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WELCOME TO THE CITY COUNCIL BUDGET WORK SESSION OF AUGUST THE 13TH, 2019.
>> CLERK: MAYOR, WE DO HAVE A QUORUM.
>> MAYOR NIRENBERG: GOOD AFTERNOON, EVERYONE.
WELCOME TO OUR CITY COUNCIL BUDGET SESSION FOR TODAY.
WE HAVE THREE ITEMS ON THE AGENDA.
FIRST WE'RE GOING TO START WITH THE TRANSLATION VIDEO.
>> MAYOR NIRENBERG: FOR THE BENEFIT OF OUR AUDIENCE AND THOSE WHO MAY BE PLANNING TO ATTEND A COUNCIL SESSION IN THE FUTURE, ALL OF OUR WORK SESSIONS OF THE COUNCIL WILL BE NOW HELD IN THE CITY COUNCIL CHAMBERS, SO PLEASE MAKE NOTE OF THAT.
SOME ADDITIONAL CITY COUNCIL COMMITTEE MEETINGS WILL ALSO BE HELD IN THE CHAMBERS,
[1. 19-5978 Staff presentation of the FY 2020 Proposed Budget focusing on, but not limited to, the following City Departments or Initiatives: [Erik Walsh, City Manager; Justina Tate, Director, Management and Budget]]
BUT -- WHEN IT CONVENES WILL BE IN THE CITY COUNCIL CHAMBERS.I MOVE NOW TO ERIKUALCH TO INTRODUCE OUR SESSIONS FOR TODAY.
GOOD AFTERNOON, MAYOR AND COUNCIL.
TODAY KICKS OFF OUR BUDGET WORK SESSION SCHEDULE.
LEADING US OFF THIS AFTERNOON WILL BE DR. BRIDGER ON THE BROAD TOPIC OF STRONG FAMILIES AND CHILDREN, AND THEN THAT WILL BE FOLLOWED BY THE HEALTH DEPARTMENT AND THE DEPARTMENT OF HUMAN SERVICES TO TALK ABOUT THE PRIORITIES INCLUDED IN THIS YEAR'S BUDGET.
WITH THAT, I'LL TURN IT OVER TO DR. BRIDGER SO WE CAN KICK START IT.
>> DR. BRIDGER: GOOD AFTERNOON.
SO I'M GOING TO SET THE STAGE FOR THE THEME FOR TODAY.
AND THE THEME IS STRONG FAMILIES AND CHILDREN.
SO THE ITEMS THAT I'M GOING TO COVER ARE TRAUMA INFORMED CARE, DOMESTIC VIOLENCE AND MENTAL HEALTH.
SO WE'RE GOING TO START OUT WITH TRAUMA-INFORMED CARE, AND I WANT TO BE SENSITIVE TO THE FACT THAT SOME OF YOU HAVE HEARD THE 45-MINUTE VERSION OF THIS TALK, SOME OF YOU HAVE HEARD THE 10-MINUTE VERSION OF THIS TALK, AND SOME OF YOU HAVE NOT HEARD THIS TALK BEFORE, SO I'VE DECIDED TO SWITCH IT UP A LITTLE BIT, AND I HAVE A SHORT FOUR-MINUTE VIDEO THAT I'M GOING TO SHOW YOU THAT KIND OF SUMMARIZES ALL OF THE INFORMATION ABOUT TOXIC STRESS, AND THEN I'LL TALK A LITTLE BIT ABOUT TRAUMA-INFORMED CARE.
SO HERE IS OUR VIDEO, AND I'M SUPPOSED TO SAY TO THE AV CREW, "START VIDEO NOW."
>> SCIENCE TELLS US THAT THE EXPERIENCES WE HAVE IN THE FIRST YEARS OF OUR LIVES ACTUALLY AFFECT THE PHYSICAL ARCHITECTURE OF THE DEVELOPING BRAIN.
THIS MEANS THAT BRAINS AREN'T JUST BORN, THEY'RE ALSO BUILT OVER TIME, BASED ON OUR EXPERIENCES.
JUST AS A HOUSE NEEDS A STURDY FOUNDATION TO SUPPORT THE WALLS AND ROOF, A BRAIN NEEDS A GOOD BASE TO SUPPORT ALL FUTURE DEVELOPMENT.
POSITIVE INTERACTIONS BETWEEN YOUNG CHILDREN AND THEIR CAREGIVERS LITERALLY BUILD THE ARCHITECTURE OF THE DEVELOPING BRAIN.
BUILDING A STURDY FOUNDATION IN THE EARLIEST YEARS PROVIDES A GOOD BASE FOR A LIFETIME OF GOOD MENTAL FUNCTION AND BETTER OVERALL HEALTH.
SO JUST HOW IS A SOLID BRAIN FOUNDATION BUILT AND MAINTAINED IN A DEVELOPING CHILD? ONE WAY IS THROUGH WHAT BRAIN EXPERTS CALL SERVE AND RETURN INTERACTIONS.
IMAGINE A TENNIS MATCH BETWEEN A CAREGIVER AND A CHILD, BUT INSTEAD OF HITTING A BALL BACK AND FORTH ACROSS THE NET, VARIOUS FORMS OF COMMUNICATION PASS BETWEEN THE TWO, FROM EYE CONTACT TO TOUCH, FROM SINGING TO SIMPLE GAMES LIKE PEEKABOO.
