Loading...
HomeMy WebLinkAboutAgenda Statement 1988/01/12 Item 7ITEM TITLE: SUBMITTED BY: REVIEWED BY: COUNCIL AGENDA STATEMENT Item 7 Meeting Date 1/12-/88 Resolution ,C~ yQ ~ Adopting trre Chul a Vista Social Services lan with Amendment Community Development Director City Manage r (4/5ths Vote: Yes No X ) At the play 13, 1986 public hearing for the 1986-87 Community Development Block Grant (CDBG) budget, Council approved City sponsorship of the Chula Vista Social Services Plan. The Plan was written through the efforts of consultant Irene Saper and the Plan Task Force and Steering Committee. At the April 30, 19b7 workshop on the Plan, Council discussed the Plan's content, formally supported five of tVie seven basic recommendations of the Plan, and directed staff to undertake further study of two recommendations. Further study has been done. RECOMMENDATION: Ti7at the Council 1) adopt ttie resolution adopting the Chula Vista Social Services Plan with amendment; and, 2) direct staff to seek proposals for a consultant for six months to assist in the establishment and development of the Chula Vista Human Services Task Force. BOARDS/COMMISSIONS RECOMMENDATION: The Social Service Plan Steering Committee recommended approval of the Plan on April 16, 1987. The Commission on Aging and the Human Relations Commission also reviewed the Plan, receiving the Plan by mail and being invited to submit comments to the Community Development staff. The Commission on Aging submitted a number of comments stressing the importance of local senior needs and senior programs. Their comments are found in the Appendix of the Plan. At their meetings of November 18 and December 9, 1987 the Commission on Aging reiterated their preference for the original plan recommendation for a new City staff position, but expressed support for the proposed amendment in lieu of the original recommendation. At their special meeting of December 14, 1987, the Human Relations Commission recommended that no City staff position be developed and that the City not hire a consultant to assist with the establishment of the Human Services Task Force. Members expressed concern at adding additional bureaucracy in this area. DISCUSSION: Plan Content and Process: It is hoped that tfie Social Services Plan will prove to be a valuable resource fora wide range of public and private human service providers, administrators and funding agencies. Although the Plan was originally approved for funding primarily to assist the City with its CDBG social service funding process, the Plan has since come to be looked upon by many of the community leaders who • helped put it together as a possible springboard for addressing the most pressing human service needs in Chula Vista. Page 2, Item 7 • Meeting Date 1/12_/88 The Social Service Plan Steering Committee placed particular emphasis on the establishment of a volunteer Task Force. It was expressed that, if this group were to prove successful in its pursuits, Chula Vista would benefit substantially from increased public and private funding, a better understanding of needs and resources locally available, and a more advanced delivery of services. These advances could benefit County, State and Federal agencies serving Chula Vista, local school districts, community organizations and private human service providers, as well as the City. f~lembers of the Social Services Plan Task Force and Steering Committee having particular interest in the proposed Task Force are expected to take the lead in its development. However, it is felt that at least temporary staff or consultant assistance is needed to ensure the timely and successful establishment of the volunteer task force. At the April 30, 1987 Council Workshop on the Social Service Plan, specific focus was given to the following seven recommendations of the Plan: 1) That the City continue using CD6U funds to assist the operating expenses of social service agencies, but that the application process be improved by a number of procedures such as: a) pre-announcing priority areas for funding • b) holding pre-submission conferences for prospective applicants c) encouraging applications from pilot projects in need of seed money urlikely to need continuing support 2) T{~at the City consider funding the capital facility needs of social service agencies, an appropriate example being support for development of multi-service centers, where various services could be provided at the same location. 3) That the City recognize the highest priority human care needs of the community, as expressed in surveys and borne out by demographic data and information provided by social service providers, with the top three priority need areas being substance abuse, child care/latchkey needs, and cY~ild abuse/domestic violence. 