HomeMy WebLinkAbout8.2 Form Human Services Commissionor
19 82
/ii � 111
DATE:
TO:
FROM:
STAFF REPORT
CITY COUNCIL
July 16, 2013
Honorable Mayor and City Councilmembers
Joni Pattillo City Manager""'
CITY CLERK
File #110 -30
SUBJECT: Recommendation to Form a Human Services Commission Focusing on Tri- Valley
Social Service Issues
Prepared by Amy Cunningham, Assistant to the City Manager
EXECUTIVE SUMMARY:
On June 4, 2013, the City Council approved a Fiscal Year 2013 -2014 key initiative to "explore
the feasibility of establishing a Human Services Commission focusing on Tri - Valley social
service issues." This report discusses the City's recent activities to address social service
issues in the Tri - Valley and recommends the creation of a Human Services Commission to
support these efforts.
FINANCIAL IMPACT:
If the City Council approves a Human Services Commission, the General Fund operating budget
impact would be approximately $22,250 annually. There is adequate funding in the Fiscal Year
2013 -2014 budget to create and support the Commission.
RECOMMENDATION:
Staff recommends that the City Council receive the report; and approve the creation of a Human
Services Commission.
Submitted By
Director of Community Development
DESCRIPTION:
t�
Reviewed By
Assistant City Manager
Background
On October 19, 2010, the City Council first considered an item to explore the feasibility of
establishing a Human Services Commission. The proposed commission was to provide policy
direction on housing, health and wellness, and social service issues, and assist with the
Community Development Block Grant (CDBG) entitlement process. The City Council was
presented with a number of options for consideration including: establishment of a standing or
ad -hoc committee; establishment of a full Commission; or provide direction to revisit the issue
once the 2010 Census numbers were released. Ultimately, the City Council directed Staff to
Page 1 of 6 ITEM NO. 8.2
revisit the issue once the 2010 Census numbers were released. The results of the Census were
an indicator of how close the City was to reaching CDBG entitlement status (Attachment 1).
Subsequently, the Cities of Livermore and Pleasanton undertook a needs assessment to better
understand human service needs in the Tri- Valley. Dublin staff participated in the assessment
process and review of the final report that identified service gaps in the Tri - Valley. That report
was released in late January 2012. The table below identifies the 14 findings by area of human
service concern:
2011 Tri - Valley Needs Assessment
Findings by Area of Concern
1.
Behavioral health (mental health and
substance abuse)
8.
Disabilities
2.
Affordable housing
9.
Food and nutrition
3.
Health care
10.
Senior services
4.
Workforce development
11.
Youth services
5.
Homelessness
12.
Child care, early childhood
development and education
6.
Transportation services and access
13.
Changing demographics and growing
diversity
7.
Domestic violence and child abuse
14.
Financial assistance
* Page 33 Eastern Alameda County Human Services Needs Assessment
As part of the City's ongoing effort to evaluate human service needs in the community, the City
Council in Fiscal Year 2011 -2012 approved a key initiative to "create a task force to evaluate
service gaps identified in the 2011 Tri - Valley Needs Assessment" (Assessment). In March
2012, the City Council appointed 24 community members to a Human Services Task Force.
The Task Force met from May through August 2012 to discuss the Assessment and
recommended four long -term priority focus areas and four key initiatives for Staff to pursue in
Fiscal Year 2012 -2013. On October 2, 2012, the City Council considered the recommendations
from the Human Services Task Force and adopted the following items in response to the
Assessment (Attachment 2):
Human Services Task Force Recommended Priorities:
1. Collaborate with the Cities of Livermore and Pleasanton as a region on the Tri - Valley Needs
Assessment recommendations.
2. Develop a more formal collaboration among community members, organizations, and
schools that provide social services to residents.
3. Update the "Pocket Guide" in collaboration with the Tri - Valley Cities of Livermore and
Pleasanton.
4. Continue to collaborate on grants programs by making it easier to apply for and administer
local government grants in the Tri - Valley Region.
Page 2 of 6
Human Services Task Force Recommended Key Initiatives (Fiscal Year 2012 - 2013):
1. Continue to collaborate with cities of Livermore and Pleasanton on grant programs:
• Identify ways to make it easier to apply for and administer local government grants in the
Tri- Valley region.
