HomeMy WebLinkAbout01/23/1989, 2 - HUMAN RELATIONS COMMISSION (HRC): FUNCTIONS AND STAFFING REQUIREMENTS. p�u MEETWG DATE
city Of San LUIS OBISPO Jan. 23 1989
COUNCIL AGENDA REPORT STEM NUMBER:
FROM: Toby Ross, Assistant City Administrative Officer
SUBJECT: Human Relations Commission (HRC) : Functions and Staffing
Requirements.
RECOMMENDATIONS:
1) Reaffirm the role of the Human Relations Commission as advisory to the City
Council.
2) Redirect all service programs with the exception of Grants-in-Aide to existing
organizations which have the ability to assume program responsibilities.
3) Reaffirm the determination to limit advisory bodies to 7 members.
4) Direct staff to prepare a budget and staffing plan to implement City Council
policy direction, including ordinance changes if necessary.
5) Request the HRC and staff to determine the scope and objectives for a Human
Needs Assessment to be considered for the 1989-1991 Financial Plan.
SUMMARY:
The HRC is an advisory body whose main function is to recommend to the City Council
and the CAO how civil rights and social concerns of City residents can best be
addressed. Since its inception in 1964, the HRC has become involved in the
provision of direct human services and programmed activities. This level of
activity has required the HRC to retain staff to carry out programs and services.
In April 1988, the Council expressed a desire to narrow the scope and functions of
the HRC to be consistent with other advisory bodies. This action will require that
programs and services be redirected to existing organizations which have the ability
to assume program responsibilities. Current staff support would become the
responsibility of administrative staff.
SIGNIFICANT IMPACTS:
There will be a reduction in services offered to residents until programs and
services are redirected to organizations who are able to assume responsibility.
Some activities such as mediation have been suspended already pending policy
direction.
CONSEQUENCES OF NOT TAKING THE RECOMMENDED ACTION:
The Council's policy direction would not be clearly established and the NRC's
uncertain role would continue. Existing programs and activities would operate. The
current Human Relations Aide position would need to be reclassified to adequately
reflect job responsibilities and upgraded from temporary to full-time.
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MiGs COUNCIL AGENDA REPORT
BACKGROUND:
The Human Relations Commission was established by the City Council in 1964 to make
recommendations on social concerns and human needs and to advise the Council on how
these needs and concerns can best be addressed by the City.
Ordinance No. 939, adopted 1982, reconfirmed the establishment of the HRC. It
defines the purpose and functions of the HRC, including the following key points
(Ordinance attached) .
Purpose:
" . . .to advise the Council in its actions to create an environment within
the city in which all persons can enjoy equal rights and opportunities regardless
of race, religion, sex, national origin, age, physical, mental or economic status."
Functions:
" . . .provide a forum for residents to discuss human rights and relations.
To receive and investigate complaints concerning community tensions and
acts of discrimination; to assist in resolution of tenant/landlord problems; to
provide mediation services to citizens who need rights and information and cooperate
with and assist other human service groups which have a similar purpose.
To review and evaluate all funding requests—to provide liaison to
recipients of Grants-in-Aid monies. . . "
Throughout its existence, the HRC has assumed an adaptive role, addressing needs and
concerns as they surface. The HRC has been flexible as a community sounding board
for the Council and at times has taken an active role through program development to
fill gaps when services were not being met through community non-profit
organizations.
HRC FUNCTIONS
The role of the HRC is to recommend to the City Council and the CAO how civil rights
and social concerns of city residents, can best be addressed. The HRC in the past
has taken the role very seriously and has extended its scope and function by
implementing programs to actively meet those needs. Providing direct services is
beyond the scope of responsibilities established by City Council. HRC functions are
established by ordinance, council policy (i.e. , Advisory Body Handbook and Financial
Plan) and NRC's own workplan.
MY Of San LUIS OBIspo
Nft COUNCIL AGENDA REPORT
ANNUAL WORKPLAN:
Currently, the active role and responsibilities of members of the HRC are outlined
in an annual workplan. (Individual workplan items are discussed in an attachment. )
The HRC Annual Workplan for 1988-89 includes the following:
1 . Grants-in-Aid
2. Landlord-Tenant Issues and Mediation Training
3. Law Week
4. Forum With Community Agency Representatives
5. Cultural Awareness Event
6. Miscellaneous Business Items
Several items included in this workplan have not been pursued, awaiting policy
direction from the Council.
Grants-in-Aide (GIA) has, and continues to be, the most time consuming program for
the Commission. Annually, HRC orients agencies to the process, reviews grant
requests and recommends funding for a growing number of social service non-profit
agencies. Additionally, each commissioner acts as a liaison to a GIA funded
agency. By attending agency meetings and keeping abreast of agency activities, the
HRC fosters a cooperative and productive relationship between the City and the
funded agency.
The City's traditional philosophy has been to encourage community involvement, to
support existing organizations in their effort to meet human services needs and to
avoid duplication of services. When a need has been fulfilled, either by the
elimination of that need, or by another organization assuming responsibility for
that need, the City has redirected efforts or turned the responsibility over to that
organization.
