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HomeMy WebLinkAbout1982-01-26; City Council; 6881; Human Services Reportr— b U� v 19. x TA $v 49 a, a� a ,,d 'JQ b� WW U, 14 812 .49$ CIT4 OF CARLSBAD -- AGEND.. BILL AB#—&XEL_ TITLE: MTG. 1/26/82 DEPT. Bldg. RECOMMENDED ACTION: HUMAN SERVICES REPORT DEPT. HD. CITY ATTYP_ CITY MGR.� The City Council accept the report and recommendations on Human Services Policy from the Human Services Advisory Committee. STATEMENT OF THE MATTER: At its meeting of January 20, 1981, 'ity Council authorized formation of the Human Services Advisory Committee ' prepare a report to the City Council. The resolution called for the Committee to prepare a report defining policies and to suggest specific mechanisms to be utilized in fulfilling this role. Appointments to the Committee were made on March 17, 1981, and the Committee held its first meeting on April 2, 1981. The Committee has made an effort to become familiar with other Human Service efforts in San Diego County because it is concerned that duplication not be undertaken at the local level. The Committee has made outreach efforts to become familiar with the various players in the Human Service scene. United Way of San Diego County, San Diego Regional Association of Governments, and both City and County of San Diego are involved in attempting to formulate Human Service policy. The Committee recommends that the City assume a leadership role in providing available Human Services and making them available to those in need. FISCAL IMPACT. Position currently budgeted: position should be filled. No growth in current Human Service budget is anticipated. EXHIBIT: A- Human Services Report. Report recommends: 1. Create permanent Human Services Committee 2. Assign one full—time staff person. 3. Assign function to department other than Building. 4. Adopt Human Services Element of General Plan. { FINAL REPORT OF THE HUMAN SERVICES ADVISORY COMMITTEE INTRODUCTION: At its meeting on January 20, 1981, City Council authorized formation of the Human Services Advisory Committee to prepare a report to the City Council. The resolution called for the Committee to prepare a report defining policies and to suggest specific mechanisms to be utilized in fulfilling this role. Appointments to the Committee were made on March 17, 1981, and the Committee held its first meeting on April 2, 1981. The Committee is a limited life Committee and by resolution has a fifteen month life span in which to accomplish its tasks. The Committee has met several time, and has held two public meetings. (Summary of public meetings attachment A.) The Committee has grappled with role determination and the level of committment on the part of the City. Efforts have been made in the past by the City to inventory and assess all available services. The Committee agreed that the needs assessment document was a very detailed and comprehensive effort, but that such a process was neither useful nor practical given present realities. A smaller version of the large directory has been prepared and should be distributed through the mail to the residents of Carlsbad. (Attachment B) The Committee has made an effort to become familiar with other Human Service efforts in San Diego County. The Committee has made outreach efforts to become familiar with the various players in the Human Service scene. United Way of San Diego County, San Diego Regional Association of Governments, and both City and County of San Diego are involved in attempting to formulate Human Service policy in light of funding reductions and lifting of many categorical funding restrictions. It is the Committee's opinion that there is currently no single body that is in a pusition to examine the broad scale of Human Services required in Carlsbad and further, to advocate for the citizens of the City. This is best accomplished on a local level. ANAYLSIS: Background Interest in the area of Human Services by cities in California in meeting human needs appears to have shifted. The role of the federal government in providing Human Services over the last thirty-five years appears to be diminishing; states, counties, and cities are left to assume this role. Controversy over the extent and cost associated with the provision of Human Services certainly exists. Anticipated Federal cuts would only accentuate the shift down to the local level. There is a lack of agreement about how to provide Human Service. Human Services report Janaury 1982 page 2 In San Diego County, the County is the primary channel of most federal funding which supports many Human Service activities. "Welfare" and other cash support programs are generally not feasible below the county level. Most cities do not have the resources or capacity to administer such programs. Many services are also provided by non-profit groups who depend on federal money. 