2. Update the Pocket Guide:
• Collaborate with Livermore and Pleasanton to update, publish online, print and assure
broad distribution in the Tri - Valley.
3. Actively participate in the new Tri - Valley community outreach campaign.
• Campaign is designed to assist in marketing social services that are currently available in
the community;
• Work with the cities of Livermore and Pleasanton to develop a survey about marketing
needs, distribute the survey, and analyze the survey results.
4. Require social service agencies to registerwith 2 -1 -1 when they receive City grant funding:
• Registration requirement to be implemented for Fiscal Year 2013 -2014 grant cycle.
Staff has made significant progress in these priority areas since October 2012. The three cities
have collaborated on our respective grant programs to mirror processes to the extent possible.
These efforts have made it easier for agencies to apply for funding, meet program requirements,
and streamline their administrative reporting processes (Key Initiative #1). The social service
agencies that were awarded Fiscal Year 2013 -2014 Community Grant Funding are required to
register with 2 -1 -1 as part of their contractual obligation to the City (Key Initiative #4). The
updated Pocket Guide was printed and distributed in June 2013 (Key Initiative #2).
A survey was distributed to service providers, school administrators, youth and service
recipients to determine the current level of awareness about what services are available in the
Tri - Valley and identify strategies to better market available programs (Key Initiative #3).
Additionally a survey was distributed to the faith community to determine the types of services
being offered through local churches and other places of worship in the Tri - Valley. The results
of the survey were shared with interested survey participates in an effort to assist them in
leveraging their services with one another.
Further several information sharing meetings have been held in the Tri - Valley with participation
from social service agencies, the faith community, the schools and the Cities of Dublin,
Livermore, and Pleasanton. The Cities have also met collectively with Eden Information and
Referral, Alameda County 2 -1 -1, to support that organization's outreach efforts in the Tri - Valley.
These collaborative efforts have increased the social service agencies' ability to work together
to better serve the needs of the community.
At this time, Staff is recommending the City Council consider creation of a Human Services
Commission. A formal Human Services Commission would enhance collaborative efforts to
address human service needs in the Tri - Valley and establish the foundation for obtaining the
community input required as an element of the CDBG Entitlement process.
The CDBG Program exists "to ensure decent affordable housing, to provide services to the most
vulnerable in our communities, and to create jobs through the expansion and retention of
businesses." When the City of Dublin reaches a population of 50,000 residents, the City is
eligible to petition the federal Department of Housing and Urban Development (HUD), Office of
Community Planning and Development for CDBG "entitlement city" status. As an entitlement
city, Dublin may be eligible to receive increased CDBG funding directly through the federal
Page 3 of 6
CDBG program, rather than through the existing agreement with Alameda County. The City's
current agreement with the County of Alameda for CDBG funding expires June 30, 2014.
One element of the entitlement city process includes 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. The proposed Human Services Commission can serve a
critical function by engaging in dialogue and providing citizen input in the development of the
Consolidated Plan and the grant funding process. Staff is currently conducting a more detailed
analysis of the CDBG entitlement process to identify the advantages, limitations and impacts of
applying for entitlement city status.
Additional information about the formation of a Human Services Commission is outlined below
for the City Council's consideration.
Human Services Commission
Commissions are an advisory body to the City Council. City commissions typically consider and
make recommendations to the City Council about a specific interest area that is important to the
community. As residents, commissioners play an important role by being visible in the
community and bringing a broad representation of ideas into the specified focus area for the City
Council's consideration. Staff suggests the focus areas of a Human Service Commission
include:
• Community Grants Program funding recommendations (in -lieu of City Council
Subcommittee)
• Tri- Valley Needs Assessment
• Collaboration /information sharing among regional stakeholders
• CDBG Entitlement process (future work item)
• Housing Element public participation process
Proposed Mission /Scope of Work:
Staff suggests the mission of a Human Services Commission could include:
• To review and make recommendations to the City Council related to not - for - profit
organizations seeking City financial support through the Community Grants Program.
• To advise and make recommendations to the City Council on the development and
implementation of effective human service policies, including the anticipated CDBG
Entitlement process.
• To support social service organizations providing services to Tri - Valley residents by
assisting with collaboration, outreach and education efforts.
Commission Composition:
Staff suggests a five member Commission similar to other City Commissions:
• Planning Commission — 5 members;
• Parks and Community Services Commission — 5 members
(plus 1 youth representative);
• Heritage and Cultural Arts Commission — 7 members;
(two seats reserved for Dublin Fine Arts Foundation and Dublin Historical Preservation
Association representatives).