The annual workplan developed by the HRC provides direction for goals and objectives
established in the Financial Plan.. The workplan, based on Financial Plan
Objectives, assumes an active role in providing the direct human services to meet
community needs. The key issue with HRC is whether direct services should be
offered by an advisory body to the Council. Is there another local organization
which is offering a similar program or service? Would it be beneficial for an
existing organization to assume responsibility for a program area and to offer the
service more efficiently and effectively?
NEEDS ASSESSMENT:
The last report which assessed human needs and social concerns of the residents of
San Luis Obispo, was presented to the City Council in February of 1978. This report
was the product of a sizable effort which cost about $15,000 and involved
considerable staff time. Since that time, the program needs and functions of the
�- HRC have changed. Human service organizations have rallied to meet needs while
others have evolved, adapting activities to satisfy demands. The HRC requested an
objective in the 1985-1987 Financial Plan to update the Human Needs Assessment.
This request was not approved by the Council.
city of San LUIS OBISp0
COUNCIL AGENDA REPORT
It is difficult for the HRC to determine unmet human needs without a current
assessment. A current assessment would qualify actual needs, consider and
prioritize those needs which are not being addressed by existing organizations and
determine the City's current degree of responsibility to the residents of San Luis
Obispo in meeting those needs.
HRC CONSIDERATIONS:
Recently, in an effort to increase consistency among advisory bodies of the City,
the Council moved to reduce HRC membership from a twelve member commission to a
seven member commission. In addition, a recent move from its location on Osos
Street, brought the HRC staff more directly under the direction of the City
Administrative Staff.
The Council should provide clear direction on the role and function of the Human
Relations Commission in light of the fluctuating social concerns and needs within
the City of San Luis Obispo. Until the Council provides clear direction, the HRC
cannot adequately meet its obligation to the Council and the issue of staffing
cannot be resolved.
If the Council desires the HRC to serve the City as an advisory body, the scope of
that service needs to be defined, programs redirected and/or eliminated and goals
and objectives redefined. If it is determined that the scope of service is to be
narrowed to be consistent with other advisory bodies, this will define the level of
staff support.
As was previously stated, in addition to being the eyes and ears of the Council for
matters of civil rights and social concerns, the major function of the HRC is to
review and recommend service organizations for GIA funding. In this respect, the
Human Relations Commission is more closely aligned with the Promotional Coordinating
Committee, with its major function being to review and recommend service
organizations for GIA funding to help promote the overall quality of life for
residents and to promote destination tourism. PCC Grants-in-Aid program is
implemented by Administrative Staff who works closely with PCC subcommittees.
COMMISSION CONCERNS :
In November 1988, the Council received a memo from the HRC expressing concern over
the recent revisions to the Advisory Body Handbook. Of major concern was the
deletion of items related to mediation, landlord/tenant services, and civil rights
monitoring. The HRC feels that the Council may be changing the role of the HRC
without the benefit of input from either the HRC or the public. The memo expressed
concern that the Council does not fully understand the role of the HRC. HRC feels
that a reduction of commission membership from twelve to seven members may
jeopardize the representative quality of the HRC and create additional GIA workload.
A formal request was directed to the Council that:
1. the duties, functions and programs remain consistent with the enabling
ordinance, by-laws and published goals and objectives.
city of san Luis osispo
COUNCIL AGENDA REPORT
2. the Advisory Body Handbook should explicitly state these functions, and
3. the HRC be maintained at its official membership of 12 members.
In December, 1988, the HRC was given the draft copy of the CAO report to the City
Council regarding the future roles and responsibilities of the Human Relation
Commission. It was intended that the HRC would review and comment prior to
Council 's receipt of the final report.
During the regular January meeting of the HRC, the Commission responded to the CAO
report with a recommendation that the HRC re-submit it's November memo which
outlined recommendations to maintain the status quo.
In addition to the above listed policy positions, the HRC recommended and urged the
Council to:
* Continue to engage it's tenant-landlord, mediation, Grants-in-Aid and Cultural
Awareness activities, as well as any other undertakings which it believes to be
crucial to the state of human rights and relations in San Luis Obispo.
* Retain as its staff a full-time professional aide, as well as a part-time
secretary.
The Council should provide clear direction in light of the NRC's role and function
as specified in Ordinance No. 939. If policy or ordinance modifications are
required, they will be prepared by staff for adoption by the City Council. In
addition, Council should reaffirm the determination to limit advisory bodies to 7
members.
STAFFING CONSIDERATIONS :
For reasons as much historical as practical, staff positions are specifically
assigned to the Human Relations Commission. In addition to administrating GIA, HRC
staff is responsible to carry out the programs and activities determined by the HRC
within the broad objectives included in the Financial Plan. Currently HRC staff
consists of a temporary Human Relations Aide and a half-time clerical position.
The Human Relations Aide works under the direction of the Assistant to the CAO and
performs various duties including Grants-in-Aid, landlord/tenant advice, clearing
house for social and/or civil rights issues and general staff support to the Human
Relations Commission.
The issue of HRC staffing was addressed in a memo from the CAO to the Council last
April. The CAO noted that it is inconsistent with City policy and structure to
have one advisory body that is substantially different from others. Having
specifically assigned staff is unlike other boards and commissions of the City. To
date, that effort is still pending Council Direction.
A thorough analysis of the functions and staffing of the HRC must consider the
existing organizational structure which has evolved over the past several years.
