City of Bloomington  

FINAL REPORTAugust 2018

HUMAN SERVICES DIVISION SERVICE EVALUATION   

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City of Bloomington Human Services Division Service Evaluation August 20, 2018   Purpose At the direction of the City Council, the City of Bloomington has begun a multi-year process to conduct in-depth reviews of the city’s departments and services. The purpose of each review is to ensure that: 1) the programs and services provided by the City are effectively and efficiently delivered; 2) that the portfolio of services are still desired and necessary within the community and not unnecessarily duplicating what another organization or level of government provides; and 3) to identify areas where the City could adjust or improve its portfolio of services to better align operations for the future. Bloomington is unique among suburban cities in having a Human Services department or division and this fact lead to the selection of the Human Services Division for one of the first in-depth reviews. Human Services is part of the City’s Community Services Department, which also includes Public Health, Parks & Recreation and Communications.

Process 

A review team consisting of City Manager Jamie Verbrugge, Assistant City Manager Kris Wilson and Community Services Director Diann Kirby worked with Human Services Manager Lorinda Pearson, Administrative Coordinator Tracy Smith, and the City’s Budget Manager Cindy Rollins to gather and review data for this project. Input was gathered from current employees within the Division as well as other City Departments and Divisions who work with Human Services on a regular basis. Former Assistant City Manager Elizabeth Tolzmann was retained to gather input and feedback from external stakeholders such as volunteers, community organizations, and elected and appointed officials.

History of the Human Services Division 

The City of Bloomington’s Human Services Division was created in 1971 to coordinate and develop programs for seniors and youth. Youth services ranged from facilitating teen centers at the high schools to providing a youth counseling program. To address the needs of older adults, a multi-purpose, community center for seniors opened at the former Creekside Elementary School in 1974. Initial services included transportation, congregate meals, employment, volunteer opportunities, information and counseling, adult education, and recreation and leisure activities. To respond to the needs of individuals with disabilities, Human Services created the Office of Special Services in 1975. The office advocated for individuals with disabilities by providing educational awareness, employment support and removal of barriers. Today, Human Services

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offers person-centered planning for individuals with disabilities and their families, and acts as a resource on the Americans with Disability Act and other disability laws. As the population and demographics in Bloomington have changed, so has Human Services’ programs and activities. In 1996, Human Services changed its focus from seniors and individuals with disabilities to include all people in need regardless of age, disability or income. In the early 2000s, in response to growth of the City’s immigrant population, Human Services began providing informational resources in Spanish, Russian, Vietnamese, and Somali. The division currently serves as a link for employees to connect with language and interpreter services. Human Services also provides a bridge to bring people of different cultures together. For example, the division has worked closely with Bloomington Public Schools for more than a decade to plan and carry out their annual Diversity Day at the high schools. Staff is currently working with a group of interested community volunteers to arrange welcome meals in homes and community gathering places around the city. Programs and events such as this are often co-sponsored with the Bloomington Human Rights Commission. In the past year, Human Services staff have also been instrumental in leading citywide community engagement initiatives such as Bloomington Learn to Lead (BLLI) and Students in Government Day, and the internal Diversity & Inclusion in Government (DIG) events for employees.

Current Vision and Mission 

In recent years, the Human Services Division has been operating under the following vision and mission statements:

Vision: Human Services strengthens the quality of life of Bloomington citizens by addressing relevant community issues through its expertise, resources and partnerships. Mission: To assure human services needs are met through the engagement of Bloomington residents.

The Human Services Division serves residents who are underrepresented and underserved in the community. The division currently focuses its efforts on the following populations:

People with disabilities Adults age 50 and older Immigrant and refugee individuals and families Multicultural individuals and families Children, youth and families with low incomes Individuals and families who are homeless

   

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Programs & Services 

Human Services’ current efforts are focused around the following primary functions:

1. Resident Support Services: Helps individuals access services offered by the City and other organizations through the Connect with Human Services program. Clients are linked to resources for financial and housing assistance, food programs, transportation and other needs. Connect with Human Services served 795 individuals in the twelve-month period from July 2017 through June 2018. The division also teams up with other City departments to prevent utility shut-offs and address environmental and nuisance concerns.

2. Programs and Events: Plans and implements programs that celebrate Bloomington’s diversity. These include Kite Day, the Living Well Expo, Vietnam Veterans Commemorative Partnership, Diversity Day, and Black History Month. Staff also provide leadership on citywide engagement efforts such as Students in Government Day, Bloomington Learn to Lead Initiative and Diversity and Inclusion in Government.

3. Active Adult Programs: Provides opportunities for older adults to engage in planning, developing and implementing their own programs and services at Creekside. These include music, fitness and wellness, computer classes, cards, woodworking, ceramics and lapidary.

4. Creekside Community Center: Provides administration and general maintenance for Creekside, which serves approximately 100,000 visitors annually.

5. Meal Programs: Provides a weekday lunch program for seniors and partners with Loaves & Fishes on a weekday dinner program to help families stretch their food budgets. Data on the number of people served through the weekday lunch program can be found in Attachment A.