11any of these agencies survive by combining federal monies with donations, fund raising, United Way, and city funds. Role of the City: The Committee feels that the following statement is generally adequate, recognizing that a "statement" will not be a crucial factor in the final decision process, but will provide a general level of understanding. "Human Services shall attempt to maintain or improve the lifestyle of Carlsbad's citizens." Human Services are provided to meet a minimum level of satisfaction of existence needs; including, but not limited to, nutrition, sanitation, housing, and public safety. The City shall assume a leadership role in providing available Human Services, and making them available to those in need. The City shall provide information regarding Human Services to its residents. The establishment of a permanent Human Services Advisory Committee shall be established to carry out this task. Finally, the interim Human Services Advisory Committee would like to note that the City is already involved in providing many Human Services through its traditional departments such as parks and recreation, library, and police. Role of the permanent Human Services Advisory Committee: The permanent Human Services Advisory Committee would encourage and participate in regular meetings of Human Service agencies and providers in the area. The Committee should attempt to gain knowledge of the operations of human service providers. The Human Services Committee should encourage volunteerism and the efforts of citizens to meet their needs. The fact that Committee members serve without pay may encourage others to become involved as well. In addition, the City Council must recognize that for such a Committee to be effective it must have adequate staff support and that Council should authorize one full-time staff person to work in the area of Human Services. The City of Carlsbad should also make available its offices and integrate all departments in assisting the community in meeting its human needs. 3 i- Human Services report January 1982 page 3 Methodology The following methodology is offered as a work plan to guide the progress of the permanent Human Services Advisory Committee. A. Have a Council -Interim Human Services Committee workshop to discuss this report, and discuss preparation of a statement of objectives for Council action at goals setting session in January or February, 1982. B. Adopt a resolution forming permanent Human Services Advisory Committee. C. Provide adequate staff to support for permanent Human Services Advisory Committee. RECOMMENDATION: In conclusion, the Human Services Advisory Committee offers the following recommendations to City Council in their review of the Human Services Program for the City of Carlsbad. 1. That the City of Carlsbad shall incorporate a Human Services Element into its General Plan. (Note: A procedure such as the Palm Springs formula should be considered. (Attachment C) 2. That the City Council assign the ongoing responsibility for advising Council on Human Services to a permanent Human Services Advisory Committee for the purpose of identifying needs. 3. That the Committee be charged with maintaining a continous survey of human needs. 4. That the Human Services Advisory Committee prepare an annual report of recommendations to the City Council. 5. That the Human Services staff be placed in a more appropriate department than Building and Housing. 6. That the Human Services Advisory Committee begin implementing the methodology established in this report. � , i•' •.c Ol1iE: TO: FROM: SUBJECT: August 6, 1981 r' 0111 rN!.��N Human Services Advisory Committee Staff ,��/ u SUMMARY OF EVALUATION FORMS (Public Meeting 7/15181) SUP14ARY OF EVALUATION FORM Public Meeting - July 15, 1931 - Sixteen Evaluation forms -were completed and returned - There were no requests for Spanish language forms at: the La Costa Public Meeting - 23 people attended the Public Meeting Over half of the respondants indicated they learned about the meeting From the flyer. The newspaper was listed as the second source of information, with friend and staff person listed by two persons. Nearly all respondants indicated that the format and presentation was clear. Need areas to be considered were: Others listed by write in: Child Care Seniors Youth Services Employment Health Care Minority Issues Housing Education Food 7 (44%) � 9 (561D 2 (13%), t 5 (31%);! 3 (19%) S 3 (19%)o' 2 (13%) b 2 (13%)� Recreation Police patrals in commercial and- "problem" neighborhoods Socialization centers and group homes for schizophrenic adults Beach recreation For visitors and youth (organized) CO,'- i,IENTS 1) Ombudsman idea is a necessity. ✓ 2) Youth center for teens very important 3) Teener aCenter 4) The City should be involved in Human Services only to a 1•imitea degree -an r- 4r individual is nee!