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MaGo COUNCIL AGENDA REPORT
Since mid 1970, when the HRC program coordinator was a independent contractor
responsible to the commission, the organizational structure of the HRC has been
molded to meet both program and administrative demands. If the Council determines
that elimination of the HRC staff function would bring the HRC more in line with
other Commissions, a revised organizational structure should reflect that change.
If the Council determines that implementing human service programs is within the
scope and responsibilities of the Human Relations Commission, then current staff
level needs to be examined to determine whether the level and classification of
staffing is adequate for program support. An HRC program .workload study performed
June, 1988, determined that staffing and staff classifications were not adequate to
meet the 1988-1989 workload. If Council directs the Human Relations Commission to
continue human service programs, the results of that study will need to be
considered and addressed.
In the event that additional HRC programs are eliminated, with the exception of GIA.
staff support will still be required to act as a liaison between the HRC and the
City Council and to implement the annual grants-in-aide program. This can be
accomplished by shifting that responsibility from HRC staff to existing
administrative staff or by increasing administrative personnel to include an
administrative assistant position. This position could be responsible to both
Grants-in-Aide programs, HRC and PCC, and through the CAO would represent these
advisory bodies to the Council.
Whether the existing programs are retained or are reduced, staffing should be more
specifically identified as working in the CAO's office.
ALTERNATIVES - HRC FUNCTION:
1. Maintain the current status of the Human Relations Commission as an advisory
body to the City Council which also implements programs to meet social and human
service needs as approved by the Council .
2. Clarify the role and function of the HRC as an advisory body to the City Council
to advise the Council on how it might best address human rights and social concerns
of the residents of San Luis Obispo. Redirect or discontinue some or all service
functions previously assumed by HRC to community organizations which have the
ability to perform these functions.
3. Request HRC and staff to determine the scope and Objectives for a Human Needs
Assessment to be considered in the 1989-1991 Financial Plan. This alternative could
be considered in conjunction with either of the other two alternatives.
ALTERNATIVES - STAFFING:
1. Maintain the current level of programs and service as is outlined in the
1988-89 workplan. Reclassify and augment staff to meet 1988-1989 program needs.
Specifically identify staff as members of the. CAO's office.
2. Reduce or redirect programs implemented by the HRC and organize staffing
accordinglY under the direction '
������ib►►I�NII[II��� �I D city of san ius osispo
A COUNCIL AGENDA REPORT
OTHER DEPARTMENT COMMENTS:
The City Attorney and Personnel Department have reviewed and concur with the
recommendations.
FISCAL IMPACT:
The recommended actions should stabilize or slightly reduce staffing costs for HRC
functions. This potential savings may be offset by the need to augment
Grants-in-Aid funding to outside agencies to provide desired services. The cost of
a needs assessment will depend on its scope. An update of the previous study,
making extensive use of HRC commissioners would cost about $10,000 for consultant
and/or staff time. To recreate the 1977 study would cost at least $30,000.
RECOMMENDATIONS:
1) Reaffirm the role of the Human Relations Commission as advisory to the City
Council.
2) Redirect all service programs with the exception of Grants-in-Aid to existing
organizations which have the ability to assume program responsibilities.
3) Reaffirm the determination to limit advisory bodies to 7 members.
4) Direct staff to prepare budget and staffing plan to implement City Council
direction, including ordinance changes if necessary.
5) Request the HRC and staff to determine the scope and objectives for a Human
Needs Assessment to be considered for the 1989-1991 Financial Plan.
ATTACHMENTS:
Responsibility/Workload Analysis
Financial Plan
Ordinance No. 939
Annual Workplan 1987-88
Advisory Body Handbook
HRC By-Laws
1
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HUMAN RELATIONS COMMISSION .
RESPONSIBILITY
WORKLOAD ANALYSIS
KEY: ORD = Ordinance 939 FP = HRC Financial Plan narrative
WP = HRC Workplan B HRC By-Laws
.ABH = Advisory Body Handbook.
TASK/ COMMENTS/
RESPONSIBILITY SOURCE STAFF COMM. ALTERNATIVES
1)GIA Ord, FP, Significant workload
ABH, WP for HRC and staff.
Possible to contract
out to existing agency
such as United Way.
a. Workshop x x
b. Review/Rec x
c. Contracts x
d. Liaison x
---------------------------------------------------------------------
2) TENANT/LANDLORD
a. Information FP,WP x Possible to shift
program responsibility
to existing agency,and
augment GIA funding to
supplement agency
Shift to Small Claims
Court Advisory Program
L
b.Mediation HRC Not a current If need is determined
activity by assessment, program
could be implemented
by an existing agency
currently offering
local housing services
If undertaken by HRC
would require signifi-
cant staff support.
---------------------------------------------------------------------
3) . LAW WEEK WP x x Shift staff
responsibility to the
Bar Assoc. Maintain
current HRC support
Minor staff and HRC
workload.
---------------------------------------------------------------------
4) .