6. Food Programs: Utilizes volunteers to distribute bulk food through a collaboration with Fare for All and to deliver frozen meals provided by Optage. Also partners with Good in the Hood and two churches to provide sit-down Thanksgiving meals.

7. Contract Services: Distributes grants to nonprofit agencies to provide residents access to social services. Agencies that receive funding through these contracts include VEAP, Oasis for Youth, Cornerstone, and Meals on Wheels. For 2018, grants ranging from $4,500 to $42,000 were made to eight organizations, totaling $126,500. A listing of

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grants awarded from 2014 through 2018 can be found in Attachment B.

8. Volunteers: Coordinates Human Services volunteers for various programs and activities, including the senior dining program and special events. In 2017, more than 1,200 City volunteers donated an average of 42 hours each, valued at approximately $1.4 million. Approximately 30% of those volunteers assisted with Human Services and Human Rights Commission programs, activities and events.

9. Americans with Disabilities Act (ADA) Administration: Serves as the City-appointed ADA designee to address and advise on facility and program accessibility and handles ADA complaints and inquiries.

Staffing  

Human Services has 10 authorized full-time employees. The division’s staff includes a manager, administrative coordinator, facility and program coordinators, administrative support staff, and one maintenance worker. The division also employs approximately 15 to 18 part-time staff totaling 5.13 FTE in 2018. Six are regular part-time employees working 20-30 hours per week while the rest are building attendants whose hours vary. Part-time staff are generally based out of Creekside and provide office and building support. Please see Attachment C for a complete organizational chart.

Facilities 

The Human Services Division is based out of two locations – offices at Civic Plaza and Creekside Community Center. Creekside was originally constructed as an elementary school in 1960. The City started leasing it from the School District in 1974 for community activities, and purchased the structure in 1975 for $500,000. In its early years, Creekside was known informally as a senior center. Later, a consortium of parents joined the older adults to offer more comprehensive services. In the 1980s, the city moved a number of community agencies into the building, some of which are still there today. During a facility assessment in 2015, HGA Architects found major shortcomings with the building’s critical infrastructure such as HVAC and electrical (original to the building), the ongoing costs for upkeep, operations and maintenance, and the lack of flexibility for remodeling. In 2016, a community center task force appointed by the City Council determined that the Creekside building was no longer a viable option and recommended replacing it with a facility

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that would include gymnasium space, large and small multipurpose meeting rooms, indoor walking/running track, indoor playground and an indoor pool. In August 2017, the City Council approval a Memorandum of Understanding (MOU) between the City and YMCA of the Greater Twin Cities to enter into a partnership to build a community center. Market research is currently underway to gather additional resident input and identify key features and programming for a new facility.

Human Rights Commission 

One of the many current responsibilities of the Human Services Division is to provide staff support to the City’s nine-member Human Rights Commission (HRC). Established in 1968, the Commission’s purpose is to advise the City Council on matters of human rights and equal opportunity for all residents. The HRC’s work plan is organized around four categories: cultural competence, equality, leadership and public relations. The HRC sponsored nearly a dozen events as part of its 2017 work plan, including Diversity Day with Kennedy & Jefferson High Schools, Kite Day, International Day of Peace, a naturalization ceremony, and exhibits focused on Black History Month and Hispanic legal rights. Commission members also participate in many events and trainings on the local and state levels. In 2017, the HRC helped develop a statement on immigration that was adopted by the City Council in May. The HRC also offers mediation services to residents in the area of human rights. This is part of its role of ensuring that all people in Bloomington have equal opportunities and rights as defined by the Minnesota Human Rights Act, State Statute Chapter 363A. Twenty-six inquiries were received and processed last year. Five Human Services staff supported the work of the HRC in 2017, with two staff formally allocating a portion of their time to the Commission’s budget. The HRC’s budget in 2018 is $71,396, the highest of all board and commission budgets in the City.

Budget 

The total 2018 budget for the Human Services Division is $2.35 million. This includes revenue and expenditures for all subsets of Human Services, including the Human Rights Commission and Creekside Community Center.

Table A: 2018 Budgeted Expenditures by Category Personnel Costs $1,363,370 58%Internal Charges $ 599,176 25%Other $359,649 15%Capital $30,000 1%

TOTAL $2,352,195

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Property tax revenue from the City’s General Fund makes up 95% of the Division’s budget, with the remaining coming from program revenue and a few donations. The current level of funding costs the owner of an average value home $2.77 per month in property taxes. Personnel costs are the largest category of expenditures, making up 58% of the total, followed by Internal Service Charges at 25%. The Division’s budget has remained relatively stable over the last 5 years, growing by a total of 7%. Similarly, the allocation of the division’s budget to various program areas has remained largely consistent over the past five years. Please see Attachment D for additional budgetary data from 2014 through 2018.

