, AD -HOC COMMITTEES, TASK FORCE GROUPS, SERVICE PROVIDER
GROUPS, Am APPOINTED COMN.ISSIONS• THE ADVISORY COMMITTEE FORMAT HAS BEEN
THE MOST COMMONLY UTILIZED.
BALANCED INPUT HAS GENERALLY BEEN OBTAINED BY APPOINTMENT OF AD -HOC,
TASK FORCE, OR ADVISORY COMMITTEES. SUCH BODIES ARE NOT EMPOWERED ON AN
ONGOING BASIS, AS IS A COMMISSION. THEY ARE FORMED FOR A SPECIFIC TASK.
CONTROL REMAINS WITH COUNCIL. AN ADVISORY COMMITTEE WOULD MAXIMIZE
COMMUNITY SUPPORT AND PARTICIPATION.
STAFF MANAGEMENT AND INPUT HAS BEEN CRUCIAL TO FORMATION AND
DIRECTION OF SUCH GROUPS. STAFF PROVIDES TECHNICAL SUPPORT AND KEEP THE
COMMITTEE TASK -ORIENTED.
THE NEXT STAGE OF DEVELOPMENT WAS PRESENTATION OF A FORMAL COMMITTEE
REPORT. THESE REPORTS USUALLY ASSESSED NEEDS OF THE CITIES AND SUGGESTcD
FURTHER STEPS FOR ACTION. IN THE CASE OF FU.LERTON, THE LEAGUE OF CALIFORNIA
CITIES AIDED IN PREPARATION OF THE FINAL REPORT. STAFF AND CONSULTANTS
PREPARED THE DOCUMENTS IN OTHER CITIES.
SEVERAL OF THE CITIES PASSED RESOLUTIONS STATING THEIR POLICIES OF
COMMITTMENT TO HUMAN SERVICES. SOME MADE EFFORTS TO DRAFT HUMAN SERVICE
HUMAN SERVICES REPORT
PAGE 5 OF 10
ELEMENTS TO THEIR CITY GENERAL PLAN. THE SUCCESSFUL PLANS MET BOTH TRUE
AND PERCEIVED NEEDS, AND WERE DEVELOPED AS PART OF A PROCESS OF INPUT FROM
ALL COMMUNITY SEGMENTS.
THE SUCCESSFUL HUMAN SERVICE PROGRAMS IN OTHER CITIES FOLLOWED THIS
BASIC PATTERN:
1. A JOINT PROBLEM SOLVING APPROACH WAS USED. INVOLVEMENT OF
ADMINISTRATION, COUNCIL, AND CITIZENS WAS ESSENTIAL. THE MINIMUM
LEVEL OF SATISFACTION OF EXISTENCE NEEDS FOR ALL CITIZENS HAD TO
BE ESTABLISHED. SUCH NEEDS INCLUDE NUTRITION, SANITATION, HOUSING,
AND PUBLIC SAFETY.
2. HIGHER EXISTENCE LEVELS HAD TO BE ESTABLISHED. THESE INCLUDED
MANY PHYSICAL AMENITIES SUCH AS PARKS, TRAFFIC LIGHTS, AND WELL
MAINTAINED STREETS. COST AND TRADE-OFFS HAD TO BE EXAMINED.
GOOD COMMLNICATION BETWEEN CITIZENS AND LOCAL GOVERNMENT WAS
EXTREMELY HELPFUL.
3. THE INTERACTION OF PHYSICAL, ECONOMIC, AND SOCIAL PLANNING HAD
TO BE CONSIDERED. PHYSICALLY AND PSYCHOLOGICALLY SUPPORTIVE
NEIGHBORHOODS, GOOD COMMUNICATION IN LOCAL GOVERNMENT PROCESS,
AND SUSTAINED CITIZEN PARTICIPATION HALLMARK HUMAN SERVICES IN
THESE CITIES.