------ -- -
4) . FORUM WP x x Shift staff duties
to Commissioners
Primarily HRC workload
---------------------------------------------------------------------
l
/1
RESPONSIBILITY/WORKLOAD ANALYSIS (Cont. )
TASK/ ---N- COMMENTS/
RESPONSIBILITY SOURCE STAFF COMM. ALTERNATIVES l
5) . CULTURAL WP x x Y Shift staff duties to J
AWARENESS commissioners or
EVENT involve volunteers
Significant HRC and
staff workload
---------------------------------------------------------------------
6) . HRC ORD, x x HRC preparation for
MEETINGS ABH and record of meetings
requiring need of
a. Public Input staff support. Most
b. Misc. Business significant HRC work
c: Info Sharing load. Equivalent
staff workload
KEY: ORD = Ordinance 939 FP = HRC Financial Plan narrative
WP = HRC Workplan B = HRC By-Laws
ABH = Advisory Body Handbook
o
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ORDINANCE NO..939 (1982 Series) NOV 15 I
AN ORDINANCE OF THE CITY:OF SAN LUIS OBISPO
ADDING PART 8 TO CHAPTER,4 OF ARTICLE II OF
THE SAN LUIS OBISPO MUNICIPAL CODE, TO RE-CONFIRM
THE ESTABLISHMENT OF THE HUMAN RELATIONS COMMISSION
BE IT ORDAINED by the Council of the City of. San Luis Obispo as follows:
SECTION 1. Part 8 is hereby added. to Chapter 4 of Article II of. the San
Luis Obispo' Municipal Code, to read as follows:
"Part 8 - Human Relations Commission
SECTION 2480. CREATED
There- is hereby established. the Heiman Relations Commission, originally
appointed by motion of the City Council in January 1964. .
SECTION 2480:1 COMPOSITION
The Human Relations Commission shall consist of 12 members who are repre-
sentative of!the'diverse groups within the City and who have a demonstrated
interest in social issues.
SECTION 2480.'2 PURPOSE '
It is? the purpose of the Human Relations Commission to advise the Council
in its actions to create an environment within the city ip. which all persons can
enjoy equal rights aad opportunities regardless of race,sreligion, .sex,, national.
origin, age, physical, mental or economic status. The Human Relations Commission
shall make recommendations to the Council or the City Administrative Officer on
how these"social concaarns and human needs can best be addressed.
SECTION 2480.3 FUNCTIONS
1. To promote mutual understanding and foster harmonious relations
between persons and groups within the community, and provide a forum for residents
to discuss problemsrelating to human rights and relations.
2. To receive and investigate complaints concerning community tensions
and acts of discrimination; to assist in resolution of tenant/landlord,problems;
to provide mediation services to citizens who need rights information and. to4j /O
0 939
Ordinance No. 939 (1982 Series)
l �
cooperate with and assist other human services groups which have similar purposes.
To make recommendations to the Council when action is proposed as a means to insuring
community cooperation and understanding.
3. To evaluaite perceived inadequacies in human rights and services and
to recommend possible action.
4. To review and evaluate all city-funding requests from groups which
provide human services; to provide liaison to recipients of grant-in-aid monies,
through personal contact and required activity and budget reports.
5. Such duties, including studies and research, as the City Council
deems necessary and appropriate and 'assigns to the Commission.
SECTION 2480.4 TERMS OF OFFICE
Commissioners shall-be appointed by the City Council for terms of two (2)
years, commencing immediately upon appointment, and six commissioners shall be
appointed each year. Commissioners shall serve at the pleasure of the Council.
Any commissioner may.be reappointed, provided that no appointee shall serve more
than four (4) consecutive terms (8 years) . Commissioners who have served for six
or more consecutive years at the time this ordinance becomes effective shall be
eligible for reappointment to no more than one additional term.
Vacancies shall be filled, by the Council, for unexpired terms. Appointment
for a partial term following an unscheduled vacancy shall not preclude the
appointee from serving four consecutive full terms following completion of the
partial term, provided the partial term served is less than one year.
SECTION 2. This ordinance, together with the ayes and noes, shall be published
i
once in full, at least three (3) days prior to its final passage in the Telegram-
Tribune, a newspaper published and circulated in said City, and the same shall
go into effect at the expiration of thirty (30) days after its said final passage.
-2-
Ordinance No. 939 (1982 Series)
INTRODUCED AND PASSED TO PRINT by the Council of the City of San Luis
Obispo as a meeting held on the 26thday of October ; 1982T on motion of
Councilman Settle seconded by Councilman Griffin , and on the
following roll call vote:
AYES: Councilmembers Settle, Griffin, Dovey, Dunin and Mayor Billig
NOES: None
ABSENT: None
D!A -OR IE C. BILLIG `
ATTEST:'
j CITY PLERK PAMELA V ES
x
Approved:
City Administrativi Offi er .
City Attorney
i
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I
HUMAN RELATIONS COMMISSION
1988-1989 WORKPLAN
ANALYSIS
Grants-in-Aid
The role of the HRC throughout the GIA process is review and evaluate
proposals submitted by human service agencies and to make
recommendations for distributions of GIA funds for the. City Council.
Tasks performed by staff and the commission include the following:
1) Review, evaluate and update GIA application.
2) Conduct GIA Applicant workshop.
3) Review of applications by sub-committees..
4) Subcommittees bring recommendations to the HRC for review.
5) Conduct GIA public hearing.
6) Prepare recommendations for the City Council.
7) Review and evaluate process to make recommendations for
following years process.
8) Liaison to GIA funded agencies.