Discussion ___________________________________________________________  Interaction with Other Departments & Divisions The Human Services Division interacts and works collaboratively with many other City departments and divisions. This is particularly true when it comes to the Police Department, Environmental Health and Public Health. Internally within the City, Human Services is known for its ability to connect residents in need with resources and services. When Environmental Health is conducting code enforcement or the Police Department is responding to calls for service, they regularly identify individuals who are elderly, disabled, struggling financially, or possibly mentally ill. Staff in these areas then reach out to Human Services for assistance in connecting these residents with low or no-cost services to assist them. The Planning Division depends on Human Services staff for assistance with community outreach and engagement and to ensure that the perspectives of low-income, transit-dependent and other under-represented portions of our community are brought into the comprehensive planning process. The City Clerk’s office works with Human Services to connect voters with rides to the polls on Election Day, and to facilitate interpreter services for voters, passport applicants and licensing customers. Input from Community Stakeholders As noted above, former Assistant City Manager Elizabeth Tolzmann was retained as a special projects consultant to conduct an external assessment of the City’s Human Services Division by gathering input from stakeholders, including patrons of Creekside Community Center, leaders of local non-profit agencies that interact with the City’s Human Services Division, and both current

Table B: 2018 Expenditures by Program Area Creekside Community Center $655,859Active Aging Programs $349,414Administration/ADA Admin. $314,291Programs and Events $302,573Contracts $298,091Client Support $238,288Meals/Food Resource $68,901Human Rights Commission $66,396Volunteers $58,382

TOTAL $2,352,195

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and former members of the City Council and the Human Rights Commission. Her results are presented in Attachment E.

The largely positive feedback centered around the high-quality events and community gatherings that Human Services is known for, the positive reputation of the Bloomington Human Rights Commission, and the high value current patrons place on Creekside Community Center not just as a place to go for recreation or a meal but as a key source of social interaction and meaningful connections.

Input from Human Services Staff Input gathered from current staff in the Human Services Division identified multiple ongoing strengths and recent successes, as well as areas for improvement. Successes include the streamlining of the Human Services Connect referral and information service, expanded and more focused community outreach and engagement, and the breaking down of silos and improved working relationships with other City departments. When it comes to areas for improvement, staff reported significant difficulty expanding services or giving attention to new or different program areas, due to a reluctance or unwillingness to reduce or eliminate certain longstanding services. The target populations for the Human Services Division are older adults, individuals with disabilities, low-income youth and families, new immigrants and refugees, people who are homeless and multicultural communities, but actual programming and services are not evenly distributed among these populations. When it comes to allocating physical space and staff time, what has been done for years appears to take precedence over new or different programs or initiatives, regardless of changing community demographics, city priorities or potential revenue opportunities. Staff also identified a decision making process within the Division that is overly top-down and time consuming, involving multiple levels of sign-off and excessive hours spent in meetings, yet the ultimate outcome often isn’t reported to staff on the front-lines. Additionally, staff reports significant time spent on paper record keeping, registrations and duplicate data collection. There is a need for streamlining processes, improving communication and reducing duplication. Finally, staff reported significant staff time and financial resources spent on “one and done” special events. While proud of the quality of events offered to the community, staff finds it difficult to assess their reach or ongoing impact. There is a constant need to evaluate and prioritize the allocation of available staff time and financial resources, and these special events may not warrant their current allocation of either given today’s priorities and demands. Attachment F provides data on the attendance at special events sponsored or co-sponsored by Human Services and/or the Human Rights Commission. Unfortunately, data regarding the amount of staff time and financial resources devoted to each of these events has not been maintained in recent years, making it difficult to gauge the results relative to the investment.

   

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Findings ___________________________________________________________ Following the review of historical, program, budgetary and staff data, and with significant weight given to the input of both internal and external stakeholders, the service evaluation identified the following key findings regarding the Human Services division:

1. The name “Human Services” is misleading and suggests a potential duplication of services with those provided by Hennepin County Human Services, when in fact, the City’s function is much different. The City’s Human Services department does not directly provide the financial assistance or social services that counties administer on behalf of the state and federal government. Rather, the City’s Human Services division focuses on being a resource and a connector for Bloomington residents – sometimes referring individuals to Hennepin County Human Services, to the excellent network of non-profit groups and organizations in our community, or to other City departments for assistance.

2. The existence of this connecting and supporting service within the City of Bloomington is a competitive advantage in meeting the needs of Bloomington residents. Staff in other City departments and divisions regularly rely on Human Services for valuable information, connections and problem-solving assistance that isn’t readily available from other sources. Bloomington’s unique combination of departments and divisions allows us to serve the whole person, not just focus on the specific roles or responsibilities of a particular office or function.

3. Human Services staff at all levels are passionate about and invested in their work and the residents they serve. Staff expressed an eagerness to grow and evolve with the community and to move beyond a “that’s the way we’ve always done things” mindset.

4. Under the current structure, significant time is spent in meetings, decisions are subject to multiple layers of approvals and budgetary resources are not transparently allocated. As a result of divided and regularly changing staff assignments, responsibility and accountability for results can be difficult to assign.

5. Significant staff time is devoted to paper-heavy registration, record-keeping and reporting tasks, yet it remains a challenge to consistently track outcomes of the division’s work or the number of unique program participants served. Processes need to be modernized and streamlined to ensure useful and accessible data and a more efficient use of staff time.