Consistent with the process used when creating past City commissions:
• The Mayor would make appointments to the Commission with approval of the City
Council;
Page 4 of 6
• All members shall be residents of the City and shall be committed to addressing human
service concerns in the community;
• Commissioners are appointed to four -year terms, with three of the initial appointments for
two -year terms to stagger the terms of commissioners;
• Commissioner terms expire in December of every even - numbered election year;
• As appointments would be made late -term, initial appointments would be for slightly over
one year and three year terms to establish a cycle similar to the other Commissions.
Frequency of Meetings:
Staff suggests that the Commission would meet quarterly to focus on the work items outlined
above. Further, the Cities of Livermore and Pleasanton historically convene one to two joint
Human Services Commissions each year to discuss issues facing the Tri- Valley. Staff from
these cities have indicated an interest in a Dublin Human Services Commission participating in
these meetings as well. Joint meetings such as these would further strengthen collaboration
and information sharing among the regional stakeholders.
Suggested Commission Calendar for Year #1
Week of November 4th, 2013 -
• First Human Services Commission Meeting - Orientation, Review of Commission
Handbook /Code of Conduct, Confirm Future Quarterly Meeting Schedule;
• Discuss Community Grants Program (including process and timeline);
• Review Tri - Valley Needs Assessment and discuss potential interest areas and priorities;
January 2014 —
• Review Grant Applications and Hear Applicant Presentations;
• Make funding recommendations for City Council consideration;
April 2014 —
• Informational presentations on one to two Tri - Valley Needs Assessment priority areas;
• Discuss Joint Commission Meeting Date with Livermore and Pleasanton and potential
topics;
July 2014 —
• Informational presentation on one to two additional Tri - Valley Needs Assessment priority
areas;
• Follow up discussion on informational presentations;
October 2014 —
• To be determined, based on Commission discussion and priorities
To Be Determined
• Joint Meeting(s) with Livermore and Pleasanton
(typically held annually between February — June)
Staff Support:
The Commission would be supported by existing staff. The Assistant to the City Manager,
Administrative Analyst II and Senior Office Assistant in Community Development would provide
the necessary support. It is anticipated minimal overtime funding would be required for the
Senior Office Assistant to provide Commission meeting support and complete meeting minutes.
Page 5 of 6
Total Cost:
The cost to form the Commission is estimated to be approximately $22,250 from the General
Fund. Funding for this key initiative was approved at the budget hearing on June 4, 2013. The
cost includes items such as:
• Honorarium for Commissioners ($50 /meeting similar to existing Commissions);
• Staff overtime: preparation of commission packets, attendance at meetings, and
preparing minutes;
• Conferences and training specific to the commission's work; and
• Miscellaneous operating supplies.
Commission Timeline:
If the City Council chooses to move forward with the formation of a Commission, Staff suggests
that the City Council approve a timeline that would allow for the Commission to participate in the
Fiscal Year 2014 -2015 Community Grant Program process, beginning in late 2013. To comply
with HUD and Alameda County's CDBG timelines, Staff recommends the Commission's first
meeting convene in November 2013. This timeline would allow for Commission orientation and
training prior to work on the grant program in January 2014.
Proposed Commission Recruitment Process -
• July 16, 2013 — City Council considers proposed Human Services Commission
• August 20, 2013 — City Council Adopts Commission Bylaws and Rules of Procedure, and
considers Ordinance relating to Commissioner Compensation
• August 21, 2013 — Advertise / Open Commission Application Process
• September 6, 2013 — 2nd Reading: Ordinance relating to Commissioner Compensation
(30 days to be effective)
• September 20, 2013 — Close Commission Application Process
• October 1, 2013 - City Council Considers Mayor's Commissioner Appointments
• Week of November 4, 2013 — First Commission Meeting
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
Copy of staff report provided to Human Services Task Force members.