SOME CITIES WHICH INITIATED HUMAN SERVICE PROGRAMS HAVE NOT BEEN
SUCCESSFUL. THESE CITIES HAD NEGATIVE EXPERIENCES GENERALLY BECAUSE
THEIR PROGRAMS:
1. INCORRECTLY OR INADEQUATELY ASSESSED COMMUNITY NEEDS. CITIES
HAVE ADOPTED THE IDEA OF HUMAN SERVICES AS A CURRENT TREND AND
HAVE ASSUMED IT TO BE PROGRESSIVE AND THEREFORE SOMETHING THEY
SHOULD IMPLEMENT. HOWEVER, WITHOUT APPROPRIATE ASSESSMENT OF
COMMUNITY NEEDS, SUCH PROGRAMS DID NOT GAIN SUPPORT OF CITIZENS.
HUMAN SERVICES REPORT
PAGE 6 OF 10
2. DID NOT ESTABLISH APPROPRIATE PROGRAM PLANNING, ADMINISTRATION,
AND SUPPORT BEFORE IMPLEMENTATION OF PROGRAMS. THESE CITIES OFTEN
OBTAINED GRANT FUNDING FOR HUMAN SERVICE PROGRAMS BEFORE ASSESSING
HOW THE NEW PROGRAM WOULD INtERFACE WITH EXISTING fn,+tiRAMS. IN
SOME CASES, PRIVATE PROVIDERS THEN NO LONGER MADE THE SERVICE
AVAILABLE. WHEN FUNDING ENDED, SO DID SERVICE.
3. WERE NOT FEASIBLE FOR POLITICAL REASONS.
4. DID NOT INTEGRATE HUMAN SERVICE PLANNING WITH OTHER PLANNING
ACTIVITIES. THIS HAS RESULTED IN UNDERUTILIZATION OF RECREATIONAL
FACILITIES AND CONCENTRATION OF PROBLEM POPULATIONS IN GROUPS -
PRESENTED BELOW ARE THREE OPTIONS FOR CONSIDERATION:
QPTION #1.
THE CITY COULD SELECT ONE OR SEVERAL OF THE INVOLVEMENT ROLES AS
DEFINED BY TFE CALIFORNIA LEAGUE OF CITIES. THOSE ROLES ARE:
THE ADVOCATE ROLE IN WHICH THE CITY DETERMINES THAT RESIDENTS
HAVE A NEED. THE CITY LEADS ATTEMPTS TO DEVELOP SERVICES BUT
1 DOES NOT PROVIDE REVENUE OR MANPOWER. THE SERVICE IS PROVIDED
BY AN AGENCY, OR OUTSIDE SOURCE, SUCH AS PRIVATE NONPROFIT, STATE,
' OR FEDERAL SERVICES.
— THE BOK R ROLE IS ONE WHICH THE CITY BECOMES THE CATALYST
OR FUNNEL THROUGH WHICH A SERVICE IS BROUGHT INTO THE CITY.
THIS ROLE WOULD INCLUDE SERVICES SUCH AS THOSE FUNDED ON A STATE
OR FEDERAL LEVEL WHERE THE CITY DETERMINES A NEED AND MAY REQUEST
SERVICES. SOME COMMITTMENT OF REVENUE AND MANPOWER IS POSSIBLE.
HUMAN SERVICES REPORT
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- THE FACILITATOR ROLE IS ONE WHICH THE CITY OPERATES WITH ANOTHER
AGENCY OR ORGANIZATION TO PROVIDE A SERVICE. PARTNERSHIP OR
CONTRACT SERVICES WOULD BE AN EXAMPLE OF SUCH A ROLE. THE CITY
ASSUMES ADMINISTRATION OF CONTRACTS AND MONITORS SUCH SERVICES.
COMMITTMENT OF MANPOWER, REVENUE, OR IN -KIND SERVICES WOULD
PROBABLY BE REQUIRED. BENEFITS INCLUDE ADMINISTRATION FEES AND
LOCAL GOVERNMENT CONTROL OF SERVICES PROVIDED TO RESIDENTS.