6. There is a reluctance to reduce, make changes, or consider elimination of longstanding programs or services. Despite an expansion of the official “target audience” beyond seniors and individuals with disabilities, the distribution of resources and attention continues to heavily favor certain longstanding patrons. This inhibits the Division’s

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ability to meet changing community needs and serve new populations.

7. The division plans and carries out quality events, such as guest speakers, art exhibits, etc., most often in partnership with or the support of the Human Rights Commission. However, it is unclear to what end. Sometimes referred to as “one and done” events, there is currently little to no tracking of the inputs of staff time and financial resources, nor articulation and tracking of outcomes at the end of the events, that would allow for an effective analysis. (See Attachment F for attendance data.)

Recommendations ___________________________________________________________ Based on the above findings, it is recommended that the current Human Services Division be replaced with two distinct offices – the Office of Community Outreach & Engagement (OCOE) and Creekside Community Center. This recommendation is not a reflection of any poor performance by the Human Services Division in the past, but rather a realignment to better meet current and future needs.

The creation of two distinct functions is intended to better focus the City’s investment of financial resources and staff time and to more closely align with the City’s six strategic priorities of community amenities, community image, equity and inclusion, high-quality services, focused renewal and environmental sustainability.

 Creekside Community Center A major component of the Council priority on community amenities is the work currently underway to develop a new community center in partnership with the YMCA. It is envisioned that this new community center will replace the aging Creekside facility and serve a broader cross-section of the community. The recommendation to make Creekside a more independent function of the City, separate from other functions currently performed by Human Services, is intended to be a first step in preparation for a new community center. Creekside staff will be asked to work increasingly closely with Parks & Recreation and others involved in planning for a new community center to share information and best practices, gain experience working together by partnering on the delivery of programming and events, and plan for the future. A detailed assessment of the specific programs currently offered at Creekside will need to be completed, with a focus on participation levels and space needs that can inform the detailed planning for a new community center. Until such time as a new community center is opened, staff and resources assigned to Creekside would have four primary responsibilities:

1. To operate and maintain the facility; 2. Provide and/or facilitate programming and special events for older adults and other

current patrons of the center;

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3. To coordinate and oversee the current meal and food programs that operate out of the center;

4. To work increasingly closely with Parks & Rec in preparation for a possible new Community Center.

The new position of Creekside Manager will be created (from within the existing FTE allocation) and made responsible for the full-scope of the facility, including budgeting, contracting for needed services, scheduling staff, renting and reserving rooms, establishing and enforcing facility rules and regulations, and responding to and resolving customer inquiries and complaints. Other staff assigned to Creekside will include individuals with responsibilities for building upkeep and maintenance, administrative support and program coordination.

Office of Community Outreach & Engagement A newly created Office of Community Outreach & Engagement would have a special emphasis on the Council’s equity and inclusion priority, but can be expected to help advance each of the Council’s priorities through greater outreach and engagement with City residents and stakeholders.

While partially a rebranding, to avoid the potential misperception that the City is duplicating County services, the creation of this new office also reflects a realignment and refocusing of resources and priorities to more effectively serve our changing population. An Office of Community Outreach & Engagement would expand on the City’s current engagement activities and develop consistent outreach efforts by creating a separate program utilizing the staff already engaged in efforts such as resident focus groups, Bloomington Learn to Lead and Students in Government Day.

Specific responsibilities would include:

Undertake sustained outreach and engagement efforts to build ongoing relationships with community residents, organizations, businesses and partners, with a special emphasis on those population traditionally underserved or underrepresented.

Coordinate outreach and engagement efforts across City departments. Serve as an advisor, resource and in-house expert to connect and engage with residents.

Serve as an advocate and change agent to ensure that traditionally underserved or underrepresented populations are considered, accounted for and heard in the development and delivery of City programs and services.

Provide residents with information and referral services, via phone, printed materials, websites and social media. Assist other City departments in connecting residents to available services.

Connect residents with opportunities to volunteer throughout the organization in both one-time and ongoing ways, formal and informal. Coordinate efforts such as Bloomington Learn to Lead and Student in Government Day and assist with recruitment for Boards and Commissions, with the goal of helping residents better understand the City’s processes and procedures and how they can have a voice and an impact in their City government.

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Plan and carry-out special events to educate, raise awareness and bring the community together. This may include the continuation of some current events, such as Kite Day, Diversity Day, Welcome Dinners, etc., as well as the creation of new events and/or discontinuation of old events to best align with the City’s strategic priorities.

Administer grants to community partners, after completing a more in-depth review of the purpose, priorities and process for awarding and administering grants.

Similar to the staffing of Creekside Community Center, a new position will be created from within the existing FTE allocation to lead and manage the team of staff within the Office of Community Outreach and Engagement.

Conclusion ___________________________________________________________ The City of Bloomington’s Human Services Division has provided quality services to Bloomington residents for nearly 50 years. Staffed with a group of highly-dedicated professionals who are committed to serving the public, the Human Services Division has been a valued partner to its fellow City departments and divisions and numerous community organizations and agencies. However, there are changes needed to better prepare for and meet the evolving needs of Bloomington over the next 50 years. Implementation of this service evaluation’s recommendations to establish the distinct functions of the Office of Community Outreach & Engagement and Creekside Community Center will allow for the most effective and targeted use of available resources in seeking to achieve the Council’s priorities.

