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HomeMy WebLinkAbout3.6 Tri-Val Human Svcs Needs AssmtG~~.~ OF ~U~~~ ~ /// ~ 1\~ ~\\~-~ ~~lz ~ ~ ~~L1FOR~`°l STAFF REPORT C i T Y C L E R K ~uB~iN ciTY courvci~ F~ie # ^0~~-3^~ DATE: November 16, 2010 TO: Honorable Mayor and City Councilmembers FROM: Joni Pattillo, City Manager SUBJE . Appointment to a Tri-Valley Human Services Needs Assessment Steering Committee Prepared By: Gaylene Burkett, Administrative Analyst ~ EXECUTIVE SUMMARY: As part of a three-city collaborative, the City of Dublin has been asked to provide a member to participate in a Tri-Valley Human Services Needs Assessment Steering Committee. This Committee member will represent the Dublin Community and will provide guidance and feedback to this project over the next year. FINANCIAL IMPACT: The Study is being paid for by the Cities of Pleasanton and Livermore. City of Dublin Staff is providing in-kind assistance such as meeting facilitation, consultant interviews and strategic planning of the process. RECOMMENDATION: Staff recommends that the City Council confirm the Mayor's appointment to the Tri-Valley Human Services Needs Assessment Steering Committee. ~ Submitted By Community Development Director ~ 7 Reviewed by Assistant City Manager Page 1 of 3 ITEM NO. ~• v DESCRIPTION: As reported in the October 19, 2010 Staff Report to the City Council (Attachment 1), City Staff are working with the Cities of Pleasanton and Livermore on an update to the Tri-Valley 2003 Human Services Needs Assessment. The City of Pleasanton prepared the Request for Proposal seeking a consultant to conduct the comprehensive study. Interviews were held in early October and the firm of Resource Development Associates was selected. The consultant's goals will be to compare the 2003 identified service gaps to the current service gaps in the Tri-Valley Human Services Delivery Network, identify shortcomings in the Delivery Network and provide recommendations to strengthen the delivery of services in the future. The recommendations may be used to assist Tri-Valley Cities in the use of their grant funds. To help implement this important process, the Cities are seeking participation in a community- wide Steering Committee that will provide guidance and feedback to this project over the next year. The Steering Committee will be comprised of 11 members, with 1 member each from the following communities: 1. City of Pleasanton community 2. City of Livermore community 3. City of Dublin community 4. Food Services community 5. Health community 6. Shelter community 7. Housing community 8. Mental Health community 9. Disabled community 10.Information & Referral community 11. Child Care community In addition, there will be one staff representative from each of the 3 Cities to serve as facilitators. The Needs Assessment Steering Committee will meet three to four times over the next year, in each of the cities, on dates and times to be determined. This 11-Member Committee will provide feedback to guide the Needs Assessment process, assist with the community engagement strategy that will help to identify service gaps, and provide input on stakeholder interviews. As the selected representative of Dublin's community, the member's point of view should speak for the Dublin community as a whole and should contribute to the project without prejudice or bias. The Cities of Pleasanton and Livermore have indicated that they will provide a member from one of their commissions, not from their respective City Council, to sit on the Committee. Page2of3 NOTICING REQUIREMENTS/PUBLIC OUTREACH: Not applicable ATTACHMENTS: 1. October 19, 2010 Dublin City Council Staff Report Page 3 of 3 ~O~ C~~ I ~ ~ ~~ ~~ ~ G ~ ti i9~ ~-~-~• ~gi ``~~~ f~ STAFF REPORT C i T Y C L E R K ~~'~LI~ ~~~ DUBLiN CITY COUNCfL File #^[~{~~-~ O^ 5gs- 9 s DATE: October 19, 2010 TO: Honorable Mayar and City Councilmembers FROM: Joni Pattillo, City Manager SUBJECT: Exploring the feasibility of establishing a Human Services Commission Prepared 8y: Krisfi Bascom, Principal Planner ~GPj EXECUTIVE SUMMARY: One of the City Council Goals and Objectives for Fiscal Year 2010-2011 is to explore the feasibility of establishing a Human Services Commission that couid provide policy direction on housing, health and we{Iness, sociaf services, etc. This Staff Report contains an analysis of the potential estab{ishment of such a commission, a review of alternatives to establishing a commission, and a recommendation for further action. FINANCIAL IMPACT: Unknown at this time. A financia! impact to the ~ity would occur depending on the direction received from the City Council, and the financial impact will be determined during the next step. REC4MMENDATION: Staff recommends that the City Council provide Staff witt~ direction on which option to pursue. Submitted By: Community Development Director ~ Review B : Assistant City Manager ~ . (~' ~ S ~ ~,z.