The Council has indicated that it is comfortable with the GIA process
implemented by the HRC. 74% of the work performed to implement GIA is
performed by staff. 26% is performed by commissioners.
Landlord/Tenant
In accordance with Ordinance 939, the HRC maintains an office open to
the public and provides a landlord/tenant advice service.
Landlord/tenant advice is handled almost exclusively by the Human
Relations Aide and the part-time clerical assistant. Approximately
15-20 calls received daily, pertain to landlord/tenant issues.
Approximatly 5 calls are received from non-residents. These calls are
referred to the respective city of the caller, or to the county,
although, no appropriate agency exists to perform the same service at
the county level.
Most calls received involve a caller who has a question relating to a
rental situation. Specific questions about existing landlord/tenant
ordinances, civil codes, or procedural requirements are answered.
Legal advice is not given. In most cases the information provided
solves the problem for the caller. In addition to the information
service, the HRC conducts a landlord/tenant workshop to educate
residents of their rights and responsibilities and to encourage proper
renting procedures (either as landlord or tenant) .
It is estimated that approximately 20 hours of staff time are spent per
week on the landlord/tenant information service. The service is
exclusively a staff function.
Mediation Service
The 1987-1989 Financial Plan included in its objectives., provision to
develop in-house capability for training commissioners and volunteers
to provide mediation services (D-43) . In September of 1987, staff
began the formal process of program development. From September 1987
through February of 1988. staff recruited and trained volunteers, both
commissioners and local residents, to provide volunteer staffing for
the landlord/tenant mediation program.
Although, mediation services were included in the 1988-1989 workplan,
the mediation program has never been formally implemented. During a
regular meeting of the Council, April 26, 1988, the Council denied
reclassification of the Human Relations Aide position.
Reclassification would have indicated to the HRC the Council 's approval
and authorization to carry out mediation program goals and objectives.
No mediation, either formal or informal, has been conducted subsequent
to Council direction.
The mediation program, as intended, was to provide a vehicle for local
residents to solve disputes without resorting to the costly and time
consuming process of the civil court system.
Law Week
The HRC co-sponsors Law Week, an annual event sponsored by the San Luis
Obispo Bar Association. The purpose of Law Week is to educate the
public regarding their individual and legal rights. Since the Bar
Association sponsors the event, the Commission's role is supportive
rather than primary. Staff's role, in this event, is normally
minimal.
Forum With Community Agency Representatives
This is a new activity requested by the Commission in response to the
Council's encouragement that the Commission improve communications and
develop more formal procedures between the Commission and existing
human service agencies. It is the intention for staff to provide
logistical support, i.e. , contacting service agencies, providing a
location and arranging a format to reflect HRC goals. The commission
will run the forum.
Cultural Awareness Event
Cultural Awareness Week has been sponsored by the HRC for the past
three years. Its purpose is to promote community awareness and
appreciation of the cultural variety within the community. The
Commission plans the event and works together with staff for
' � I
WORKPLAN
_J
GRANTS-IN-AID
Purpose is to provide support to private human service
agencies, particularly those serving the homeless, and those
providing fuel , food and shelter to the needy within the
City.
Responsible sub-committee.
Grants-in-Aid Sub-committee
Goals and objectives
1. To review GIA applications in a thorough and timely
manner prior to the Public Hearing.
2. To conduct a public hearing for the GIA applicants
and interested parties to present their proposals to the
full HRC.
3. To evaluate all GIA proposals and to prepare a
recommendation for the City Council .
Target Group(s)
Human service agencies operating within the City of San
Luis Obispo.
Methods
To accept, study and evaluate proposals submitted by
human service agencies and to prepare a recommendation for
distributions of grants-in-aid funds for the City Council .
Activities
1 . All Commisioners should be familiar with each
application.
2. The HRC Sub-Committee will make preliminary
recommendations to the entire HRC prior to the public
hearings.
3. The full Commission should develop basic criteria
for evaluating the proposals such as needs of the community,
duplication of services within the community, efficiency of
resource use by the service group, quality of services
provided, etc.
t4. Commissioners should be prepared to ask for
clarifications of any concerns regarding the proposed
services. Study of the original proposals will provide a
foundation for the Commissioners to use as a starting point
for obtaining any additional information they feel. is
necessary for an effective evaluation of the proposal .
5. Evaluate the proposals. Commissioners will apply
the criteria previously developed to the proposals and
presentations from the various service groups.
6. Prepare a final recommendation for the City
Council . The recommendation should include both which
services should be funded, the amount of funding
recommended, and a brief summary of the HRC's reasons in
support of its recommendations, i .e. as related to the
criteria used..
Anticipated Results
A well prepared and supported package recommendation
which the City Council will be able to use as a base for its
final appropriations of GIA at the public hearing.
Time Frame
January: RFP made available to service groups (staff)
/ February: GIA Applicant Workshop
GIA Applications due February 24
GIA Review Begins (GIA Sub-Committee)
March: GIA Review Continues (Sub-Committee and
individual Commissioners)
Special Meeting of HRC - Develop criteria for
evaluating GIA proposals, discuss specific
applications in preparation for public
hearing. (Full Commission)
April : GIA Public Hearing
May: GIA Evaluations and preparation of final
recommendation for City Council
June: Finalize recommendations and submit to City
Council . (A representative of the Commission
should attend the CC public hearing(s) in
case any questions arise as to the written
recommendations made. )
July: Evaluation (as detailed below)
Evaluation
1 . Was each phase (familiarization, review,
hearing, evaluation and recommendation) completed
within the time frame?