 

 

Attachment A  

Number of People Served by Noontime  Meal Program at Creekside 

2014 2015 2016 20171 time per year 191 198 188 2032-11 times a year 172 144 158 14112-49 times a year 67 82 55 5850-99 times a year 27 22 27 20100-149 times a year 10 13 17 13150 - 250 times a year 12 19 26 22Total unduplicated diners in 2017 479 478 471 457

# of People Served by Noontime Meals @ Creekside and Frequency of Attendance

0

50

100

150

200

250

300

350

400

450

500

2014 2015 2016 2017

150 - 250 times a year

100-149 times a year

50-99 times a year

12-49 times a year

2-11 times a year

1 time per year

 

 

Attachment B  

Grants Awarded by Human Services via RFP Process 

Organization Name 2014 2015 2016 2017 2018The Arc Minnesota (Formerly Arc Greater Twin Cities) 10,000.00$ 10,000.00$ 10,270.00$ Bridging $ 4,500.00 $ 4,500.00 $ 4,500.00 $ 4,500.00 4,500.00$ Cornerstone (Intervention and Outreach) $ 40,925.00 $ 40,925.00 $ 41,948.00 $ 40,921.80 42,000.00$ HomeLine $ 8,037.00 $ 8,037.00 $ 8,037.00 $ 8,115.90 8,316.00$ ISD #271 - Family Center $ 21,483.00 Meals On Wheels $ 9,675.00 $ 9,675.00 $ 9,675.00 $ 9,674.00 9,675.00$ Oasis (new in 2013) $ 3,000.00 $ 3,000.00 $ 6,000.00 $ 6,000.30 7,000.00$ Senior Community Services Outreach* $ 20,850.00 $ 20,850.00 $ 21,371.00 $ 21,059.20 21,760.00$ VEAP $ 23,667.00 $ 23,667.00 $ 21,667.00 $ 21,880.50 23,000.00$

132,137.00$ 110,654.00$ 123,198.00$ 122,151.70$ 126,521.00$

Current contracts expire 12-31-2018.*Senior Community Services is also awarded inkind space and occupancy (475 sq. feet)

RFP Agencies have to complete an annual application. The RFP is posted on the City's website to allow all interested organziations to apply. This is in compliance with fianances purchasing guidelines.

GRANT FUNDING AWARDED TO LOCAL NON-PROFITS & COMMUNITY PARTNERS

 

 

Attachment C  

Human Services Organizational Chart 

March 19, 2018

Mayor and City Council

City Manager (FT) Jamie Verbrugge

Community Services Dept. Director

(FT) Diann Kirby

Human Services Manager (FT) Lorinda Pearson

Creekside Community Center Coordinator (FT) Sandra Goldsby

Administrative Coordinator (FT) Tracy Smith

• District Diversity Advisory Committee

• Interns

• Senior Leaders

Administrative Assistant (FT) Heather Lambert

Administrative Assistant Shared: 2 hrs/wk Sharon Williams

Human Rights Commission

Bloomington Sister City

Organization

City of Bloomington Human Services Division Organizational Chart

Program Coordinator (PT – 30 hrs/wk) Amanda Crombie

• Volunteers

Program Coordinator (FT) Melissa Wurst-Persaud

Program Coordinator (FT) Emily Janssen

Office Assistant (FT) Myra Wicklacz

• Fare for All Leadership Team

Program Coordinator (PT – 25 hrs/wk) Unfilled

• PW Safety Mtg

Maintenance Worker (FT) Mark Olson Office Assistants

(FT) Jo Engel (3 – PT) Stacy Lawson (30 hrs) Jaymi Nelson (20 hrs) Wendy Morrison (sub)

Program Coordinator (FT) Unfilled

Building Attendants # Varies (9 – 11)(PT) Shared (approx. 52 hrs/wk)

Kitchen Assistant W. Morrison (16 hrs) J. Nelson (1.5 hrs)

• Multiple Call Committee

Program Coordinator (PT – 30 hrs/wk) Jodi Hoffman

Assistant City Manager (FT) Kris Wilson

GARE

GARE

BUY

 

 

Attachment D  

2014 – 2018 Budget Data for Human Services 

Human Services Revenues

2014 2015 2016 2017Property Taxes 91% 2,001,121 1,935,097 2,005,144 2,044,143 2,236,081 95%Grants 0% 1,000 3,000 Program Revenue 8% 180,738 162,094 167,700 118,413 113,514 5%Donations 0% 9,939 7,710 9,567 10,490 2,500 0%Other 0% 2,758 2,095 146 521 100 0%

TOTAL 2,195,555 2,109,997 2,182,557 2,173,567 2,352,195

% of Expenditures in 2014

2018 BUDGET

% of Expenditures in

2018

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2014 2015 2016 2017

Human Services Revenues

Property Taxes Grants Program Revenue Donations Other

Human Services Expendituresby category

2014 2015 2016 2017Personnel Costs 56% 1,226,211 1,250,260 1,317,289 1,291,550 1,363,370 58%Internal Charges 25% 553,868 551,787 574,172 559,249 599,176 25%Other 15% 326,279 291,507 288,833 263,345 359,649 15%Capital 4% 89,197 16,443 263 59,424 30,000 1%Transfer Out 0% 2,000 0%