�i at City Hall to help citizer" find their way to the source of help- an ombudsman 5) I think it is great that the City wants to do something. 6) Cable television and public access channel for community activities 7) Bus route from Rancho Santa Fe Road west to La Costa Avenue back to El Camino 8) adore playground equipment at Levante Park g) City Tennis Courts and swimming pool in South Carlsbad 10) Directory Services manned by volunteers to direct inquiries to existing . agencies-perhap a computer tie-in. •11)_ ' Health Care for seniors a12) Housing, food, and safety measures for migrant workers. 13) Awareness bf needs of very young child in darescenters attached to businesses to encourage employer -sponsored day care. _ The encouragement to people who rent to be willing to rent to the emotionally ill person. (in groups) so that they may stay in their home communities and yet not be a burden to their families. Also, it is urgent that socialization centers be provided for the chronically ill. 14) Encourage established organizations, the "Y", churches, etc_ to meet the needs and emphasize the planning role in human services- I'd like a directory. 15) Somehow your message has not reached or appealed to the indigent, elderly, and minority groups -no farmworkers present_ Keeping people healthy is economically and humanly much less costly then treating illness. 'Small parks around the community. Mould like to see centers for people to gather and do things together. VEMURANDUM DATE: June 29, 1981 r0: Jack E. Henthorn, Housing and Redevelopment Directorose - FROM: Lydia A. Stinemeyer, Administrative Aide/Human Services SUBJECT: PUBLIC MEETING AND EVALUAT11ON SUMMIARY MEETING ATTENDANCE Sign-up sheet 21 Audience 47 Evaluations 33 1. 54% of persons responding heard about the meeting from the flyer. 24% saw an ad or article in the newspaper. 2. The presentation format was clear to 39%. it was not clear to 24:1_ 3. Housing was checked by 72% of respondents as the area of greatest concern. Employment followed,at 51%, Youth Services 51;5, Health Care 50%, Minority Issues 45n, Child Care 42%, Seniors 39%, Food 36%, and Education 30%. Indigents were listed on an "other" category by 67. 4. Roles Advocate 27% Broker 21% Facilitator 24% Provider 24/ No response 45% No clear cut trends emerged in support of specific Hunan Services Role. 1 person stated opposition to any involvement. 5. Comments received varied. Significant were: - The stated desire to have the meeting format and evaluation forms in Spanish. - Areas'of focus for effort as groups. ex: Seniors, Youth i - Reduced funding from other govenmental units means this comi-unity should supply Human Services at a .local level. Lg/Public fleeting Sumnary 24% of the respndents offered no commentary. Persons attending the meeting appeared to be users or providers of services_ A smaller portion represented other interest areas. LAS:al '—,ttachment B NOTE: Council will recieve actual brochure in their packets. ''s , t - I- -,� , . 4C COUN'SELING/HUMAN SERVICES SERVICES FREQUENTLY CALLED NUMBERS Heads Assessment By Alichocl C. Robiruon As Federal Agencies continue their withdrawal from local con- cerns, the number ofcities concern- ing themselves with human services planning is increasing. However, at present, there is no effective guideline to the participation of small to medium -size cities in the human services. One thing does seem certain: that although the de- mand for human services from municipalities is on the increase, the resources to support an expanded city role are apparently not. If this trend is real, then it may be sup. posed that a conflk:t will eventually exist between intent on the part of cities and their ability to act on that intent --- a conflict that ultimately could prove embarrassing to cities if their roles in the human services continue to be either ill- defined or ,not defined at all. Two questions should probably be answered at the outset of any consideration Of city participation in the human services field: what is the city's role and whatdoes the city expect to achieve by playing that role? Recent experiments by California cities and analysis on the part of Elie Institute for Local Self. Government tend to show that the answers are: the city should assess human services needs (as well as the resources and responsibilities of tine public and private sectors to meet those needs); and should act as a coordinatorof these resources to di- rect them more effectively toward the unmet human needs. In short, its role is to help make the