THESE INTERACTIONS REPEATED THROUGHOUT A YOUNG PERSON'S DEVELOPING YEARS ARE THE BRICKS THAT BUILD A HEALTHY FOUNDATION FOR ALL FUTURE DEVELOPMENT.
BUT ANOTHER KIND OF CHILDHOOD EXPERIENCE SHAPES BRAIN DEVELOPMENT, TOO.
GOOD KINDS OF STRESS, LIKE MEETING NEW PEOPLE OR STUDYING FOR A TEST ARE HEALTHY FOR DEVELOPMENT, BECAUSE THEY PREPARE KIDS TO COPE WITH FUTURE CHALLENGES.
ANOTHER KIND OF STRESS CALLED TOXIC STRESS IS BAD FOR BRAIN DEVELOPMENT.
IF A CHILD IS EXPOSED TO SERIOUS ONGOING HARDSHIPS LIKE ABUSE AND NEGLECT, AND HE HAS NO OTHER CAREGIVER IN HIS LIFE TO PROVIDE SUPPORT, THE BASIC
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STRUCTURES OF HIS DEVELOPING BRAIN MAY BE DAMAGED.WITHOUT A STURDY FOUNDATION TO PROPERLY SUPPORT FUTURE DEVELOPMENT, HE IS AT RISK FOR A LIFETIME OF HEALTH PROBLEMS, DEVELOPMENT ISSUES, EVEN ADDICTION.
IT'S POSSIBLE TO FIX SOME OF THE DAMAGE OF TOXIC STRESS LATER ON, BUT IT'S EASIER, MORE EFFECTIVE AND LESS EXPENSIVE TO BUILD SOLID BRAIN ARCHITECTURE IN THE FIRST PLACE.
ONE OF THE THINGS THAT STURDY BRAIN ARCHITECTURE SUPPORTS IS THE DEVELOPMENT OF BASIC EMOTIONAL AND SOCIAL SKILLS, AN IMPORTANT GROUP OF SKILLS WHICH SCIENTISTS CALL EXECUTIVE FUNCTION AND SELF-REGULATION CAN BE THOUGHT OF LIKE AIR TRAFFIC CONTROL IN THE CHILD'S MENTAL AIRSPACE.
THINK OF A YOUNG CHILD'S BRAIN AS THE CONTROL TOWER AT A BUSY AIRPORT.
ALL THOSE PLANES LANDING AND TAKING OFF, AND ALL OF THE SUPPORT SYSTEMS ON THE GROUND SIMULTANEOUSLY DEMAND THE CONTROLLER'S ATTENTION TO AVOID A CRASH.
IT'S THE SAME WITH A YOUNG CHILD LEARNING TO PAY ATTENTION, PLAN AHEAD AND REMEMBER, AND FOLLOW LOTS OF RULES.
LIKE ALL OF US, KIDS HAVE TO REACT TO THINGS HAPPENING IN THE WORLD AROUND THEM, WHILE ALSO DEALING WITH WORRIES, TEMPTATIONS AND OBLIGATIONS ON THEIR MINDS.
AS THESE DEMANDS FOR ATTENTION PILE UP, AIR TRAFFIC CONTROL HELPS A CHILD REGULATE THE FLOW OF INFORMATION, PRIORITIZE TASKS AND ABOVE ALL, FIND WAYS TO MANAGE STRESS AND AVOID MENTAL COMMISSIONS ALONG THE WAY.
HAVING THIS ABILITY IS A NECESSITY FOR POSITIVE AND LEVEL MENTAL HEALTH.
DEVELOPING EFFECTIVE AIR TRAFFIC CONTROL, OVERCOMING TOXIC STRESS AND BUILDING SOLID BRAIN ARCHITECTURE ARE THINGS KIDS CAN'T DO ON THEIR OWN.
AND SINCE STRONG SOCIETIES ARE MADE UP OF HEALTHY, CONTRIBUTING INDIVIDUALS, IT'S UP TO US AS A COMMUNITY TO MAKE SURE ALL YOUNG PEOPLE HAVE THE KINDS OF NURTURING EXPERIENCES THEY NEED FOR POSITIVE DEVELOPMENT.
TO BUILD BETTER FUTURES, WE NEED TO BUILD BETTER BRAINS.
>> DR. BRIDGER: SO HOPEFULLY THAT WAS A SLIGHTLY DIFFERENT TAKE ON WHAT YOU'VE HEARD ME TALK ABOUT BEFORE.
SO JUST TO KIND OF SUMMARIZE SOME OF WHAT WE'RE TALKING ABOUT WHEN WE'RE TALKING ABOUT ADVERSE CHILDHOOD EXPERIENCES, ESSENTIALLY WE'RE LOOKING AT 10 DIFFERENT EXPERIENCES CHILDREN HAVE THAT ADVERSELY AFFECT THE BRAIN ARCHITECTURE.
THERE ARE THREE TYPES OF ACES, CHILD ABUSE, CHILD NEGLECT OR WHAT WE CALL HOUSEHOLD DYSFUNCTION.
SO THAT'S IF THERE'S SUBSTANCE USE IN THE HOUSEHOLD, IF THERE'S UNCONTROLLED MENTAL ILLNESS IN THE HOUSEHOLD, IF A PARENT HAS BEEN INCARCERATED, IF THERE'S DIVORCE, OR IF THERE IS DOMESTIC VIOLENCE.
SO WHAT WE KNOW ABOUT ADVERSE CHILDHOOD EXPERIENCES IS THAT THEY CAUSE TOXIC STRESS.