TOTAL 2,195,555 2,109,997 2,182,557 2,173,567 2,352,195

% of Expenditures in 2014

2018 BUDGET

% of Expenditures in

2018

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2014 2015 2016 2017

Human Services Expenditures by Category

Personnel Costs Internal Charges Other Capital Transfer Out

Human Services Expendituresby org code

2014 2015 2016 2017HRC 2% 48,276 44,879 57,563 57,658 66,396 3%Creekside 27% 595,247 548,161 580,678 633,468 655,859 28%Contracts 14% 301,858 251,126 247,272 257,088 298,091 13%Client Support 9% 190,397 202,789 187,267 191,734 238,288 10%Administration/ADA Admin. 13% 274,478 264,378 309,125 294,674 314,291 13%Volunteers 3% 67,372 69,102 71,640 74,011 58,382 2%Meals/Food Resource 5% 100,113 89,075 71,414 72,896 68,901 3%Active Aging Programs 15% 333,021 300,173 401,017 334,809 349,414 15%Programs and Events 13% 284,794 340,313 256,581 257,230 302,573 13%

TOTAL 2,195,555 2,109,997 2,182,557 2,173,567 2,352,195

% of Expenditures in 2014

2018 BUDGET

% of Expenditures in

2018

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2014 2015 2016 2017

Human Services Expenditures by program area

Programs and Events

Active Aging Programs

Meals/Food Resource

Volunteers

Administration/ADA Admin.

Client Support

Contracts

Creekside

HRC

 

 

Attachment E  

Summary of External Stakeholder Input 

Bloomington Human Services Assessment Summary Report 04.01.2018

─

Elizabeth Tolzmann Special Projects Consultant

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Introduction This report highlights the City of Bloomington’s request to conduct an assessment on the Human Services Division to determine the value of its programs and services to the community, where it can be more efficient and effective operationally, understanding its impact to the residents in the community, and to learn where services or programs can be better aligned. This holistic approach helps to provide elected officials and other decision-makers with a "new lens" through which to frame better-informed financial and budgeting decisions and helps ensure that a community is able to identify and preserve those programs and services that are most highly valued. The assessment also provides insights and recommendations on how we can best align available resources with community priorities and escape the traditional routine of basing "new" budgets on revisions to the "old" budget. Taking a look internally and externally at the effectiveness of departments and divisions, will help facilitate planning for future years and assess progress toward advancing the City’s strategic priorities.

Method The external assessment included interviewing thirty plus individuals, three focus groups, client visits, online surveys, and reviewing past organizational assessments, business plans, strategic plans and other documents related to each department. The interviews were conducted in-person or by phone and included a diverse set of community partners, stakeholders, residents, board members or commissioners, past staff members, and current and past elected officials. The questions from the interviews included ascertaining their impressions, knowledge, experience, or value of the programs and service provided by Public Health and/or Human Services; inquiring where there are opportunities for the programs or services to be more efficient or effective; learning about the demographic nature of those who access its services; understanding the implications of any changes to its programs and services; sharing recommendations for improving the services of each department; and inquiring what the most single facing community issue that is facing Bloomington.

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Bloomington Human Services

Impressions Stakeholders had of the Human Services Division

Engaging with and serving a broad spectrum of diverse residents

The general consensus of external interviews is that the Human Services division is known for organizing high-quality events from large community gatherings, targeted community outreach events, and featured speakers on key themes. One former elected official described the division as the “event planning team” as they coordinate and organize a lot of events in the community. Other interviewees including former elected officials and community members viewed Human Services as the “cultural color of our community” where they do more than provide resources, but play a key role in raising awareness, educating residents, and engaging with Bloomington’s diverse community through events, resources and meaningful relationships with staff as a result of targeted outreach to various segments of Bloomington’s community from veterans, faith-based group and racial/ethnic populations. One former elected official noted that the Human Services division by virtue of the programs, amenities and services that it offers plays a key role in “attracting, maintaining, and being a desirable community” for existing residents to enjoy and for newcomers to consider in moving into Bloomington’s community.

Creekside more than place to program, but a place to build meaningful connections

The Human Services division is also known for its Creekside Community Center where a segment of seniors clearly value more than the amenities and programs it provides, but the social interaction, volunteerism, meaningful connections and self-worth they obtain in helping lead, operate and participate in the various senior activities at Creekside. One senior described Creekside as more than a place to program, it offered her “a second life” after losing her spouse and in which she would be socially isolated if not for the connections, relations and opportunities to leverage her talents in teaching dance if the center did not exist. It was well expressed by various seniors who frequent the center that they enjoy volunteering there and it makes them feel valued and appreciated. Further, as mentioned in the public health section, community amenities and programs help isolated seniors get out of the house and obtain necessary self-sufficiency and social skills.