dwindling resources of all jurisdictions more effective in th-•ir applications. As would be expected, the palm Springs approach incorporates a rather thorough -going needs as- sessment. However, it is its ap- proach beyond the needs assess- ment that is probably the most im- portant part of the model. It incor- porates an attempt at devetopin-gan orderly process whereby the city can aid othor jurisdictions to meet unmet human needs. The Palm Springs approach can be summed -up as the establishment of a dialogue among the .ley Par- ticipants in the delivery of humart services. The ultimate purpose of this dialogue is first to increase the eF fectiveness (A current resources; and secondarily, to obtain new re- sources if they are available. The city is otherwise directly responsi- ble for human services needs on a very limited basis. The Palm Springs approach utilized a citizens' advisory com- mittee throughout the process. In fact, it is the committee and not Elm - city that performs the needs as- sessment and develops the rity's human services masterplan. The process beyond the needs assessment, as it is currently con- ceived, is a four - part one_ It in- volves problem rankin- on the part of the ci(izen`s' committee: Roal set- ting by the committee: objectives written by the city staff is response to the goals; and the setting o� priorities among the at j�cuves by tilt committee. This interchange: of responsibility allows fora dialogue: between the city staff and the citi- zens inavery structurect franlevrork Palm Springs, Californin Model '-' one that allows for considerable: Led by its city an council d Cit review of tile �city's real ability- to Y perform in tile area Of human ser- hinnager,lion Blubaugh, the city of vices. Further, it is per;sr m d in ;r the authonccty beclr ire hruruur scr- methoas V herein ilecing"s is tyc'aneffec- ting to find protective environm ): such that vicecl>lcrrrrri:ry «rrcfdeeelo�rtrrerrtfi�r tivel y the identification of a need in tiro the part frr•�• yecrrs «rrcl is crurerrtly Y participate in the delivery of community probably would not rrrrrki,r 011 «cvnsrrltrrrrt brr.Tihuman services. creatcunreasonable Pressure foran die ci• ofIcrh,► C,>r•:,,o�pn'itlr lit nnreasonabTcresponscOft th- part of tilt, city or for that: matter„ any otherngency or jurisdiction- ThL- R:ullang ot: Human. Services Deeds The ranking process o .curs :1sa Mc ulC of ;t needs assessment that bag delivered to thrr citizens' com- mWWi a) a list ofmajorproblems as. well as It list of the indicator; that cllaractcri/ed the probleins-1ft, the community_ b) a list, of resources, mainly organizations, and c) alist of constraints or prohibitions that af- fect each agency's ability to 111cet unmet needs-T hest, fists an: tilt, re - suit of the efforts of local human services providers to identify prob- Iems, along with -.Community sllr•- Vey and public hearings. 'rile: prob- Icros are: ranked in terms of their seriousnessas.vkmved by a consen- sus of the: committee- Criteria for ranking is primarily personal an the part of members of they committee, but the citizens are asietl to include in their criteria evidence relating to Elm severity of'thc problem; the ex- tent to which i t affects the commun- ity-at-T:uge anti/or a neglected sep,- mcnt of the community; the exis- tence of resources to deal tvitir the problern anti to some extent thcabil - ity of tilt city to marshal[ these n - sources. There art, no weighted fac- tors, no on' value is necessarily morn inlportantthtut m1ol11erexcept With respect to I1ow individual 7 t ommittce members themsi �3 '- weight them. After the problems are ranked, the problem indicators are also categorized in terms of their severity, ranging from very severe to no real need. The product of this excercise is ranked — list of prob- lems and indicators representing the "concerns and perspectives" of the citizens' committee. No priority is intended for any problem. The pur- pose of the ranked — list (and to some extent the importance) is not overwhelming. It simply provides an 'input to the establishment of priorities — an event that takes place at the end of the process — and it sets the tone for the setting of goals and objectives. "Tone,' in this context, is achieved as a result of an attempt on - the part of the citizens' committee to approximate the sentiments or views of the body -politic, supposing that the body had the chance to de- liberate carefully over the available information with the aid of expert opinion and testimony. The tone is a reflection of _unscnsus as it would be evidenced in the community -at - large. It reflects the judgment of the citizens and it assumes the right of the citizens to so judge. The ranking of problems provides a focus for