- THE PROVIDER ROLE IS ONE IN WHICH THE CITY IS THE PRIMARY SOURCE
OF REVENUE, FACILITIES, AND MANPOWER FOR THE PROGRAM. THIS ROLE
IMPLIES THE GREATEST COST AND MOST CONTROL. SUCH A ROLE SHOULD
NOT BE ASSUMED BY THE CITY UNLESS CAREFLL DETERMINATION AN
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RESEARCH REVEALS THISS TO BE THE MOST ADVANTAGEOUS STRATEGY. '
IT IS LOCAL GOVERNMENT WHICH SHOULD IDENTIFY ALL RESOURCES IN
FEDERAL, STATE, AND LOCAL GOVERNMENT AND IN THE PRIVATE SECTOR FOR
MEETING THOSE NEEDS AND WHICH SHOULD ASSUME LEADERSHIP IN THE FORMULATION
OF SOCIAL POLICY. THIS IS NOT TO SAY THAT LOCAL GOVERNMENT MUST ACTUALLY
DELIVER SERVICES. A COMMUNITY CAN FULFILL ITS RESPONSIEILITY TO ITS
ESR IDENTS SIMPLY BY ENSURING THAT ADEkl)ATE SERVICES ARE BEING PROVIDED.
ADVANTAGES: - RETAIN LOCAL CONTROL OF PROGRAMS.
- MEET NEED AS LOCALLY DEFINED AND PERCEIVED.
- INTEGRATION OF PLANNING FOR FUTURE NEED.
- POLITICALLY RESPONSIVE TO DEAL WITH OTHER
GOVERNMENTAL BODIES.
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i - BALANCED GROWTH OF SERVICES.
- MAY MEET MORE ACTUAL NEED IN COMMUNITY.
DISADVANTAGES: COULD CREATE LOCAL N EDS WHICH
CITY COULD NOT MEET SHOULD AMOUNTS OF REVENUE BE
SUBSTANTItLLY REDUCED IN FUTURE.
- REQUIRES MORE TIME AND COMMITTEEMENT TO PLANNING
AND ASSESSMENT PROCESS.
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OPTION #2
CITY CAN CONTINUE PRESENT POLICY OF REVIEWING HUMAN SERVICES
REQUESTS ON A CASE -BY -CASE BASIS.
ADVANTAGES: - NO INITIAL OUTLAY OF REVENUE OR MANPOWER.
DISADVANTAGES:
- RESPONSE -TO -DEMAND CREATES UNBALANCED PROGRAM DEVELOPMENT.
- GROUPS WITH INFLUENCE/CONTROL MAY DOMINATE PROGRAV EFFORTS.
- FUTURE COSTS MAY BE MUCH GREATER THAN HAD NEEDS BEEN
ASSESSED AND EFFORTS MADE TO MEET THEM.
OPTION #5
CITY CAN ADOPT A FORMAL POLICY STATEMENT THAT CLEARLY DEFINES ITS
POLICY TOWARD HUMAN SERVICES AND SETS A PRECEDENT FOR ALL FUTURE REQUESTS
FOR PROGRAMS OR FUNDING.
ADVANTAGES: - SETS CLEAR AND UNAMBIGUOUS POLICY ACROSS THE BOARD.
- MAKES GOAL SETTING AND PLANNING EASIER.
DISADVANTAGES:
- COULD PROVE POLITICALLY UNPOPULAR, PARTICULARLY WITH CITIZENS
WHO MIGHT FEEL DIRECTLY AFFECTED.
- COULD LOCK COUNCIL INTO A POLICY DIRECTION THAT MIGHT
PROVE UNFEASIBLE BASED ON NEW FACTORS UNANTICIPATED
AT IMPLEMENTATION.
STAFF ANALYSIS SUGGESTS THAT OPTION #r1 IS PROBABLY AN EFFECITVE
POLICY DIRECTION FOR COUNCIL TO CONSIDER. IT APPEARS TO BE THE MORE
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FLEXIBLE OPTION FOR THE CITY AT THIS TIME.