`' I C~ ATTACHMENT 1 Page 1 of 6 ~ ~~ ~ DESCRIPTION: On June 22, 2010, the City Council adopted the Fina! 201 Q-2011 Goals and Objectives Program. One of the objectives for the Community Development Department Hausing Division is to "Explore the feasibility of establishing a Human Services Commission that would provide policy direction on housing, health and wellness, sociaf services, etc." In exploring this issue, Staff examined the traditionai role of Human/Social Service Commissions in a community, reviewed Dublin's current work in the socia! services arena, examined the logistics involved in creating a new commission, and considered alternatives to the establishment of a full Commission. ANALYSIS: Traditional role of a Human Services Commission Human (or Social) Services Commissions typically serve the role of an advisory commission to the City Counci! relating to community social needs. Human Service Commissions can also advise the Council on the disbursement of grant funding to social services agencies, and some Human Service Commissions are particularly focused on the needs of underserved populations such as the elderly, chiidren, or the economically disadvantaged. Human Service Commissions are usually established once communities cross the population threshold of 50,000 residents, and they may be eligible to become a federaf Community Development Block Grant (GDBG} Entitlement City through the federal Department of Housing and Urban Development (HUD). The HUD CDBG Community Grant Program provides annual grants on a formula basis to entitled cities and counties to "develop viable urban communities by praviding decent housing and a suitable living environment, and by expanding economic opportunities, principalfy for low- and moderate-income persons". Judging by current population estimates, Dublin is expected to reach 50,000 residents sometime during the 2Q12-2013 Fiscal Year. When the detailed 2010 Census data is released early next spring, it will provide a more accurate estimation of Dublin's residentiaf population and we may learn that this population threshold could be reached sooner or later than expected. Part of becoming an Entitlement City is developing and following a detailed plan ("Consolidated Plan") which provides for, and encourages, citizen participation in the decisions of how and where to use CDBG funds. This is where the rale of a Human Services Commission can become very important. A Human S~rvices Commission can serve the critical function of engaging the community and providing citizen involvement in the development of the Consolidated F'!an and th~ grant fur~ding process. D~blin is not yet large enough to qualify for Entitlement City status, and its limited CDBG funciing is provided through Aiameda Caunty. Other cities in the Tri-Valley area fhat have Human Services Commissions include Pleasanton (population 68,755) and Livermnre {~opuiation 83,604). Neither the Town of Danville (population 43,574) nor the City of San Ramon (population 59,000) has a Human or Social Services Commission. Dublin's work in social services The City of Dublin is currently involved with several social service-related projects, including participation in the upcoming Tri Valley Human Services Needs Assessment, managing the granting of CDBG funds to locai ~gencies and CDBG-appropriate pro~ects, and managing the Page2of6 ~ ~ ll/ City's Affordable Housing Program. At this time, this work is done by the City's two full time staff persons in the Housing Division: a Housing Specialist and an Administrative Analyst, with support from administrative staff. These projects are explained in more detail below. 1. Tri Vaiiey Human Services Needs Assessment City Staff are working with the cities of Pleasanton and Livermore on a Human Service Needs Assessment Survey for the Tri-Valley. The City of Pleasan#on is preparing the Requ~st for Proposals seeking a consultant to conduct a comprehensive study. The last needs assessment for the Tri Valley area was completed in 2003. The consultant, once selected, wiil compare the 2003 identified service gaps to #he current service gaps in the Tri- Valley Human Services D~livery Network, identif}r sharteomings in the Deiivery Network, and provide recommendations to strengthen the defivery of services in the future. Dublin City Staff will be involved in the selection of the consultant and in receiving the results of the survey. 