ATTACHMENTS: 1. Staff Report - October 19, 2010, Exploring the feasibility of
Establishing a Human Services Commission
2. Staff Report - October 2, 2012, Human Services Task Force
Recommendations
Page 6 of 6
OF Dp�l f�
STAFF REPORT CITY CLERK
DUBLIN CITY COUNCIL File # ❑[�[,�- O❑
5gs-9s
DATE: October 19, 2010
TO: Honorable Mayor and City Councilmembers
FROM: Joni Pattillo, City Manager
SUBJECT: Exploring the feasibility of establishing a Human Services Commission
Prepared By: Kristi Bascom, Principal Planner 1445
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 could provide policy direction on
housing, health and wellness, social services, etc. This Staff Report contains an analysis of the
potential establishment 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 financial impact to the City would occur depending on the direction
received from the City Council, and the financial impact will be determined during the next step.
RECOMMENDATION:
Staff recommends that the City Council provide Staff with direction on which option to pursue.
Submitted By:
Community Development Director
Review -B 4
Assistant City Manager
Page 1 of 6 ITEM NO. ' .
DESCRIPTION:
On June 22, 2010, the City Council adopted the Final 2010 -2011 Goals and Objectives
Program. One of the objectives for the Community Development Department Housing Division
is to "Explore the feasibility of establishing a Human Services Commission that would provide
policy direction on housing, health and wellness, social services, etc."
In exploring this issue, Staff examined the traditional role of Human /Social Service
Commissions in a community, reviewed Dublin's current work in the social 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 Council 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, children, 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 federal Community
Development Block Grant (CDBG) 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 providing decent housing and a suitable living environment, and by expanding economic
opportunities, principally for low- and moderate - income persons ". Judging by current population
estimates, Dublin is expected to reach 50,000 residents sometime during the 2012 -2013 Fiscal
Year. When the detailed 2010 Census data is released early next spring, it will provide a more
accurate estimation of Dublin's residential 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 role of a Human Services Commission can
become very important. A Human Services Commission can serve the critical function of
engaging the community and providing citizen involvement in the development of the
Consolidated Plan and the grant funding process. Dublin is not yet large enough to qualify for
Entitlement City status, and its limited CDBG funding is provided through Alameda County.
Other cities in the Tri- Valley area that have Human Services Commissions include Pleasanton
(population 68,755) and Livermore (population 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 local agencies and CDBG- appropriate projects, and managing the
Page 2of6
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 Valley 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 Pleasanton is preparing the
Request 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, will 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. Dublin City
Staff will be involved in the selection of the consultant and in receiving the results of the
survey.
2. Community Development Block Grants (CDBG)
Because Dublin does not 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 Services.
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 provide funding for such 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 Council established an objective to combine the CDBG and Community
Support Grant Program review and award processes into one. The Mayor appointed two
Councilmembers, Cm. Kevin Hart and Vice Mayor Kasie Hildenbrand, to a Standing
Committee to review the process and review the grant applications. 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 following 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 Affordable Housing Community to address regional
housing issues; and
• Working in partnership with the Tri - Valley Housing Opportunity Center (TVHOC)
and Eden Council of Hope and Opportunity (ECHO Housing) to provide housing
opportunities.
Page 3 of 6
5. Inclusionary Zoning In -Lieu Fee Fund
Funds from the City's Inclusionary Zoning In -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 foreclosure prevention program
offered by the TVHOC and the landlord mediation services provided by ECHO.
Logistics of establishing 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 wellness, social services, etc., there are a
number of issues that would need to be discussed, including the following:
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 will be the staff members responsible for preparing agenda items, staffing 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 fulfills many of the social service- related work
functions in Dublin, there is no staff member devoted solely to social services in the City.
3. Establishing a budget for anew commission. In addition to the cost of Staff time involved
in preparing items for the commission, there will be additional costs involved 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. Establishing by -laws for the commission. The by -laws for each City commission are
codified in Title 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 Human Services Commission
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 shall 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 eligibility 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 regular Human Services Commission will be borne entirely out of the
City's budget.
However, if the goal is to create a body that can advise the City Council on issues related 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 (similar to the 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 Center, so its duties are very
focused, but ongoing. A Human Services Committee could meet on a regular 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 Committee was extended for 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 review and make recommendations 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, but are disbanded once the function they were formed to serve
has been completed.
3. Establish a Task Force. The City established a Fallon 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 force instead of a commission are that
there are no formal procedures that need to be established such as by -laws, the City 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 full - fledged commission is
warranted.