TO MEET THE GOALS ESTABLISHED BY CITY COUNCIL, THE FOLLOWING SPECIFIC
COURSE OF ACTION IS RECOMMENDED:
1) FORMATION OF AN ADVISORY COMMITTEE OF FIVE PERSONS. THIS
COMMITTEE WOULD HAVE THE SPECIFIED TASK OF DEVELOPING AND
CLARIFYING THE ROLE HUMAN SERVICES SHOULD PLAY IN CARSL9AD. THE
ADVISORY COMMIITTEE FORM COULD CONSIST OF FIVE PERSONS, WIlli THE
FOLLOWING STRUCTURE:
1 CITY STAFF MEMBER (EX-OFFICIO)
5 COMMUNITY PERSONS (MAKE-UP TO BE DETERMINED)
THE COMMITTEE WOULD UPDATE AND EVALUATE THE INFORMATION IN
THE NEEDS ASSESSMENT. THE COMMITTEE WOULD ALSO CONDUCT RESEARCH INTO
THE INTERRELATIONSHIPS OF PHYSICAL, ECONOMIC, AND SOCIAL PLANNING, SO
SHOULD HAVE A CROSS SECTION OF KNOWLEDGEABLE MEMBERS OF THE COMMUNITY.
2) A SOCIAL AUDIT SHOULD BE PERFORMED UNDER THE AUSPICES OF THE
ADVISORY COMMITTEE FOR THE BENEFIT OF COUNCIL AND CITIZENS. A
SOCIAL AUDIT IS A SIMPLE MEASUREMENT TOOL THAT ALLOWS MANAGEMENT
TO MEASURE THE INPUT OF OPERATIONS AND POLICIES ON SOCIETY.
3) THE COMMITTEE SHOULD RETURN TO COUNCIL WITHIN FIFTEEN MONTHS
WITH A REPORT OF ACTIVITIES AND SUGGESTIONS FOR FURTHER COUNCIL
ACTION.
4) THE COUNCIL SHOULD CONSIDER AN ACTIVE GRANTSMANSHIP PROGRAM
WHICH WOULD FUNNEL AND SOLICIT OUTSIDE FUNDS. THE PROCESS WOULD
BE AN INTEGRATED PART OF PLANNING FOR HUMAN SERVICES AND WOULD BE
INHERENT IN CITY INVOLVEMENT ROLES. CITIES NEEDS TO DEFINE THEIR
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PAGE 10 OF 10
ROLE IN HUMAN SERVIES AND COLLECT DATA TO MAINTAIN A STRONG
VOICE IN FUNDING PROCESSES AND GRANT SEEKING AT COUNTY, STATE,
AND FEDERAL LEVELS.
5) A SUGGESTED COMMITTEE PROJECT WOULD BE PREPARATION Ur A
COMPACT, SUCCINCT DIRECTORY OF SERVICES THAT WOULD BE USEFUL
TO CITIZENS AND PROVIDERS. THIS WOULD FILL AN INFORMATION AND
REFERRAL FUNCTION.
6) COUNCIL SHOULD ASSLM THE RESPONSIBILITY FOR IDENTIFYING
THE NEEDS OF ITS CITIZENS AND INTEGRATING SOCIAL, EC•7NOMIC, AND
PHYSICAL PLANNING TO ENHANCE THE QUALITY OF LIFE AND MINIMIZE
SOCIAL PROBLEMS. IT SHOULD, THROUGH LOCAL LEADERSHIP AND PARTICIPATION,
DEFINE NEEDS AND DEVELOP POLICIES THAT WILL ENSURE ADEQUATF
PROVISION OF SERVICES BY THE APPROPRIATE AGENCY.
IN CONSIDERING INVOLVEMENT ROLES, IT IS GENERALLY UNDERSTOOD THAT
THE CITY SHOD NOT COMPETE WITH EXISTING AGENCIES BY PROVIDING
SERVICES THAT ALREADY EXIST.
THE INTEGRATION OF SOCIAL, ECONOMIC, AND PHYSICAL PLANNING SHOULD
RESULT IN NONSERVICE SOLUTIONS TO HUMAN SERVICE PROBLEMS. PHYSICAL
PLANNING WHICH PRESERVES COMMUNITY STABILITY CAN RESULT IN
REDUCED DEMAND FOR SERVICES SUCH AS FAMILY COUNSELING. ZONING
WHICH ADDRESSES A GOOD MIX OF RESIDENTIAL AND COMMERCIAL LOCATIONS
CAN RESULT IN A COMMUNITY THAT HAS STREET TRAFFIC IN BOTH DAYTIME
AND EVENING HOURS, WHICH COULD REDUCE STREET CRIME. JOBS IN A
COMMUNITY SHOULD DIMINISH UNEMPLOYED DEPENDENTS. ADEQUATE HOUSING
REDUCES ASSOCIATED PROBLEMS.