I
2. Were the criteria developed relative and
satisfactory? Could they be more complete or less
complicated?
3. Was the final recommendation clear and well
supported? (Did the. City Council find it useful? )
4. Any other suggestions for improving the
Commissions ' process?
* ( In the following sections, if a sub-committee seems
appropriate I have listed it and placed a * by it to
indicate it may or may not be created at the HRC' s
pleasure. )
041,
� . LANDLORD-TENANT ISSUES AND MEDIATION TRAINING
Purpose is to assist landlords and tenants with
information on their rights and responsibilities and to
provide a quality mediation service for settling
landlord-tenant disputes in the City of San Luis Obispo.
Responsible Sub-committee
Staff
Executive. Committee
Mediation Committee*
Goals and Objectives
1 . To recruit and train volunteers to act as mediators
in landlord-tenant disputes.
2. To provide a landlord-tenant workshop for the
community.
3. To hold a community forum on mediation.
Target Groups
CLandlords and tenants in the City of San Luis Obispo
- Potential volunteers to serve as mediators
Method
To recruit volunteers and provide them with training in
mediation so that a mediation service can be adequately
provided, and to provide workshops and community forums to
encourage use of the mediation service..
Activities
1. Mediation Training
2. Tenant-Landlord Workshop
3. Mediation: Community Forum
Anticipated Results
An effective mediation service provided for landlords
and tenants in the City of San Luis Obispo, and a community
J
si I
that is aware of the availability of the service. A
reduction in landlord-tenant disputes would also be
expected.
Time Frame
February: Mediation Training
April : Second Mediation Training (tentative)
Planning of Tenant-Landlord Workshop
May: Tenant-Landlord Workshop
Plan Mediation Community Forum
June: Mediation Community Forum
July: Evaluation (see below)
Evaluation
1. Is the mediation program being implemented?
2. Was the tenant-landlord workshop well-planned and
implemented? Did it accomplish its objectives? Should it
be considered as a repeat activity?
3. Was the Mediation Community Forum well planned and
implemented? Was it well received by the Community? Is it
valuable enough to be considered as a repeat activity?
CLAW WEER - CO-SPONSERED WITH THE SAN LUIS OBISPO COUNTY BAR
ASSOCIATION
Purpose is to provide a focus on individual rights and
responsibilities through provision of workshops, forums and
seminars for educating the public and increasing public
awareness of these issues.
Responsible sub-committee
1 . Executive Committee
2.. Law Week Sub-Committee*
Goals and Objectives:
1 . Plan a week of activities that focus on the legal
rights and responsibilities of the individual .
2. Determine the specific needs of our community and
provide forums, seminars, and/or workshops in those
legal areas to increase awareness of rights and
responsibilities.
3. Utilize the broad spectrum of resources available
in the Community.
4. Provide publicity for the events planned..
Target Groups
To be determined by evaluation of needs in the
community. Might include tenants, homeless, juveniles,
women, abused wives , etc. In general , whatever ,groups
are felt to have a special need for education about
their legal rights and responsibilities.
Method
To research, determine groups with a need for legal
information, and provide workshops, forums, etc. that
focus on these needs during "Law Week" . Also, to
publicize the events to make the entire community aware
of the focus on individual legal rights and
responsibilities.
Activities
1 . Determine "target" groups.
2. Plan activities .
3. Law Week.
Anticipated Results
A better informed community in general , and
specifically those groups for whom specific activities
were provided.
Time Frame
March: Determine target groups for Law Week with
both needs of community and available
resources in mind.
April : Plan Law Week - specific events and publicity
May: Law Week
June: Evaluation (see below)
Resources
1 . Law profession: judges, lawyers, legislators
2. Cal Poly: professors
3. Criminal Justice System: Law enforcement, District
Attorney' s office, Social Services ( juveniles ) .
Evaluation
1 . Was Law Week well planned and executed?
2. Was Community response favorable?
3. What improvements could have been made?
4. Was this activity worth repeating?
FORUM WITH COMMUNITY AGENCY REPRESENTATIVES
The purpose is to improve communications between the
Commission and the agencies with which is works, to
provide a clearer sense of community needs and the
services being ,provided to meet. those needs, and to
further closer cooperation between service agencies and
between those agencies and the Commission.
Responsible sub-committee
Executive Committee
Goals and objectives
1 . Promote a clearer understanding of community needs
and the ways in which those needs are being met by
Community Service Agencies.
2. Explore the needs of the services agencies and ways
in which they might assist. each other or be assisted by
the HRC.
3. Further open communication between the Commission
and the Community Service Agencies.
Target Groups
Community Service Agencies in the City of San Luis
Obispo.
Methods
Organize a forum with the HRC and Community Agency
Representatives.
Activities
1. Plan the focus and format of the forum
2. Notify and invite Community Service Agencies.
3. Host the forum.
Anticipated Results
Improved understanding of community needs, the services
being provided to meet those needs, and the needs of
the agencies providing those services.
I
I
Time Frame
May: Determine where the forum is to be held.