AND WE KNOW THAT TOXIC STRESS ADVERSELY AFFECTS THE DEVELOPING BRAIN, SO THAT IT DEVELOPS AROUND FEAR RATHER THAN PLANNING FOR THE FUTURE.
AND WHEN THAT HAPPENS, AS THE CHILD GROWS INTO ADULTHOOD, WHAT WE FIND IS THAT THESE ADULTS ARE AT MUCH HIGHER RISK FOR AT LEAST SEVEN OUT OF THE TOP 10 LEADING CAUSES OF DEATH HERE IN THE UNITED STATES.
SO THE EXAMPLE MANY OF YOU HAVE PROBABLY HEARD ME GIVE IS THE FACT THAT IF A PERSON HAS HIGH CHOLESTEROL, THEIR RISK OF HAVING HEART DISEASE INCREASES BY ABOUT 40%.
BUT EVERYBODY WHO GOES TO THE DOCTOR AFTER A CERTAIN AGE GETS A CHOLESTEROL TEST.
IF YOU HAVE AN ACE SCORE OF 4, YOUR RISK OF HEART DISEASE IS 200 TIMES GREATER THAN SOMEBODY WHO DOES NOT HAVE AN ACE SCORE -- WHOSE ACE SCORE IS ZERO.
AND SO THIS IS WHAT CAUSED THE HEALTH DEPARTMENT TO GET INVOLVED IN THIS WORK IN THE FIRST PLACE, IS RECOGNIZING THAT EARLY CHILDHOOD TRAUMA WAS HAVING SIGNIFICANT IMPACTS ON ADULTS' RISK OF DEVELOPING CHRONIC DISEASE LATER IN LIFE.
SO ABOUT A YEAR AGO, ALONG WITH MY PARTNERS IN CRIME AT THE CHILDREN'S SHELTER AND AT VOICES FOR CHILDREN, WE STARTED THE SOUTH TEXAS TRAUMA INFORMED CARE CONSORTIUM, AND THIS CONSORTIUM IS MADE UP OF 12 DIFFERENT SECTORS THAT WE IDENTIFIED BY CONVENING A GROUP OF OVER 100 PEOPLE TO THINK ABOUT WHERE KIDS COME IN CONTACT WITH SYSTEMS THROUGHOUT THE CITY.
AND WE IDENTIFIED 12 DIFFERENT SECTORS.
SO ANYTHING FROM EARLY CARE IN EDUCATION, TO K THROUGH 12 EDUCATION TO FAITH-BASED COMMUNITIES, JUVENILE JUSTICE, MENTAL HEALTH SYSTEM, ET CETERA.
AND WE ALL CAME TOGETHER AND DECIDED THAT THE BEST THING
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THAT WE CAN DO IS TO REALLY MOVE FORWARD AROUND TRAUMA-INFORMED CARE.BECAUSE TRAUMA-INFORMED CARE IS THE BEST THING THAT HELPS MITIGATE THE EFFECT OF EARLY CHILDHOOD TRAUMA AND ALSO PREVENTS RETRAUMATYIZATION OF THESE KIDS WHEN THEY COME INTO OUR SYSTEMS. SO WE ALL CAME TOGETHER AND WE SAID, OKAY, WE'RE GOING TO HAVE A FOCUS ON BECOMING A CERTIFIED COMMUNITY, WHICH WOULD MEAN THAT ALL OF THE ORGANIZATIONS IN THESE 12 DIFFERENT SECTORS THAT WORK WITH KIDS ARE GOING TO BE CERTIFIED.
SO THAT WHEN WE SAY WE'RE TRAUMA-INFORMED, WE ALL MEAN THE SAME THING AND WE ALL UNDERSTAND WHAT WE MEAN.
SO AS A RESULT, THE HEALTH DEPARTMENT CONTRACTED WITH MEADOW'S MENTAL HEALTH POLICY INSTITUTE AND THEY PUT TOGETHER A BUSINESS PLAN FOR US.
WHAT WOULD IT LOOK LIKE TO CREATE THE INFRASTRUCTURE THAT'S NEEDED HERE IN SAN ANTONIO TO BE ABLE TO OFFER THE TECHNICAL ASSISTANCE TRAINING, PREPARATION FOR BECOMING CERTIFIED IN TRAUMA-INFORMED CARE? AND ESSENTIALLY WHAT THEY FOUND IS THAT THERE IS NO ORGANIZATION IN TEXAS THAT PROVIDES THIS TYPE OF SERVICE, AND THE WAY THAT THEY DREW UP THE BUSINESS PLAN IS THAT WE COULD CREATE AN INSTITUTE THAT WOULD SERVE AS A STATE OF THE ART INFORMATION AND CERTIFICATION HUB FOR SAN ANTONIO.
WE WOULD DO IT THROUGH THREE DIFFERENT LEVELS OF CERTIFICATION, WHICH WOULD ALLOW ORGANIZATIONS TO START AT THE BRONZE LEVEL AND THEN AS THEY GREW EXPERTISE AND CAPACITY, THEY COULD GO UP TO THE NEXT LEVEL AND THE NEXT LEVEL.
THEY ESTIMATED THAT THE FIRST YEAR COST TO ESTABLISH AND RUN THIS INSTITUTE WOULD BE $1.2 MILLION, AND THEY ALSO CAME UP WITH A BUSINESS MODEL THAT WOULD ALLOW THIS ORGANIZATION TO BECOME COMPLETELY SELF-SUFFICIENT BY THE END OF YEAR 5.