Reputable Human Rights Commission in advancing key policies for the community The Human Services division is also known for its overall support and coordination of Bloomington’s Human Rights Commission, where it has a reputable history of developing highly engaged and passionate leaders of the community who have great historical context of the Bloomington community and continue to stay engaged and involved in advancing key policies and engaging residents even after their term ends. Two Commissioners described the Human Rights Commission as one of the leading commissions in the metro area in addressing human rights and policy issues in anti-bullying, domestic partnerships, disabilities, and being a welcoming and inclusive community. Several of the external interviewees

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mentioned their excitement and participation of the upcoming “Welcome Dinners” being organized by the Human Rights Commission.

Providing key resources and communication to the Community Last, but not least, the community resource guide that is annually produced by the Human Service division was highly touted as a key resource for community. In various site visits and interview locations, community partners and Commissioners would often pull out the guide and share how valuable the “book” is to them. They appreciated the hard copy version and often refer to it in helping provide resources to residents in the community. A community partner referred to the value of the “immigration resources” links online in working with diverse communities. A faith-based organization shared her reliance on the division’s publicity, advertising, marketing and communications support in developing flyers to promote her event that serves feeding residents in need. She expressed that if she did not have this support or resource from the City, she would not be able to be impactful or effective in her community work. The division not only plays a key role in marketing the city’s events, but that of other groups and connecting community-based organizations with one another as well. Similar to Public Health, several interviewees highly touted the staff at Human Services by their names and shared how impactful their direct outreach and “coming to them” as opposed to them going to the City has been valuable in providing key connections and services. They also added how passionate, engaged, caring and professional the staff were and that they often went above and beyond their duties in serving our community.

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Implications of the Human Services division in the Community In inquiring what implications, if any, there would be to the community if changes to the current services or structure provided by the Human Services department were to occur, many of the community-based groups who were either established or structurally sound shared that they would miss the resources and connectivity provided, but would eventually figure it out or make those direct connections themselves. In contrast, individuals or organizations who were not as established or structurally-independent, shared that they have a detrimental reliance on the services, relations and connections that the division provides. It was called out that seniors and veterans would be greatly affected. Much of the implications discussion revolved around the “new community center.” A former elected official shared that if a private entity operated the community center, we lose critical control, influence and customization of the programming and services that we uniquely provide to our current populations of which they greatly value. A community member shared concern of whether a private entity would be welcoming to our diverse community such as to Muslims and whether they would provide culturally relevant programming to meet our growingly diverse ethnic communities.

Recommendations The interviewees shared several recommendations on how Human Services could improve or be more effective and efficient in their services. Given their input, below are broad recommendations on how to align resources and/or improve service delivery.

Call it a community engagement division It is clear that the Human Services division provides a natural and critical role in serving various segments of the population and engaging the overall community. Perhaps it should be called a “community engagement” division as opposed to a “human services” department which is commonly understood in county services in providing direct financial or support services to residents in the community. It was also expressed that the division could play a greater role in outreach to the local business (big and small) community and other faith-based entities. Community members shared that this division has a great opportunity to brand, market and promote “One Bloomington” on behalf of the entire city. It was also suggested that the division could do greater outreach and help promote ALL services in the city such as police, passport, driver’s license, environmental health, etc. and not just resources for the community.

Apply a racial equity lens or framework to its programs and services Further, it was recommended that the City look at all its programs and services through an equity lens of who we are serving or not serving and how resources in staff time and money are being allocated to the various programs. The golf course was brought up as an example of where an equity lens can be applied. It was also suggested that Human Services provides a fresh vision at the menu of its programming to ensure that it meets Bloomington’s “emerging population.” An elected offiical shared a unique perspective on the city’s racial equity work - while it was shared that this was a great opportunity to advance and enhance racial equity, is the community ready for it? Through a lens of racial equity, do we

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focus on physical (i.e. facilities) or social infrastructure? Both are important, but may have competing interests, priorities and resources.

Community Center should be “centered on community” and not just a program center The majority of the interviewees acknowledged and understood that a future community center in Bloomington would need to shift to a model of pay for space and not be entirely free to sustain its operations and amenities. However, community members made it clear that the City should not overlook the intangible services it provides in social connectivity, educational services, and cultural learnings it provides in its core services. The future center should be about “bringing community together” and not just a membership-based facility. It was also expressed by community members that the new community center have a focused area or wing just for seniors. While they welcomed the intergenerational aspect of an inclusive community center to attract younger families, they did share that seniors had unique needs and desires in highly valued amenities such as a community kitchen, workshop, private spaces, ADA-accessible programming, free coffee, more bathrooms, coat and boot racks that don’t have to be locked up, and their own library.