Decide on the focus and format of the forum.
( Is this to be for Agency Representatives and
Commissioners only, or is the public
invited? )
June: Finalize format of the forum (question and
answer, -presentations, formal or informal? )
and draft a list of agencies to be included
and an invitation (general content, staff can
provide the specific invitation) .
July: Host the Forum.
August: Evaluate
Evaluation
1. Was the format chosen effective? What might have
improved it?
2. Was the forum valuable - did it accomplish
objectives (goals? )?
3. Should more of these types of forums be planned?
_ J
CULTURAL AWARENESS EVENT
Purpose is to promote community awareness and
appreciation of the rich cultural variety within it.
Responsible Sub—Committee
Executive Committee
Cultural Awareness Committee*
Goals and Objectives
1. To provide an event which focuses on cultural
awareness.
2. To plan an activity which includes a broad spectrum
of cultural backgrounds.
3. To include the community in a special activity of
sharing that is intended to increase cultural
awareness.
Target Groups
The entire community of San Luis Obispo, its
surrounding areas and tourists:
Methods
Plan a cultural activity to promote cultural awareness
and focus the attention of the community on cultural
backgrounds, differences , and resources within it, or
on a specific cultural aspect within it.
Activities
1. Planning: determine the theme for the event,
choose the activity that is to be provided, and
decide what further planning and actions will be
needed to provide the activity.
2. Contact participants, plan and implement
publicity, and finalize organization of the event.
3. Cultural Awareness Event.
i 1
Anticipated Results
An event that is enjoyable and fun for the community
and that results in hightened appreciation of cultural
variety and resources in San Luis Obispo.
Time Frame
August: choose theme and plan specific event.
Determine available resources and desirable
place, time, and activity.
Sept: Organize the specific event, arrange to
contact participants, make arrangements for
space, etc.
Plan and implement publicity.
October: Cultural Awareness Event.
i
l '
MISCELLANEOUS BUSINESS ITEMS
Purpose is to facilitate smooth operation of the HRC.
Responsible Sub-Committee
Full Commission
Goals and objectives
1 . To provide a structure for efficient operation and
effective meetings.
2. To properly train all Commissioners.
3. To provide some social interaction. for
Commissioners with Community Groups and each
other.
Activities
1. Orientation of new Commissioners.
2. Quarterly Mayeor's Lunch for Commission Chairs .
3. Annual Report
4. CAHRO Conference
5. Revision of Bylaws and Code of Ethics
6. HRC Potluck
7. HRC Annual Dinner
Time Frame
March: New Commissioners Appointed
April : Orientation of new Commissioners begins.
Quarterly Mayor's Lunch for Commission Chairs
May: Annual Report
CAHRO Conference
Orientation of New Commissioners is Completed
June.: Revision of Bylaws and. Code of Ethics
July: HRC Potluck
Dec: HRC Annual Dinner
LEISURE, CULTURAL & SOCIAL SERVICES
SERVICE PROGRAM: Human Relations Program (0554)
FUND: General Fund J
DEPARTMENT: Non-Departmental
PROGRAM COSTS: ACTUAL BUDGETED REQUESTED PROPOSED
1985-1986 1986-1987 1987-1988 1988-1989
STAFFING $63.922 $65.500 $72.500 $73.400
OPERATING EXPENSES 73.474 114.851 114.150 107.008
MINOR CAPITAL 2.792 1.500 1.600 1.700
TOTAL $140.188 $181.851 $188.250 $182.108
PERMANENT STAFFING:
Assistant to the CIty Administrative Officer 1.0
Human Relations Aide 1.0
Total 2.0
SIGNIFICANT WENDITQRE AND
STAFFING CHANGESs
None.
PROGRAM DESCRIPTION:
The staff of the Human Relations Office performs l+
duties as requested by the Commission. City Admin-
istrative Officer. and the Council The Human Bela- --
tions Office administers the City's Grants-in-Aid Pro-
gram and provides administrative support to the
Human Relations Commisaon toward the realization
of its objectives.
Staff duties include: coordination with other public
agencies and human service agencies to provide infor-
mation
nformation and referral to people who phone or visit the
office. Staff members assist the public with a variety
of social concerns. including housing. employment.
discnmmation. and mental health issues.
Mediation is provided between tenants and
landlords
MAJOR 1987-89 OBJECTIVES: '
1. Ongoing: Provide information. education and
mediation services to local tenants and
landlords
2. Ongoing: Develop an in-house capability for train-
ing commissioners and volunteers as
mediators.
3. Ongoing: Monitor and report to the Human Rela-
tions Commission (HRC) local and
statewide legislation which addresses
relevant human relations concerns.
4. Ongoing: Inform city departments of various ser-
vices available though the HRC for the
purposes of referral and coordination.
5. Ongoing: Annually evaluate Grants-in-Aid
expenditures
D-43 r5���
LEISURE, CJLTURAL & SOCIAL SERVICES
SERVICE PROGRAM: Human Relations Commission (0107)
FUND: General
DEPARTMENT: City Council and Advisory Bodies
PROGRAM COSTS: ACTUAL BUDGETED REQUESTED PROPOSED
1985-1986 1986-1987 1987-1988 1988-1989
STAFFING $2.944 $2.100 $p
OPERATING EXPENSES 4.398 6.700 0
MINOR-CAPITAL 6.850 6.7550
0 p 0 p
TOTAL $7.342
$8.800 $6.850 $6.750
SIGNIFICANT EXPENDrrM AND
STAFFING CHANGES:
None.