SO THIS WAS REALLY APPEALING TO US BECAUSE WE DIDN'T WANT TO JUST CREATE ANOTHER THING THAT WAS FUNDED IN PERPETUITY, BUT THE CONCEPT HERE IS THAT AS THEY GREW THEIR EXPERTISE, AS THEY GREW THEIR CUSTOMER BASE, THEY COULD ACTUALLY START WORKING WITH ORGANIZATIONS OUTSIDE BEXAR COUNTY, CHARGING THEM THE FULL COST OF PROVIDING THIS TRAINING, TECHNICAL ASSISTANCE AND CERTIFICATION, AND THAT WOULD ALLOW THEM TO FUNCTION WITHOUT ADDITIONAL SUBSIDY.
SO HERE'S A LITTLE BIT MORE IN-DEPTH VIEW OF THE THINGS THAT THEY WOULD WORK ON, SO THEY WOULD DEVELOP ONLINE LEARNING OPPORTUNITIES FOR ORGANIZATIONS AND INDIVIDUALS INTERESTED IN TRAUMA-INFORMED CARE.
THERE WOULD BE FACE-TO-FACE OPPORTUNITIES FOR TRAINING, THERE WOULD BE THIS ORGANIZATIONAL ASSESSMENT, SO IF YOU WANT TO BE CERTIFIED, HERE ARE THE BENCHMARKS YOU NEED TO MEET.
AND HERE'S WHERE WE THINK YOU ARE RIGHT NOW, AND THEN TECHNICAL ASSISTANCE TO ADDRESS THE DEFICITS WHERE THEY NEED TO DO MORE WORK IN ORDER TO PREPARE -- AUDIO] -- CERTIFICATION PROCESS.
SO THE CITY'S BUDGET THIS YEAR HAS IN THE MANAGER'S RECOMMENDED BUDGET, THERE IS A LITTLE OVER $600,000, AS 50% MATCHING DOLLARS FOR ESTABLISHING THIS INSTITUTE.
AS THE MANAGER MENTIONED IN HIS BUDGET PRESENTATION, WE ARE EXCITED TO ANNOUNCE A PARTNERSHIP WITH UHS WHERE THEY WILL MATCH THE OTHER 50% AND PROVIDE THAT TECHNICAL ASSISTANCE, PREPARATION FOR CERTIFICATION, DEVELOPMENT OF THOSE ONLINE TRAININGS, ALL OF THAT.
SO IT'S GOING TO BE A REALLY NEAT PARTNERSHIP BETWEEN THE CITY AND UHS THAT WILL HELP HUNDREDS OF NONPROFITS AND OTHER ORGANIZATIONS THROUGHOUT THE CITY BECOME TRAUMA-INFORMED.
SO THE NEXT ONE I WANT TO TALK ABOUT IS DOMESTIC VIOLENCE, THE SECOND COMPONENT OF OUR STRONG FAMILIES AND CHILDREN BUNDLE.
AS I MENTIONED, DOMESTIC VIOLENCE IS ONE OF THE ADVERSE CHILDHOOD EXPERIENCES THAT I TALKED ABOUT EARLIER, AND, OF COURSE, IS ONE OF CITY COUNCIL'S PRIORITIES.
SO IN MAY, YOU ASKED US TO PUT TOGETHER A COMPREHENSIVE DOMESTIC VIOLENCE PLAN, AND WE ARE PREPARED TO BRING THAT FINAL PLAN TO YOU AT A B SESSION ON OCTOBER 30TH.
THAT PLAN WILL HAVE FOUR COMPONENTS.
WE'LL HAVE THE DATA AND THEN THE METRICS, WHAT IS IT THAT WE WANT TO ACCOMPLISH OVER THIS FIVE-YEAR PERIOD.
IT WILL HAVE A GAAP ANALYSIS THAT SAYS, ALL RIGHT, WHAT IS THE IDEAL STATE OF DEALING WITH DOMESTIC VIOLENCE AND WHERE ARE WE TODAY, AND THEREFORE, WHERE ARE THE GAPS THAT WE NEED TO FILL IN ORDER TO GET TO BE WHERE WE WANT TO BE IN FIVE YEARS.
THE FIVE-YEAR FRAMEWORK, WHICH
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IS BASED ON A CDC VIOLENCE PREVENTION MODEL, WHICH IS HEAVILY FOCUSED ON PREVENTION.BECAUSE WHAT WE FOUND IN OUR GAP ANALYSIS IS THAT WE HAVE A LOT OF RESOURCES THAT ARE DEDICATED TO POST EVENT RESPONSE, BUT WE DON'T HAVE A LOT OF RESOURCES THAT ARE UPSTREAM THAT ARE FOCUSING ON PREVENTION.
AND THEN THE FOURTH COMPONENT OF THE PLAN WILL BE FISCAL YEAR 2020' PLAN.
SO I WANT TO SHOW YOU A PICTURE BEFORE I TALK MORE ABOUT THAT.
THIS IS THE JOINT COMMISSION, AND AS THE CITY MANAGER MENTIONED, IT HAS A CONVOLUTED NAME AND WE CAN WORK ON THAT, BUT I CALL IT THE DOMESTIC VIOLENCE COMMISSION.
AND THIS IS A COMMISSION FORMED BY JUDGE SAKAI AND COCHAIRED BY JUDGE DIAZ AND ME.
AND WHAT YOU SEE ON THIS SCREEN IS THE FACT THAT THIS COMMISSION WILL BE MADE UP OF FIVE STAKEHOLDER SUBCOMMITTEES.