Balancing formal and informal leadership in the Human Rights Commission It was suggested that the Human Rights Commission continue to engage and leverage the community more informally such as doing events like the welcome dinners where members of the community can participate and lead more informally. It was also suggested that overall selection and coordination of events be more community-driven (rather than staff-driven) and that there is intentionality in having attendees, vendors and participants be more reflective of the community. However, it was also shared that there was tremendous value in sustaining the formal structure of boards and commissions as it was critical to pre-screen and assess the motivation of Commissioners in serving our community to ensure that it comes from a place of passion and public service and not advancing a political agenda. Commissioners also shared the value and criticality for the staff liaison to be well versed in the bylaws and rule of procedure to protect the integrity of the process, focus on role of the commission as a whole, and to stay within the parameters of its work plan. Suggestions to improve the Human Rights Commission included being more creative and innovative in recruiting, training and onboarding commissioners; integrating performance metrics and outcomes in its work plan; doing away with the mediation service component as commissioners are not properly trained to mediate issues; and to have greater transparency and influence in the Human Rights Commission’s budget.

To understand community, take the time to observe or experience it through their lens There was a common apprehension amongst all the interviewees that decisions being made to departments and divisions that directly impact the community, especially those who are more vulnerable or less represented, would be made by those who have not taken the taken the time to develop relations or understand the circumstances of these segmented populations. It was commonly expressed by elected officials and community members that the return on investment in both Public Health and Human Services was difficult to quantify given the qualitative nature of their services and long-term relationship building it takes to serve this community. One former elected official suggested sitting at a McDonalds in

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the East side of Bloomington for several hours and to simply observe the workers, patrons and conversations to see the community through lens, hardships and life experiences. One Commissioner advised, “do what’s best for the community, but don’t do it all at once. Change is good, but if you are going to do it - do it incrementally as big change can be disruptive.”

 

 

Attachment F  

Attendance at Special Events sponsored by  Human Services and/or Human Rights Commission (2017) 

2017 Special Events - Human Services and Human Rights Commission

COMMUNITY SPECIAL EVENTS Priority Area and Focus CountAll City Volunteer Breakfast CI - Volunteer Recognition 207B.A.S.E. - # participants (undup.) (Grant Funded) HQSD - Educational 17Kite Day - #participants IE- Social/Recreational 1800Flower Arrangement Workshop HQSD - Social/Recreatoinal 36Plant Exchange HQSD - Social/Recreatoinal 100National Senior Citizens Day HQSD - Social/Recreatoinal 71Robby Vee HQSD - Social/Recreatoinal 108Echos of Elvis HQSD - Social/Recreatoinal 116Sinatra & Co. That Holiday Feeling HQSD - Social/Recreatoinal 140Sirens of the 60's HQSD - Social/Recreatoinal 59Share in the Feast, # participants served HQSD - Social Services/Social 138Veterans Appreciation Meal - #participants HQSD - Social/Recreational 103Vietnam Era Veterans Reunion Brunch - # participants HQSD -Social/Recreational 194Medicare Workshop HQSD - Educational 70Veteran Benefits HQSD - Educational 49Dementia Friends Training HQSD - Educational 40Navigating Senior Care Workshop HQSD - Educational 29Arthritis Event HQSD - Educational 96Violence in the Name of Religion HQSD - Educational 35

HUMAN RIGHTS COMMISSION EVENTS Priority Area and Focus CountBlack History Month-Frederick Douglass Exhibit* IE - EducationalNaturalization Ceremony - # participants IE - Educational 119HRC Omar Bonderud Award Ceremony - # partic. IE - Recognition 50Heritage Days Booth & Entertainment IE - Social/Recreational 150Unity Awards (Anti-Bullying Awards) IE - EducationalA Peace of My Mind - Keynote IE - Educational 50A Peace of My Mind - Exhibit* IE - EducationalThink Differently with Ellie Krug IE - Educational 125Transgender 101 - employee training - Ellie Krug IE - Educational 100Diversity Day/Peace Run IE - Youth Engagement/Social 300Hispanic Legal Rights - Exhibit* IE - Educational

*Exhibits are unattended and difficult to gage interaction.

CI - Community ImageHQSD - High Quality Service DeliveryIE - Inclusion and Equity

Connect with Human Services Statistics The statistics noted below include the number of requests for service and where walk-ins came in for service. It does not include the duplicate requests for service at Creekside from participants.

2017 People Served

Plaza Walk-Ins

Creekside Walk-Ins

June 72 0 3

July 82 0 4

August 86 1 8

September 67 9 1

October 94 0 5

November 70 2 6

December 50 1 4

521 13 31

2018 People Served

Plaza Walk-Ins

Creekside Walk-Ins

January 63 5 5

February 40 6 6

March 58 6 8

April 70 6 7

May 51 6 7

June 64 11 4

346 9 37

Attachment A Current Human Services Organizational ChartAttendance Data for 2017 Human Services Events2017

Connect with HS data May 2017 to presentGrants Awarded by Human Services 2014-2018RFP Agencies - 5 year look

HS Revenue & Expenditures Breakdown for Past 5 YearsHS RevenuesHS Expenditures (A)HS Expenditures (B)

Unduplicated Noon meal dataGraph

Attachment E External Stakholder Input to HS EvaluationIntroductionMethodBloomington Human ServicesImpressions Stakeholders had of the Human Services DivisionImplications of the Human Services division in the CommunityRecommendations

cover sheets merged.pdfAttachment A cover sheetAttachment B cover sheetAttachment C cover sheetAttachment D cover sheetAttachment E cover sheetAttachment F cover sheet