PROGRAM DESCRIPTION:
The Human Relations Commission is a twelve
member body which serves the.City Council and City
Administrative Officer in an advisory capacity by
offering recommendations on various social and
human issues.
It is the goal of the Human Relations Commission to
improve the climate of human relations and the
human condition by advocating equal opportunity
for access to community resources for all city
_ residents The Commission proposes to accomplish
this goal by: establishing and maintaining an open
line of communication with the Community: provid-
ing education and promoting values and ideals
related to human rights: aiding and educating people
in the process of problem-solving and conflict resolu-
tion: serving as a catalyst to stimulate individual and
community action.
MAJOR 1987-89 OBJECTIM
1- Ongoing: Establish and maintain an open line of
communication between the Commis-
sion and the Community for the pur-
poses of providing ongoing needs assess-
ment and promoting an awareness of the
existence and function of the Commis-
sion.
2. Ongoing: Sponsor forums and educational
workshops designed to increase public
awareness and knowledge of individual
rights and responsibilities.
3. Ongoing:Develop an in-house capability for train-
ing commissioners and volunteers as
mediators:
4. Ongoing: Provide support to private human service
agencies with an emphasis on those serv-
ing the homeless and/or potentially
homeless and those providing basic ser-
vices to the needy of the City.
��I►d�►III(�1118HIIIIIIII��I�����&I�Ililill cityp SAn luis oBispo
990 Palm Street/Post Office Boz 8100 • San Luis Obispo, CA 93403-8100
BY-LAWS
HUMAN RELATIONS COMMISSION
CITY OF SAN LUIS OBISPO
ARTICLE 1 . PURPOSE
It is the purpose of the Human Relations Commission to advise
the Council in its actions to create an environment within the
city in which all persons can enjoy equal rights and
opportunities regardless of race, religion, sex; national
origin, age, physical, mental or economic status . The Human
Relations Commission shall make recommendations to the City
Council or the City Administrative Officer on how these social
concerns and human needs can best be addressed .
ARTICLE 2 . TERMS OF OFFICE
Commissioners shall be appointed by the City Council for terms
of two (2) years, commencing immediately upon appointment, and
six C6) commissioners shall be appointed each year .
Commissioners slhall serve at the pleasure of the City Council .
Any Commissioner may be reappointed, provided that no appointee
shall serve mote than Four Cit) consecutive terms CB years) .
ARTICLE 3 . MEETINGS
A . The Commission shall hold a regular meeting each month but
not less than ten C10) times a year .
B . Meetings will be held at 7: 00 p .m . the First Wednesday of
each month .
C . The Commission meetings shall be open to the public and
shall be held at City Hall or other previously announced
locations at specific times as required by California law .
0 . A quorum shall consist of a majority of the- Commissioners
currently serving .
E . All actions of the Commission shall be decided by a majority
vote or consensus and shall be directed through the
Commission Chair . _
ti I
city of sAn luis oBispo
r
990 Palm Street/Post Office Box 8100 • San Luis Obispo,CA 93403-8100
Human Relations Commission
Page 2
F. Minutes of each meeting shall be Forwarded to the City
Council and be available as a public record .
• G. The Chairperson or any three members of the Commission may
call a special meeting providing a week 's prior notice is
given in writing to each member.
H . All Commission meetingsshall be conductedaccording to
Robert 's Rules of Order, Newly Revised .By-laws
I . All members present must vote, except when abstaining due to
a declared conflict of interest .
J . Any member with a declared conflict of interest shall not
vote on or participate in any discussion of an item or in any
manner attempt to influence the decision on that item .
ARTICLE 4 . SUBCOMMITTEES
Subcommittees shall be appointed, as needed, by the Chairperson.
Study committees may include non-commission members who shall
have no voting power. Standing subcommittees shall be:
Grants-in-Aid and Program/Training .
ARTICLE S . OFFICERS
A . The officers shall be a Chairperson and a Vice-Chairperson
who shall be elected at the Commission meeting in April for
one-year terms .
B . Executive Committee shall be the Chairperson,
Uice-Chairperson, and the Chairpersons of the Standing
Subcommittees .
C . The Chairperson shall preside over all meetings of the
Commission, prepare all meeting agendas with the Executive
Committee and perform such duties as directed by the
Commission .
D . The Vice-Chairperson shall serve in the absence or
incapacity of the Chairperson .
ARTICLE S . WORKPLAN
The Commission shall develop a workplan on an annual basis :
�1
Cll �JoI111111I City Of SAn luis OBISPO
990 Palm Street/Post Office Box 8100 • San Luis Obispo,CA 93403.8100
By—laws
Human Relations Commission
Page 3
ARTICLE 7. AMENDMENTS
By-law amendments shall be submitted For Council approval by an
affirmative vote of the members present at a regular meeting of
the Commission, provided that such amendments shall have been
discussed by the Commission on the agenda of at least two
meetings prior to the vote. The , members shall receive the
proposed amendments at least ten C.10) days prior to the first
reading.
--jet