SO ONE OF THE SUBCOMMITTEES IS THE NONPROFIT COMMUNITY AS REPRESENTED THROUGH THE BEXAR COUNTY DOMESTIC VIOLENCE TASK FORCE.
THERE'S ANOTHER SUBCOMMITTEE ON LAW ENFORCEMENT.
THERE'S ANOTHER ONE ON HEALTHCARE, PROSECUTION, JUDICIARY.
SO EACH OF THOSE SUBCOMMITTEES WILL LOOK AT THE COMPREHENSIVE DOMESTIC VIOLENCE PLAN, LOOK AT THE GAPS THAT WERE IDENTIFIED IN THAT PLAN, AND SAY WE ARE GOING TO OWN THESE TWO THINGS FROM THE PLAN FOR FISCAL YEAR 2020.
AND WE'RE GOING TO WORK ON THIS FOR THE ENTIRE YEAR TO ADDRESS IT, TO FIX IT, TO CREATE IT.
AS THEY'RE DOING THAT WORK, WE ALSO HAVE A POLICY WORK GROUP, WHERE AS THEY IDENTIFY POLICY IMPEDIMENTS TO PROGRESS, THEY CAN FEED THOSE POLICY RECOMMENDATIONS TO THIS WORK GROUP, AND THAT WORK GROUP CAN HELP FIGURE OUT WHETHER IT'S A LOCAL, STATE OR FEDERAL POLICY ISSUE, AND FUNNEL THOSE REQUESTS TO THE APPROPRIATE ELECTED OFFICIALS.
SO THAT'S VERY HIGH LEVEL OVERVIEW OF WHAT THE PLAN WILL CONTAIN, HOW THE WORK WILL BE DONE.
OCTOBER 30TH, I WILL BRING YOU A LOT MORE DETAILS ABOUT WHO'S GOING TO DO WHAT BY WHEN.
ALL OF THAT WILL BE WORKED OUT BY OCTOBER 30TH, AND WE WILL BE SHARING THAT WITH YOU.
IN THE MEANTIME, HOWEVER, WE HAVE A LONG LIST OF THINGS THAT WE ARE WORKING ON EFFECTIVE IMMEDIATELY TO ADDRESS DOMESTIC VIOLENCE FROM THE CITY'S PERSPECTIVE.
I WON'T COVER THE ENTIRE LIST, I'LL BE HAPPY TO ANSWER QUESTIONS IF YOU HAVE THEM, BUT OF NOTE ARE DOMESTIC VIOLENCE PILOT AND MULTIFAMILY HOUSING THAT WE'VE STARTED IN D5, AN ADMINISTRATIVE DIRECTIVE THAT THE CITY MANAGER HAS SIGNED SPECIFIC TO DEALING WITH DOMESTIC VIOLENCE HERE AT THE CITY OF SAN ANTONIO AMONG OUR EMPLOYEES, A COMMUNITY-WIDE COMMUNICATIONS CAMPAIGN.
SO THIS IS ONE OF THE ITEMS THAT AS JENNY HICKSEN WHO'S HERE, RAISE YOUR HAND, JENNY.
AS JENNY'S BEEN GOING OUT IN THE COMMUNITY AND DOING LISTENING SESSIONS WITH STAKEHOLDERS THE NUMBER ONE THING THAT PEOPLE ARE SAYING THAT WE NEED TO DO A BETTER JOB OF IS COMMUNICATING TO THE COMMUNITY BASICALLY TWO THINGS: ONE IS THAT YOU HAVE A RIGHT TO FEEL SAFE WITH YOUR PARTNER.
AND TWO, IF YOU DON'T FEEL SAFE WITH YOUR PARTNER, HERE ARE RESOURCES IN THE COMMUNITY THAT YOU HAVE ACCESS TO TO HELP YOU.
SO WE'RE ALSO WORKING VERY CLOSELY WITH THE POLICE DEPARTMENT AND ONE OF MY FAVORITE PROGRAMS IN ALL OF LIFE IS CALLED HANDLE WITH CARE.
THEY PILOTED IT THIS YEAR, WE'RE GOING TO EXPAND IT TO ALL OF THE ISDS THROUGHOUT THE COUNTY, AND THAT'S A SIMPLE PROGRAM WHERE IF SAPD SHOWS UP TO A CHILD'S HOUSE IN THE MIDDLE OF THE NIGHT FOR WHATEVER TRAUMATIC REASON, THEY WILL NOTIFY THAT CHILD'S SCHOOL THAT MORNING -- THE FOLLOWING MORNING SO THAT THAT CHILD'S TEACHER AND GUIDANCE COUNSELOR WILL GET A MESSAGE THAT BASICALLY SAYS HANDLE WITH CARE.
IT DOESN'T DISCUSS ABOUT WHAT THE REASON WAS FOR THE VISIT, IT DOESN'T SHARE ANY OF THE DETAIL, IT JUST SAYS IF THIS CHILD'S HAVING A ROUGH DAY, THERE'S A REASON.
SO I'M SUPER EXCITED THAT WE'RE GOING TO BE EXPANDING THAT, BECAUSE A SIGNIFICANT NUMBER OF SAPD INTERACTIONS WITH HOUSES WITH CHILDREN DOES REVOLVE AROUND DOMESTIC VIOLENCE.
SO NEXT STEPS AS FAR AS DOMESTIC VIOLENCE GO IS WE ARE -- WE HAVE A DRAFT PLAN FOR THE COMPREHENSIVE DOMESTIC VIOLENCE PLAN.