4) That the City recognize the greater need for development of social service prograroos in South Chula Vista, relative to the rest of the City, and support the development of further programs at either existing community centers or at a new multi-service center in the southern portion of the c;ty. 5) That the City recognize the need for further provision of senior programs at existing service centers. =' Page 3, Item 7 • Meeting Date TT~T~ 6) That a volunteer Chula Vista Human Services Task Force be established to carry out recommendations of the Plan, including: a) facilitation of networking and coordination of activities among various social service agencies, public bodies, school districts and interested persons to address unmet needs and more efficiently operate existing programs b) analysis and discussion of timely issues in the local social services arena 7) That the City develop a staff position responsible for keeping the City informed on human service issues and working in coordination with the proposed Human Services Task Force, with the position either evolving from the existing Human Services Coordinator position or created as a new position. At the workshop, Council approved recommendations Nos. 1, 3, 4 and 5 above. P.ecommendation No. 6 was approved contingent on the Task Force being a community-based body, rather than it serving as a recognized Council advisory body such as the Commission on Aging or the Human Relations Commission. Staff was directed to provide further analysis of recommendations Nos. 2 and 7 prior • to final Council consideration of them for approval. CAPITAL FACILITIES FUNDING (Recommendation 2): With further analysis having been done, it is now felt that the recommendation to have the c;ty consider funding the capital facility needs of social service agencies should be approved. This policy is actually unofficially in effect at this time. In 1985-86, $30,000 in City CDBG funds were granted to the Girls and Boys Club to finance architectural fees for development of a new building on Oleander Avenue. Other City funds were loaned to the Girls and Boys Club for construction of their new facility. In two separate years, a total of $160,000 in City CDBG funds have been granted to the South Bay Pioneers to finance public improvements associated with their development of an alcoholics' recovery shelter. Approximately $35,000 of 1987-88 CDBG funds have been granted to the Woodlawn Park Community Center for rehabilitation of the facility. In addition, Jobs for Youth and the Shared Housing Program are housed, rent-free, in City-owned offices. It would be a useful project for the proposed Task Force to analyze the cost effectiveness and other issues of combining various social service agencies together in multi-service centers. CITY STAFF POSITION (Recommendation 7): The recommendation for the City to develop a new human services staff position has been explored with consideration given to various alternatives. It is recognized that the planning and provision of human care services is not a traditional role of City government, and that the City has relatively little • experience or knowledge in performing the role. Historically, the County has fulfilled the role of social services monitor and provider, and its experience ~' _ Page 4, Item 7 Meeting Date_ 1/12/88 • includes an effort some years ago to form a social services coalition in South Bay, an effort which could not be sustained due to workload requirements. Although the City has a position with .the title Duman Services Coordinator, the position primarily involves management of the Senior Services Center and has relatively little involvement with planning or provision of other human care services. Although the establishment of the Task Force is supported, it is not felt to be appropriate for the City at this time to take on permanent staff positions in social services. It is possible that the work of the Task Force will create opportunities and identify areas of need which will argue for greater City staff involvement in the future in the areas of social planning and networking. At this point, it appears appropriate to utilize existing Parks and Recreation and Community Development staff to effect our social service role. However, the start up time is generally the most difficult time for a new group such as the proposed Task Force. To ensure that the Task Force establishes itself rapidly, develops an efficient organizational structure and arrives at a realistic, yet productive agenda for future activities, some professional assistance is believed to be needed. Two forms of alternative assistance have been identified and are recommended. • Following discussions with the County's Office of Administration and a meeting with management of the Department of Social Services, the County has pledged to provide limited clerical support for the Task Force. It is understood that the clerical support would handle minutes and notices for Task Force meetings. Although the Task Force could be viewed as assisting the County in the planning and delivery of mandated services, the County does not feel able to commit professional staff support to ttie Task Force. County professional staff could, however, be expected to serve as members of the Task Force. Additionally, it is proposed that the City Council direct staff to seek proposals for a professional consultant fora period of up to six months, for an amount not-to-exceed $7,000, to assist with the start up of the Task Force. It is envisioned that the consultant would provide 15 to 20 hours per month of professional support to the Task Force at the critical start-up point. The consultant could play a vital role in bringing the Task Force together, helping to establish working goals and an agenda, and, most importantly, developing sustaining strength from within the group. The consultant should be skilled in both social service networking and organizational dynamics. It is further proposed that an evaluation of the progress of the Task Force be done by the City after six months to determine if any further professional assistance would be needed or desired. FISCAL IMPACT: Adequate funds are available in the City's CDBG Administration Account #634-6340-BG20U to cover the cost of the professional consultant. County staff clerical support would be provided at no cost. • WPC 3~lUH '- ~~;.