RECOMMENDATION:
Staff recommends that the City Council provide direction on which of the following options to
pursue regarding the establishment 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 establishing an Ad -Hoc Human Services Committee or Human
Services Task Force specifically designed to:
a. Receive and review CDBG and Community Support Grant applications and make
recommendations to the City Council for funding; and
b. Receive annual reports on the estimated population in Dublin and make
recommendations to the City Council on the 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
4. Move forward with establishing a Human Services Commission and direct Staff to return
to a future City Council meeting with recommendations on the specifics of establishing
the Commission.
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
None
ATTACHMENTS:
None
Page 6 of 6
or
19 82
/ii � 111
DATE:
TO:
FROM:
STAFF REPORT
CITY COUNCIL
October 2, 2012
Honorable Mayor and City Councilmembers
Joni Pattillo City Manager""'
CITY CLERK
File #110 -30
SUBJECT: Human Services Task Force Recommendations
Prepared by Amy Cunningham, Assistant to the City Manager and Gaylene
Burkett, Administrative Analyst 11
EXECUTIVE SUMMARY:
The City Council will review the recommendations from the Human Services Task Force, which
highlight potential activities the City could undertake to address the social service gaps identified
in the 2011 Tri- Valley Needs Assessment.
FINANCIAL IMPACT:
If approved, one activity recommended for Fiscal Year 2012 -2013 would require additional
funding to complete. In Resolution 96 -12 the City Council authorized the City Manager to
administratively carry over funds for encumbered activities that were not completed prior to
June 30, 2012. Printing of the "Pocket Guide" was not budgeted in Fiscal Year 2012 -2013.
Although it does not meet the exact conditions described in the Budget Resolution for a carry
over, with City Council authorization the funds can be carried over to fund this unbudgeted
activity.
RECOMMENDATION:
Staff recommends the City Council: 1) Receive the report; 2) Provide feedback on the activities
developed by the Human Services Task Force; 3) Confirm the Suggested Priorities; 4) Direct
Staff to include the activities specifically identified in the report for Fiscal Year 2012 -2013 as Key
Initiatives; and 5) Authorize the City Manager to carry over $3,000 of unexpended
appropriations in the Social Services budget from Fiscal Year 2011 -2012 to Fiscal Year 2012-
2013 for the unbudgeted expense.
i
6V Jai
Submitted By
Budget Manager/
Assistant to the City Manager
eviewed By
Park & Commu ity
Services Director
Page 1 of 6 ITEM NO. 7.1
DESCRIPTION:
For Fiscal Year 2011 -2012, the City Council approved a key initiative to "create a task force to
evaluate service gaps identified in the 2011 Tri- Valley Needs Assessment" (Assessment). At
the March 20, 2012 meeting, the City Council confirmed appointments to the Human Services
Task Force (Attachment 1). The City Council asked the Human Services Task Force to create a
list of priority activities that would best address the service gaps identified in the Assessment.
The 14 Areas of Concern identified by the Assessment are listed in the table below.
1
Behavioral health (mental health and
substance abuse) 81
Disabilities
2
Affordable housing
9
Food and nutrition
3
Health care
10
Senior services
4
Workforce development
11
Youth services
5
Homelessness
12
Child care, early childhood
development and education
6
Transportation services and access
13
Changing demographics and growing
diversity
7
Domestic violence and child abuse
14
Financial assistance
*Page 33 Eastern Alameda County Human Services Needs Assessment
Process
A series of four meetings with the Task Force began on May 23, 2012 and concluded on August
22, 2012. The meetings were designed to review the Assessment, share information about
what services are currently available to residents, and establish a priority list of activities that
would help address service gaps in the Tri - Valley.
Meeting #1
.
loll
Discuss Task Force Goals,
May 23, 2012
•
Review Needs Assessment;
•
Discuss Next Steps
Meeting #2
.
Review Information on Services Available in the Tri - Valley;
June 27, 2012
•
Receive Presentation on Alameda County Health Care Services
Resources;
•
Receive Presentation on Transportation Resources
Meeting #3
.
Discuss and Agree upon Guiding Principles;
July 25, 2012
•
Compile Draft Priority List
Meeting #4
.