WE'RE VETTING THAT WITH ALL OF THE STAKEHOLDERS, MAKING SURE WE'VE CAPTURED EVERYTHING THAT THEY WANT US TO CAPTURE IN OUR INTERVIEWS WITH THEM.
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WORK OF THE COMMISSION, EACH OF THOSE SUBCOMMITTEES WILL SELECT THEIR TWO, MY GUESS IS THEY'RE GOING TO SELECT MORE THAN TWO, BUT WE'RE ASKING THEM IF THEY COULD PLEASE SELECT TWO ITEMS THAT THEY'RE GOING TO WORK ON THIS YEAR.AND THEN DECEMBER 1 WE WILL ISSUE AN RFP FOR ALLOCATING A HALF A MILLION DOLLARS.
SO THE CITY -- THE MANAGER'S RECOMMENDED BUDGET HAS A MILLION DOLLARS FOR PROGRAMMATIC NEW INITIATIVES.
HALF OF THAT WE CAN START IMMEDIATELY NOW THROUGH THE HEALTH DEPARTMENT, AGAIN, FOCUSING ON PREVENTION, AND THEN THE OTHER HALF IS BEING SET ASIDE FOR DELEGATE AGENCIES TO BE ABLE TO APPLY FOR BASED ON THE WORK THEY'RE DOING THROUGH THE DOMESTIC VIOLENCE COMMISSION.
SO WHEN YOU LOOK SPECIFICALLY AT THE DOLLARS ALLOCATED TO DOMESTIC VIOLENCE, YOU CAN SEE THAT FOR DELEGATE AGENCIES, THAT AMOUNT HAS INCREASED BY ABOUT $500,000.
THE HEALTH DEPARTMENT, ABOUT 500,000, AND THEN YOU CAN SEE ALSO A SIGNIFICANT INCREASE IN POLICE STAFFING FOR PROGRAMS, SERVICES AND PERSONNEL RESPONDING TO OR WORKING TO PREVENT DOMESTIC VIOLENCE.
SO THE LAST ITEM I WANT TO TALK ABOUT IS MENTAL HEALTH.
THERE HAS BEEN A COLLABORATIVE GROUP OF FOLKS FROM THE CITY AND THE COUNTY, INCLUDING UHS AND STRAC WHO HAVE BEEN WORKING ON A MENTAL HEALTH SYSTEM GAP ANALYSIS.
AND WE COMMISSIONED A SUMMARY OF -- WHAT WE FOUND IS THAT THERE WERE HALF A DOZEN OR SO EXISTING GAP ANALYSES THAT HAS BEEN DONE SPECIFIC TO MENTAL HEALTH OVER THE LAST FOUR TO FIVE YEARS.
AND SO WE PULLED ALL OF THAT INFORMATION TOGETHER INTO ONE PLACE BECAUSE EACH HAD A SLIGHTLY DIFFERENT FOCUS, BUT WHAT WAS HAPPENING IS THEY WERE ALL FINDING THE SAME PROBLEM, BUT BECAUSE IT WAS A SLIGHTLY DIFFERENT FOCUS, IT WAS KIND OF BEING LOST IN ITS SPECIFICITY AND TARGET AUDIENCE.
SO WE PUT IT ALL TOGETHER IN ONE DOCUMENT AND BASICALLY WHAT WE FOUND WERE NEEDS AROUND NEW CAPACITY, EXPANDING EXISTING CAPACITY, LOTS OF PROCESS IMPROVEMENT CHANGES THAT WE IDENTIFIED THAT WE CAN MAKE.
BETTER INTEGRATION OF NOT JUST MENTAL HEALTH SERVICES, BUT PHYSICAL HEALTH AND MENTAL HEALTH AND SOCIAL SUPPORT SERVICES WITH MENTAL HEALTH SERVICES.
WE -- I THINK WE TEND TO THINK THAT SOMEHOW WE CAN JUST REMOVE THE BRAIN FROM THE REST OF THE PERSON AND DEAL WITH THAT, AND, OF COURSE, THAT'S NOT HOW IT WORKS.
SO LOTS OF INTEGRATION OPPORTUNITIES.
WE REALLY DO NEED TO IMPROVE ACCESS TO TREATMENT AND WE DON'T HAVE A SYSTEM.
WE DO NOT HAVE A MENTAL HEALTH SYSTEM.
WE HAVE A NUMBER OF DIFFERENT PROGRAMS AND SERVICES THAT ARE DISCONNECTED, AND WE NEED TO TIE THEM TOGETHER.
SO THIS GROUP TOOK A LOOK AT THAT DOCUMENT AND DECIDED THAT OUR TWO FOCUS AREAS FOR RIGHT NOW ARE, AGAIN, THIS FOCUS ON PREVENTION.
WE DO A PRETTY GOOD JOB ONCE SOMEBODY IS IN A MENTAL HEALTH CRISIS AND NEEDS TO BE HOSPITALIZED THROUGH THE WORK THAT STRAC HAS DONE, THROUGH THE SOUTH TEXAS CRISIS COLLABORATIVE, PUTTING TOGETHER A FAIRLY LINEAR AND LOGICAL SYSTEM ABOUT HERE'S WHAT HAPPENS WHEN SOMEBODY HAS TO BE HOSPITALIZED FOR A PSYCHIATRIC ISSUE.