the city's concerns. This process does not suggest that low -ranked prob- lems are not important, it merely implies that the city has chosen among its major concerns at this time those needs ranked highest. As such, the ranked -list is a manage- ment tool more than anything else. Goal Setting In the Palm Springs Model, the setting of goals and objectives fol- 1ows the ranking of problems. As a rule, the purpose for setting goals is to direct resources and provide the foundation for establishing policies toward meeting human needs. However, most goal statements fail to be specific enough to'provide a framework for positive action and the objectives, which ostensibly commit a city to direct action some- times have little relationship to ac- tual resources or to the limitations Of agencieF and departments to re- spond to such goal statements. The "-10dcl attempts to relieve the enormous pressures placed upon organizations or agencies when golds and objectives are un- realistic "laundry -lists," or when they disturb the normal flow of re- sources, or when they interrupL on -going commitments to provide services. Likewise, it makes an ef- fort to alleviate tensions upon indi- viduals whose job functions appear to be threatened by readjustments of personnel needs which appear to them to be "capricious." The Model achieves this end by setting goals for a five-year period only. Such a time block allows for the maximum adjustment of resources and time needed for city depart- ments, as well as other public and Private agencies to maneuver re- sources and to adjust personnel re- quirements. In the Palm Springs Nfodei, the goals are designed to achieve two Purposes: First, goals set standards for all entities, both public and pri- vate with respect to their planning and service provisions. These goals are similar in many respects to en- vironmental impact statements. No jurisdiction is required to respond to them directly in the sense that they "demand" a specific response: but all jurisdictions should take these goals into account when con- templating action which might either positively or adversely affect the attainment of a stated goal. Sec- ond, the goal establishes the stan- dard for the objectives set by the city to address problems. • The Citizens' Committee sets goals. It performs this task by first reviewing the results of the needs assessment. The needs assessment has not only provided the Citizens' Committee with needs and problem areas to rank; it also provides itwith an analysis of the available re- sources and with a critique of the jurisdictions, agencies, eta- which should respond to the needs. The: Citizens' Committee reviews all of the problem areas and for those areas that it can do so, it sets goals for resolution. The Goal Statement includes the following: The problem is stated and the problem indicators listed. Then a problem resolution is stated based upon the commitments and[ or resources of the various public and private entities which would, or could address the problem. Finally, the goal statement addresses the Problem of determining which or- ganizations should be involved in meeting the needs and solving tllc human services problems. In the Palm Springs Niollcl, goals are community goals set by the community to meet human needs and remedy, human services problems. As community goals, they reflect upon any and all juris- dictions, agencies and or•ga, ra- tions that provide: services or can help to sOlvT: human services prob- lems in the community. Objectives, on the other hand, are specifically the responsibility of the city- EstaNishin Objectives The appropriatecit}1 department responds to the goal statements is- sued by the citizen's committee. The city responds to all the goal statements. However, it assumes a, responsibility for action commen- surate with its resources and based upon its, mandated role relative to any given human service. In many cases, it must select a very limited role: Coordinating public and pri- vate agency activity within City or neighborhood boundaries; request- ing additional or net,., services from county orstateagencies; cvaluatinv services; performing additional need assessment or collectino- and collating daut; applying for federal or state funds orendorsing public or private agencies who arc scekina finds for relevant programs. In a few cases, the city may choose to Play It major role whercin it will ac- tually undertake to deliver a ser- vice. In most instances, it will merely exercise its on -going role of setting pO1lCtes, changing city pro- cedures, instituting affirmative ac- tion, or creating eliminating ol- chan ;ing.c city Ordinance; or it may adjust so;rtc aspect of its general plan. The Process for developing ob- jectives consists of tire: following four slue• 1) City staff receives the goal statements from the citizens' com- mittee. . 