Review Preliminary Analysis on Draft Priorities;
August 22, 2012
•
Finalize Priority List for City Council Consideration
Page 2 of 6
Priorities
Through a process facilitated by the consultant, Sherry L. Lund, the Task Force ultimately
identified activities in two major focus areas to create the priority list for the City Council's
consideration. The activities conform with the Guiding Principles (Attachment 2) adopted by the
Task Force and were prioritized as most effective in meeting the areas of concern identified in
the Assessment. The two major focus areas are:
• Collaboration among the Tri- Valley Cities (Dublin, Livermore, Pleasanton)
• Formalized collaboration among community stakeholders
The Task Force engaged in detailed discussions of these areas in small working groups, then
evaluated and prioritized the suggested activities as a large group. The group determined that,
while numerous quality social services exist in the Tri - Valley, enhanced collaboration among the
cities, service organizations, and community members would best enhance the overall
effectiveness of meeting the social service needs identified in the Assessment.
The Human Services Task Force is proposing the City Council adopt and direct Staff to pursue
the following priorities beginning this fiscal year:
A
i 7�" i�ff 11 , i �j�
Collaborate with the Cities of Livermore and
Pleasanton as a region on the Tri - Valley
Needs Assessment recommendations.
l
Suggested focus areas include:
• Dental Services
• Mental Health Services
• Affordable Housing
• Work Force Development; and
• 2 -1 -1 (promotional campaign).
B
Develop a more formal collaboration among
Establish a working group that meets on
community members, organizations, and
a quarterly basis to discuss how to
schools that provide social services to
enhance collaboration and service
residents.
delivery among the various groups. The
working group would be comprised of
social service agencies, community
groups, residents, and Staff from the Tri -
Valley Cities. Initial work would include:
• Establish working group focus,
structure, and purpose;
Suggested outcomes:
• Create community social service
calendar;
• Jointly assess service delivery
methods and explore need for new
services in Tri - Valley (i.e. mobile
services).
Page 3 of 6
Proposed Additions to Citv Council Kev Initiatives for Current Fiscal Year
For Fiscal Year 2012 -2013 the City Council approved a Key Initiative to "Implement action items
from the Human Services Task Force ". If the City Council has interest in expanding this Key
Initiative for Fiscal Year 2012 -2013, Staff would recommend adding the activities in the table
below to the Key Initiative program.
The Task Force identified the following specific activities as easy to achieve in a short timeframe
with minimal resource commitment. These activities directly or indirectly relate to and support
the four priorities ( #A -D) listed above. Suggested language for the proposed Initiatives is
identified below for the City Council's consideration:
Item #
Fiscal Year 2012 -2013
Proposed Key Initiative
Resource Needs
C
Update the "Pocket Guide" in collaboration
The Cities of Livermore and Pleasanton
with the Tri- Valley Cities of Livermore and
have also identified this activity as a high
Pleasanton.
priority. The Cities would work together
administer local government grants in the Tri -
to update information in the current
Valley region.
Pocket Guide, print, publish online, and
#2
Update the Pocket Guide:
assure broad distribution of the updated
• Collaborate with Livermore and Pleasanton to
Pocket Guide throughout the Tri - Valley.
D
Continue to collaborate on grant programs
Cities of Dublin, Livermore and
by making it easier to apply for and
Pleasanton currently use the same online
administer local government grants in the
grant application /reporting system,
Tri - Valley region.
coordinate application timelines (to the
extent possible) and share informational
workshops. Staff would continue these
collaborative efforts and seek additional
ways to collaborate in this area.
Proposed Additions to Citv Council Kev Initiatives for Current Fiscal Year
For Fiscal Year 2012 -2013 the City Council approved a Key Initiative to "Implement action items
from the Human Services Task Force ". If the City Council has interest in expanding this Key
Initiative for Fiscal Year 2012 -2013, Staff would recommend adding the activities in the table
below to the Key Initiative program.
The Task Force identified the following specific activities as easy to achieve in a short timeframe
with minimal resource commitment. These activities directly or indirectly relate to and support
the four priorities ( #A -D) listed above. Suggested language for the proposed Initiatives is
identified below for the City Council's consideration:
Item #
Fiscal Year 2012 -2013
Proposed Key Initiative
Resource Needs
#1
Continue to collaborate with cities of Livermore and
Existing Staff
Pleasanton on grant programs:
Resources
• Identify ways to make it easier to apply for and
administer local government grants in the Tri -
Valley region.