2. Community Deveiopment Block Grants (CDBG) Because Dublin does nat yet have the population size to receive CDBG funding directly, the City participates every year in Alameda County's Urban-County CDBG program. Through this program, the City of Dublin receives requests for funding from local social services agencies. The requests are vetted by Staff, a City Council-appointed Standing Committee comprised of two Council members, and are ultimately approved by the City Council. CDBG grants provide funds for agencies such as Senior Support Senrices. 3. Community Support Program Grants The City also has another grant process that is decided solely by the City and funded from the City's General Fund. The Community Support Grant Program is funded by an annual allocation that the City Council determines through the budget process. The Community Support Program grants pravide funding far s~ch services as 2-1-1, which is a free, non- emergency, confidential, 3-digit phone number and service that provides easy access to housing information, and critical health and human services Last year, the City Counci! established an objective to cornbine the CDBG and Community Support Grant Program review and award processes into one. The Mayor appointed two Councilmembers, Cm. Kevin Hark and Vice Mayor Kasie Hiidenbrand, to a Standing Committee to review the process and review the grant appiications. The funding recommendations of the Standing Committee and Staff moved forward to the City Council for ultimate approval. 4. Affordable Housing Program Dublin's Housing Division Staff provides support to the folJowing activities: • Administering and enforcing the City's Inclusionary Zoning Ordinance Regulations; • Marketing and administering Dublin's First Time Home Buyer Loan Program (FTHLP); • Participating with the Tri-Valley Affardable Housing Community to address regional housing issues; and ~ Working in partnership with the Tri-Valley Housing Opportunity Center (TVHOC) and Eden Counci( of Hape and Opportunity {ECHO Housing) to provide housing opportunities. Page 3 of 6 ~~~~ c~ 5. lnclusionary Zoning 1naLieu Fee Fund Funds from the City's Inclusionary Zoning !n-Lieu Fee Fund are used by the City for the purpose of providing very low-, low-, and moderate-income ownership or rental housing in Dublin. The Inclusionary Fund has been used to fund the fare~iasure prevention program offered by the TVHOC and the landlord mediatian services provided by ECHO. Logistics of estabJishing a new commission If the City Council were to decide to establish a new Human Services Commission that could provide policy direction on housing, health and weilness, social services, etc., there are a number of issues that would need ta be discussed, including the foi(owir~g: 1. How many members should be on the Commission? Dublin has commissions that range in size from five members (Planning Commission) to seven members (Heritage and Cultural Arts Commission) 2. Who wi!l be fhe staff rrfembers responsible far preparing agenda iterns, sta~ng the meetings, and preparing minutes? Each existing commission has a Staff person that is directly related to the duties of the commission. For instance, the Planning Manager is responsible for the Planning Commission, the Parks and Community Services Director is responsible for the Parks and Community Services Commission, and so forth. At this time, although the Housing Division fuffills many of the social service-related work functions in Dublin, there is no staff member devated solely to social services in the City. 3. Establisliing a budget for a new commission. In addition to the cost of Staff time involved in preparing items for the commission, there wif! be additional costs invalved with hosting regular meetings, copying and mailing expenses, and paying an honorarium to the commission members. Other City Commission members receive fifty dollars ($50) for each meeting attended. Commission members are also entitled to reimbursement for expenses as the City Council may approve. 