WE NEED TO BUILD ON BOTH ENDS OF THAT PORTION OF THE SYSTEM SO THAT WE CAN INTERVENE BEFORE THEY HAVE TO BE HOSPITALIZED AND ONCE THEY'RE DISCHARGED FROM THE HOSPITAL, WE CAN HELP MAKE SURE THAT THE SAME THINGS THAT LED TO THEM BEING HOSPITALIZED IN THE FIRST PLACE DON'T HAPPEN ALL OVER AGAIN AND IT JUST BECOMES A CYCLE.
SO OUR -- OUR RECOMMENDATIONS RIGHT NOW ARE WE REALLY NEED TO FOCUS ON PREVENTION AND WE NEED TO EXPAND THE SOUTH TEXAS CRISIS COLLABORATIVE TO DEAL WITH BOTH PRE AND POST HOSPITALIZATION.
TWO SPECIFIC THINGS THAT WE'RE GOING TO DO IMMEDIATELY ON THAT, WE ARE IN THE PLANNING STAGES TO HELP THE COUNTY DEVELOP A PRECRISIS URGENT CARE FACILITY.
THIS WOULD BE A WALK-IN TYPE FACILITY WHERE SOMEBODY WHO DOESN'T NEED TO BE ADMITTED TO THE HOSPITAL, BUT KNOWS THAT THEY NEED PSYCHIATRIC CARE AND HELP CAN GET AN APPOINTMENT WITHIN ONE TO TWO DAYS RATHER THAN THE THREE TO SIX MONTHS THAT IT CURRENTLY TAKES FOR SOMEBODY TO BE ABLE TO SEE A PSYCHIATRIST.
THE OTHER THING THAT IT WILL PROVIDE IS ACCESS TO PRESCRIPTION DRUGS.
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PROBLEM THAT WE HAVE AMONG PEOPLE WHO ARE HOSPITALIZED IS THEIR PRESCRIPTION RAN OUT AND THEY MISSED THEIR APPOINTMENT AND THEY COULDN'T GET THE NEXT APPOINTMENT UNTIL SIX MONTHS FROM NOW, SO THAT MEANS THEY'RE OFF THEIR PSYCHIATRIC DRUGS FOR SIX MONTHS, AND THEN WE HAVE PROBLEMS. SO THIS WOULD PROVIDE IMMEDIATE ACCESS TO PSYCHIATRIC DRUGS THAT DOESN'T CURRENTLY EXIST IN THE COMMUNITY.SO WE'RE REALLY EXCITED TO BE PARTNERING, THE COUNTY IS TAKING THE LEAD ON THIS, AND WE'RE EXCITED TO BE PARTNERING WITH THEM.
THE OTHER THING WE'RE WORKING ON IS CONVENING STAKEHOLDERS.
WE REALLY NEED A BETTER UNDERSTANDING OF WHAT DOES THIS SYSTEM LOOK LIKE AND HOW DO WE BUILD IT OUT ON BOTH ENDS? SO THIS IS ANOTHER BIGGER GROUP THAT WE'RE PULLING TOGETHER TO START THAT WORK.
SO THAT IS THE END OF THE STRONG CHILDREN AND FAMILIES BUNDLE.
NEXT YOU WILL HEAR FROM THE HEALTH DEPARTMENT, THEN FROM HUMAN SERVICES, AND THEN WE'LL ALL BE HERE TO ANSWER QUESTIONS.
>> MAYOR NIRENBERG: THANK YOU, DR. BRIDGER.
>> GOOD AFTERNOON, MAYOR AND COUNCIL.
MY NAME IS JENNIFER HEROD, I'M THE INTERIM DIRECTOR OVER THE HEALTH DEPARTMENT, AND BEFORE I GET STARTED, I JUST WANTED TO RECOGNIZE MY LEADERSHIP TEAM.
I'VE GOT DR. AN ANITA CURIAN HERE WITH US, KATHY SHIELD, WHO'S THE INTERIM OVER COMMUNITY HEALTH, AND MARIO MARTINEZ WHO'S THE ASSISTANT DIRECTOR OVER ENVIRONMENTAL HEALTH AND OCCUPATION SERVICES.
THEY'VE ALL BEEN A TREMENDOUS HELP TO ME OVER THE LAST FIVE AND A HALF MONTHS IN MY INTERIM ROLE, I JUST WANTED TO PUBLICLY THANK THEM FOR THAT.
SO METRO HEALTH -- AT METRO HEALTH, OUR VISION IS HEALTHY PEOPLE THRIVING IN A HEALTHY COMMUNITY.
OUR MOTTO OR WHAT WE FOCUS ON IN PUBLIC HEALTH IS PREVENTING ILLNESS, PROMOTING HEALTHY BEHAVIORS AND PROTECTING AGAINST HEALTH HAZARDS.
THE METRO HEALTH TEAM IS MADE UP OF 429 EMPLOYEES.
WE WORK IN ABOUT 164 LOCATIONS IN THE COMMUNITY.
WE HAVE 23 CITY FACILITIES AND WE'VE SERVED OVER 168,000 UNDUPLICATED RESIDENTS IN OUR COMMUNITY.
WE ARE MADE UP BY THREE DISTINCT DIVISIONS.
OUR COMMUNICABLE DISEASE DIVISION, AS I MENTIONED, IS LED BY DR. ANITA CURRIAN, AND THE PROGRAMS IN OUR COMMUNICABLE DISEASE DIVISION INCLUDE COMMUNICATIONS, TUBERCULOSIS, STDS AND HIV AND OUR EPIDEMIOLOGY DIVISION.