#2
Update the Pocket Guide:
$3,000 for printing —
• Collaborate with Livermore and Pleasanton to
(Carry Over funds from
update, publish online, print and assure broad
FY 11 -12 for this
distribution in the Tri - Valley.
unbudgeted activity)
Existing Staff
Resources
Page 4 of 6
Item #
Fiscal Year 2012 -2013
Proposed Key Initiative
Resource Needs
#3
Actively participate in the new Tri- Valley community
Existing Staff
Dublin Community
outreach campaign:
Resources
Bird
• Campaign is designed to assist in marketing
Marilyn
social services that are currently available in the
Dublin Resident
community;
Compton
Community Organization
• Work with the cities of Livermore and Pleasanton
Albert
Edge
to develop a survey about marketing needs,
Dublin Senior
Foundation
Gloria
distribute the survey, and analyze the survey
Faith Based Community
Valley Christian Center
results.
Jouthas
#4
Require social service agencies to register with 2 -1 -1
Existing Staff
Kemp Brown
when they receive City grant funding:
Resources
Ann
• Registration requirement to be implemented for
Community Organization
Tri - Valley Haven
Fiscal Year 2013 -2014 grant cycle (application
period begins November 2012).
Adoption of the proposed Key Initiatives would further support the four suggested priorities
recommended by the Task Force ( #A -D above). In future years Staff will evaluate progress on
the priorities and recommend specific actions to work on as part of the budget preparation
process and City Council Budget Study Sessions.
If the above activities are approved by the City Council, there is the potential that Staff's
continued work on the "Suggested Priorities" and "Proposed Key Initiatives" could require
additional funding or staffing resources this fiscal year. If it is determined that progress on the
approved activities cannot continue without additional resources, Staff will bring a proposal to
the City Council for further consideration.
Staff would like to thank the members of the Human Services Task Force for their participation
in this process. Their insights, ideas, suggestions, and commitment to community service were
valuable to shaping the above recommendations.
Name
Representing
Agency, if Applicable
Don
Biddle
Dublin Community
City Councilmember
Uma
Bird
Dublin Resident
Marilyn
Briones
Dublin Resident
Sue
Compton
Community Organization
Axis Community Health
Albert
Edge
Community Organization
Dublin Senior
Foundation
Gloria
Gregory
Faith Based Community
Valley Christian Center
Lee
Jouthas
Community Organization
Dublin Public Library
Kimberly
Kemp Brown
Dublin Resident
Ann
King
Community Organization
Tri - Valley Haven
Page 5 of 6
Name
Representing
Agency, if Applicable
Rameet
Kohli
Dublin Resident
Terry
Lacey
Faith Based Community
St. Raymond Catholic
Parish
John
Ledahl
Dublin Resident
Janet
Lockhart
Community Organization
Dublin Partners In
Education
Claudia
McCormick
Dublin Resident
Mary
McHugh
Dublin Resident
Amy
Miller
Dublin Resident
Bidi
Millet
Faith Based Organization
Spiritual Director at
retreat homes
Don
Mutch
Dublin Resident
Kelly
O'Lague Dulka
Community Organization
Tri- Valley YMCA
Tim
Sbranti
Dublin Community
Mayor
Mildred
Seibel
Community Organization
Tri - Valley Housing
Opportunity Center
Melissa
Sladden
Dublin Resident
Suzanne
Wakamoto
Dublin Resident & Faith
Based Community
Valley Christian Center
Michele
Wayland
Dublin Resident
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
A copy of the Staff Report was sent to the Human Services Task Force Members.
ATTACHMENTS: 1. City Council Staff Report from March 20, 2012 - Human Services
Task Force
2. Human Services Task Force Guiding Principles
Page 6 of 6
•
•
DATE:
TO:
E
March 20, 2012
•
STAFF REPORT CITY CLERK
CITY COUNCIL File #110 -30
XLoco -3v
Honorable Mayor and City Councilmembers
FROM: Joni Pattillo, City Manager
SUBJECT: Human Services Task Force Appointments
Prepared by: Gaylene Burkett, Administrative Analyst
EXECUTIVE SUMMARY:
The City Council will consider appointments to the Human Services Task Force to review the
Eastern Alameda County 2011 Human Services Needs Assessment Findings Report to identify
service gaps and produce a Task Force Report in the format of a Priority List for the City
Council's consideration. In addition, the Mayor will appoint two Councilmembers to serve as
liaisons to the Task Force. The City Council will also consider authorizing the City Manager to
hire a facilitator to assist with the Task Force process and approve a budget change form in the
amount of $15,000.