FOR HUMAN SERVICES PLANNING TO BE TRULY RESPONSIVE AND EFFECTIVE,
IT IS ESSENTIAL THAT IT BE INTEGRATED WITH OTHER OPERATIONS AND
INSTITUTIONALIZED INA MANNER THAT EMPOWERS ITS STATUS AS AN
INTEGRAL PART OF POLICY FORMATION.
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.'SOLUTION NO. 6427
1 A RESOLUTION FO THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, AUTHORIZING FORMATION OF
2 A HUMAN SERVICES ADVISORY COMMITTEE FOR ASSISTANCE
IN CLARIFYING THE ROLE OF THE CITY IN PROVIDING
3 HUMAN SERVICES
4 WHEREAS, the City Council of the City of Carlsbad finds that
5 there is a need on the part of the City and the community to
.6 establish an official, responsible, community -oriented body
7 within the City government to act as advisory to the City council
8 of the social environment of the City, and the Needs Assessment
9 o.f Human Services to better provide public safety and welfare
10 to all the people of Carlsbad; and
11 WHEREAS, effortsof said body will be to assist Council
12, in clarifying the role of Human Services in Carlsbad;
13 -THEREFORE, the City Council of .the City of Carlsbad hereby
14 resolves as follows:
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SECTION 1.
16 There is hereby created the Human Services Advisory Comt,ittee
17 of the City of Carlsbad. The committee shall•consist of five(5)
l,s members. Said members shall serve at the pleasure of Council.
19 The five(5) persons shall be community members -at -large.
20 Efforts shall be made to represent a cross-section of the communit;
21 SECTION 2.
22 That the duties and functions shall be as follows:
23 A. To assist Council in defining policies to ensure
24 adequate provision of Human Services. .
25 B. To prepare a Human Services Directory for distribution
26 to Carlsbad residents.
27 C. To perform a Social Audit to measure impact of current
28 policy.
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D. To prepare a report of activities•and suggestions for Council action.
E. To engage in such studio , research and education as necessary to
accomplish to purposes setforth herein.
SECTION 3. That the Human Services Advisory Committee shall meet once
each month and at such other times as it deems to be necessary. It shall
adopt, by majority vote, such rules as it shall deem expedient for the
conduct of its business not contrary to other provisions and policies
heretofore adopted by City Council for Committee conduct.
SECTION 4. That the members of the Human Services Advisory Committee shall
serve without compensation.
SECTION S. That City Council does hereby call for applications for
appointment to the Human Services Advisory Committee.
SECTION 6. The Committee shall elect officers as it may diem necessary
for the conduct of business.
Should a member fail to attend three (3) consecutive regular meetings,
he or she shall automatically cease to be a member of the Committee. City
Council shall fill said vacancies provided however that vacations not
exceeding six (6) weeks shall not be deemed absences
SECTION 7. That at the end of fifteen (15) months it shall be the goal
of this Committee to return to Council with a completed report of
recommendations.
SECTION 8. That staff technical and clerical support shall be provided to'
the Committee by the City,.
SECTION 9. Staff liaison shall be the Human Services Administrative
Assistant.
SECTION 10. Committee shall terminate at the completion of its report to
Council for fifteen (15) months from the date of this resolution.
1^ PASSED, (APPROVED AND ADOPTED at a regular meeting of the City Council
2 on the 20th dayof 1981 b the following
January , Y g
3 vote, to wit:
4 AYES: Council Members Packard, Casler, Anear, Lewis and Kulchin
5 NOES:
None
6 ABSENT: None
7 ATTEST:
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RONALD• C, PACKARD, Diayor
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10 ALETHA L. RAUTENKRANZ, City Clerk
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