2) Appropriate city staff write objectives to help meet community ' goals. Objectives are written for each year of the five-year period, a mininium of one objective for each year. (In some cases, the achieve- ment of the objective of the first year Nvill solve the problem. If so, then the remaining four objectives can address themselves to a con. bility on the part of the city to cant' -out the plan and to readjust in some logical fashion resources to meet contingencies, the citizens' committee provides the city with a list of priorities. The list of priorities is made up of objectives provided to the citi- zens' committee by the city staff. Once again, the personal criteria of each committee member is that criteria that will be applied in the main to the development of tinued resolution of the problem.) An objective consists of a matrix showing the statement of objec- tives; activities required to meet it; the dates that the objectives will be reached and the activities that will be completed. It will list the staff, personnel, and/or departments which will be responsible for each activity's performance. 3) City staff submits the objec- tives to the citizens' committee for approval. The city, as such, has as yet made no commitment to per- form or react. The written objective represents otdy staff recommenda- tions Ind has no official standing. 4) The citizens' committee re- views the objectives, approves or disapproves them; whereupon the,,, are returned to city staff who can adjust them accordingly. When the objectives are finally accepted as adequate, they are in- corporated into the committee's re- commended plan which will ulti- mately b� submitted to the city council. The council, of course, is in no way bound to accept the plan and can male appropriate changes as it sees fit. ?rto are Soi the do tivi tic of po rtes. However. three criteria expected to be appliedand have e weight in the development of list. Does the objective in ques- n: ' 1) Fit into the on -going ac- ties and functions of the city? 2) Respond to mandates, statis- s or laws requiring the provision service or the institution of licies, procedures? etc. 3) Respond to a high ranked need as determined by the ranking process? The criteria. takes into account the flexibility and maneuverability which the city has in allocating re- sources. Public demand. sometimes to the contrary, cities cannot easily remove resources immediately from existing services orprograms or change personnel to accommo- date the need for specific skills in new areas of emphasis. In fact, the city has more flexibility in choosing to comply with mandates legisla- tion.or It can often obtain deferments or adjustments or it can unilaterally delay compliance to such require- ments with less trouble and more success than creating a major up- licaval in their on -going system. franlitinprinn nnow 251 n Prior:ties ^ to nrcli-r to allow for Some fleXi- r— i ands Assessment (contiucted from page 11) Obviously, the city has the -most flexibility in its need to comply with newly -made goals and objectives and can maneuver most flexibility around the ranked problems. The criteria attempts to relate to this sense of reality; otherwise the whole planning effort would conflict with a system that has been tacitly endorsed by a majority of the citi- zens and must do "business as usual" if it is to comply with the natural la%VS governing the exis- tence and well-being of city gov- ernments in general. Adopting the Plan The ranked needs, goals, objec- tives and priorities are submitted by the citizens' committee as a re- commendation to the city council for consideration as a eity's Human Services Masterplan or Social Hlc�_ ment to the General flan- The council can accept, reject, change or adjust the plan. When thecouncil adopts acceptable plans, altered or unaltered, the city has its Sociai Element or its Human Services Masterplan. Other Contingencies The city is still the jurisdiction. with the least resoumesand its ulti- mate ability to function effcctiveTy depends in great part upon other governmental entities and the pri- vate sector. If the state and county accept the fact that the city is the closest jurisdiction to the problem and can provide an on-goingvisibil- ity into problem areas, that no cen- sus or occasional survey can pro- vide on a routinebas%,and use this information in their own resource allocation, then the city`s social element can become a. major factor in addressing human"serviccsprob- lems. Nvithout this cooperation, the city's role becomes one of directing very few resources to the major human services needs within its boundaries. to )3 