FINANCIAL IMPACT:
The funds for the administration /coordination of the Task Force were not included in the FY
2011 -12 budget. Funding for the $15,000 Change Order will come from the General Fund
Budgeted Contingent Reserve.
RECOMMENDATION:
Staff recommends that the City Council: 1) Approve the Mayor's appointments to the Human
Services Task force; 2) Appoint two Councilmembers to serve on the Task Force as liaisons;
and 3) Approve the budget change to the Social Services budget in the amount of $15,000 and
authorize the City Manager to enter into a contract with a consultant to assist with the process;
or provide alternate direction.
L4---
Submitted By
Director of Community Development
1
Reviewed By
Assistant City Manager
Page 1 of 3 ITEM NO. 8.4
DESCRIPTION:
One of the City Council's adopted 2011 -2012 Key Initiatives is to create a Human Services Task
Force. On February 7, 2012, the City Council received Staff's recommendation (Attachment 1)
regarding:
• Duration and Mission of Task Force — Four meetings over a four month period to provide
a Task Force Report for City Council's consideration;
• The size and makeup of the members of the Task Force — 10 -15 members from various
representations of the community;
• Selection Process — Solicitation of applications through media outlets and direct mailings;
and,
• Proposed timelines — from February through July, 2012.
The City Council directed Staff to solicit applications for the creation of a task force that would
review the Eastern Alameda County 2011 Human Services Needs Assessment Findings Report
and identify service gaps. The Task Force would produce a Report in the format of a Priority
List for the City Council's consideration at a later date.
The City received 21 applications (Attachment 2) from various segments of the community and
the Mayor is recommending that all 21 of the applicants be appointed to the Task Force. The
applicants are listed below:
1.
Uma Bird
2.
Marilyn Briones
3.
Sue Compton
4.
Albert Edge
5.
Gloria Gregory
6.
Lee Jouthas
7.
Kimberly Kemp Brown
8.
Ann King
9.
Rameet Kohli
10.
Terry Lacey
11.
John Ledahl
12. Janet Lockhart
13. Claudia McCormick
14. Mary McHugh
15. Amy Miller
16. Bidi Millet
17. Don Mutch
18. Mildred Seibel
19. Melissa Sladden
20. Suzanne Wakamoto
21. Michele Wayland
A task force of this size can be challenging to facilitate, which is the reason Staff suggested a
smaller group, as noted above. For example, the most recent Green Initiatives Task Force
consisted of 12 members and that Task Force successfully fulfilled their charge in a reasonable
period of time. Therefore, due to the size and scope of the project, Staff recommends hiring a
professional facilitator to assist with the process. Staff believes that the services of a
professional facilitator would be beneficial as the facilitator would have experience in dealing
with a large group dynamic and would be able to make sure that all opinions be heard and
captured to accurately reflect the recommendations of the Task Force. A budget change in the
Social Services budget in the amount of $15,000 is attached as part of this request (Attachment
3). After the facilitator has been selected, Staff will contact the new Task Force Members with
the dates and times of the meetings. It is estimated that there will be four meetings with each
meeting lasting approximately two hours.
Page 2 of 3
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
Advertisements for the Task Force were placed on the City's website, in the Valley Times and
through mailings to various faith based organizations, community based service clubs and
service organizations and past Dublin 101 /Leadership Academy participants.
ATTACHMENTS: 1. February 7, 2012 Staff Report w/o attachments.
2. Human Services Task Force Applications (Redacted).
3. Budget Change Human Services Task Force.
Page 3 of 3
Dublin Human Services Task Force
GUIDING PRINCIPLES ESTABLISHED AT
JULY 25, 2012 MEETING
Below is a list of Guiding Principles that were agreed upon at the July 25, 2012 Task
Force meeting. These principles will be used as a guide in development of the Priority
List for City Council's consideration.
1
Tie Priority List items to the 2011 Needs Assessment Report 14 Key Areas
of Concern.
z
Leverage services and resources that are already in place.
3
Take into consideration duplication or overlaps in services provided by other
entities.
4
Take into consideration funding allocations as set by the City Council and /or
other established funding sources such as the Community Development
Block Grant allocation.
5
Take into consideration City resources, including Staff time, when making
Priority List recommendations.
6
Keep recommendations within the span of control