4. Estabtishing by-laws for the commission. The by-laws for each City commission are codified in Titie 2 of the Dublin Municipal Code. The by-laws for each commission establish the rules regarding commission membership, terms, how members are appointed, the commission's powers and duties, the rules related to meetings, etcetera. Alternatives to establishing a Numan Services Gommiss~on Staff suggests that it may not yet be time to establish a full-fledged Human Services Commission, and that the City might benefit from waiting until reaching Entitlement City status to do so. Becoming an Entitlement City will allow Dublin to receive funding directly from HUD that can be used for CDBG-related activities. This funding shai! be used in large part to fund social service programs and appropriate capital improvements, but a portion of the funding can be used for program administration. Therefore, if the City waits to establish a Human Services Commission until Entitlement City eligibili#y has been achieved, a portion of the Staff costs and direct costs that will be incurred in establishing and staffing the Commission can be offset in part by the CDBG funds received. Because Dublin has not yet reached a population threshold of 50,000 residents, the City is not yet eligible to be an Entitlement City, and the costs of establishing and staffing a regu{ar Human Services Commission will be bome entirely out of the City's budget. However, if th~ goal is to create a body that ~an advise the City Council on issues refated to housing, health and wellness, and social services at this point in time, there are other options that could be considered, including: Page 4 of 6 ~~~ ~ ~ 1. Establish a Standing Committee (sirrzilar to #he City's Senior Center Advisory Committee). The Senior Center Advisory Committee makes recommendations to the City Council related to the operation and maintenance of the Senior Genter, so its duties are very focused, but flngoing. A Human Services Committee could meet or~ a reguiar basis to provide policy direction as desired by the City Council. 2. Establish an Ad-Hoc Committee (similar to the City's Housing Committee}. The City's Housing Committee was formed for a two-year period to provide recommendations on new housing policies and programs and on any amendments to the City's Inclusionary Regulations. The tenure of the Cammittee was extendPd fc~r one year to allow the group opportunity to provide input on the City's Housing Element as it was being drafted. In a similar process, an Ad-Hoc Human Services Committee could be convened with a specific purpose, such as to re~~iew and make recommendatians on CDBG and Community Support Grants or to make recommendations to the City Council as Dublin gets closer to being eligible for Entitlement City status. Ad-Hoc Committees typically meet on a regular basis, bu# are disbanded once #he function they werc form~d to serve has been completed. 3. Establish a Task Force. The City established a Fa!!on Sports Park Task Force for the purpose of helping prepare a Park Master Plan_ A task force is typically convened for a specific purpose and is disbanded at the conclusion of the scope of work. A task force will typically meet on an as-needed basis to complete their task. The advantages to establishing a committee or task farce instead of a commission are that there are no formai procedures that need to be establish~d ~uch ~s by-laws, the ~ity Council can decide the size of the group based on the amount of interest received, and the committee or task force can serve as a"testing ground" to see if the need for a fu!!-fledged commission is warrantPCi. RECOMMENDATlON: Staff recommends that the City Couneil provide direction or~ which of the fallawing options to pursue regarding the estabiishment of a Human Services Commission: 1. Receive this informational report and do nothing at this time. 2. Receive this informational report and decide to revisit this issue once the 2010 Census numbers are released. At that time, the City will have a more accurate population estimate and a better idea of when to consider pursuing Entitlement City status through HUD. 3. Move forward with establish~ng an Ad-Hoc Human Services Committee or ~iuman Services Task Force specifically designed to: a. Receive and review CDBG and Community Support Grant applications and make recommendations to the City Gouncil for funding; and b. Receive annual reports on the estimated population in Dublin and make recomm~ndations to the City Cau~cil on tt~e pros and cons of becoming an Entitlement City for the purposes of receiving and distributing HUD/CDBG funding directly. Direct Staff to return to a future City Council meeting with recommendations on the specifics of establishing such a committee or task force Page 5 of 6 ~ ~ lS ~ ~ 4. Move forward with establishing a Human Services Commission and direct Staif to return to a future City Council meeting with recommendations on the specifics of establishing the Commission. NQTlClNG REQUlREMENTSIPUBLIC OUTREACM: None ATTA~H t!R E NTS: None Page 6 of 6