IN OUR COMMUNITY HEALTH DIVISION, OUR FOCUS IS ON PROMOTING HEALTHY BEHAVIORS, AND IN THAT DIVISION, WE -- IT INCLUDES OUR CHRONIC DISEASE PREVENTION PROGRAM, OUR WIC PROGRAM, OUR ASTHMA PROGRAM, AS WELL AS OUR HEALTHY START PROGRAM.
AND IN OUR THIRD DIVISION, OUR ENVIRONMENTAL HEALTH AND OPERATIONS DIVISION, OUR FOCUS IS PROTECTING PEOPLE AGAINST HEALTH HAZARDS.
AND WITHIN THIS PARTICULAR DIVISION IS WHERE YOU'LL FIND OUR FOOD AND ENVIRONMENTAL PROGRAM, OUR VECTOR PROGRAM, OUR PUBLIC HEALTH EMERGENCY PREPAREDNESS PROGRAM, OZONE ATTAINMENT AND ALSO OUR STAND UP SA PROGRAM.
IN TERMS OF OUR PROPOSED BUDGET FOR FISCAL YEAR 2020, WE'RE -- OUR PROPOSED BUDGET IS MADE UP OF $42.9 MILLION.
AS YOU CAN SEE, A THIRD OF THAT, ABOUT A THIRD OF THAT, OR $15.7 MILLION WILL COME FROM THE GENERAL FUND, AND 2/3 OF THAT COMES FROM GRANT FUNDS THAT WE GET BOTH FROM STATE AND FEDERAL DOLLARS ALLOCATED TO US THROUGHOUT THE YEAR.
IN FISCAL 2020, WE EXPECT TO HAVE 429 POSITIONS, 131 OF THESE POSITIONS WILL BE FUNDED THROUGH THE GENERAL FUND, AND THE REMAINING 298 POSITIONS ARE GRANT-FUNDED POSITIONS.
THE INCREASE IN THE GENERAL FUND REFLECTS THE PROPOSED 500,000 FOR PAID SICK LEAVE, AS WELL AS THE STRONG FAMILY AND CHILDREN INITIATIVES MENTIONED BY DR. BRIDGER, WHICH INCLUDES THE 600 FOR THE TRAUMA-INFORMED CARE CERTIFYING ENTITY, THE 500 FOR THE DOMESTIC VIOLENCE PREVENTION PROGRAMS AND SERVICES, WHICH WILL BE ALLOCATED AT 250,000 FOR THE TRIPLE P PARENTING PROGRAM, THE 80,000 TO IMPLEMENT TOO GOOD FOR VIOLENCE, AND 170,000
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TO DEVELOP A DOMESTIC VIOLENCE EDUCATIONAL CAMPAIGN.THE $2.1 MILLION VARIANCE YOU SEE IN THE GRANTS AREA IS ACTUALLY A TRUE REDUCTION OF ABOUT 1.5 MILLION.
WE HAD FOR TWO YEARS A ZIKA GRANT, AND THAT WAS NOT REISSUED, WHICH WAS $800,000 A YEAR, AND THEN OUR HEALTHY START PROGRAM WAS REDUCED BY 700,000.
THAT WAS SOMETHING THAT HAPPENED FOR ALL HEALTHY START PROGRAMS THROUGHOUT THE COUNTRY, NOT JUST HERE IN SAN ANTONIO.
THE REMAINING VARIANCE ACTUALLY IS GOOD NEWS FOR US, AND THAT REFLECTS A REDUCTION IN OUR 1115 WAIVER EXPENDITURES THROUGH IDENTIFIED EFFICIENCIES, AND I'M HAPPY TO SHARE THAT IN MORE DETAIL WITH YOU IF YOU HAVE QUESTIONS.
I DID WANT TO TALK ABOUT A FEW OF OUR 2019 ACCOMPLISHMENTS.
SO CITY HEALTH, AS MANY OF YOU HAVE HEARD ABOUT WHEN WE WORKED ON TOBACCO 21 IS A NATIONAL RANKING SYSTEM FOR CITIES THAT ADOPT STRONG PUBLIC HEALTH POLICIES.
WE CURRENTLY HAVE AN OVERALL SILVER MEDAL BECAUSE OF PROGRAMS AND POLICIES LIKE PRE-K FOUR SA, TOBACCO 21, SMOKE FREE INDOOR AIR QUALITY AND FOOD SAFETY.
THIS YEAR WE STRENGTHENED OUR COMPLETE STREETS POLICY AND WE IMPLEMENTED A HEALTHY FOOD AND BEVERAGE PROCUREMENT POLICY AT THE CITY, WHICH SHOULD HELP US GAIN NATIONAL RECOGNITION AND HOPEFULLY ACHIEVE A GOLD MEDAL THIS NOVEMBER FROM CITY HEALTH.
AND THAT'S A CLOSELY GUARDED SECRET, SO PLEASE DON'T TELL ANYONE.
FAB -- PH AB STANDS FOR PUBLIC HEALTH ACCREDITATION BOARD.
ALL OF OUR DOCUMENTATION HAS BEEN SUBMITTED, AND WE WILL BE HAVING A SITE VISIT NEXT WEEK ON AUGUST 21ST AND 22ND, AND WE'RE BOTH LOOKING FORWARD TO THAT, A LITTLE BIT ANXIOUS ABOUT IT, BUT FEELING VERY POSITIVE ABOUT THE FACT THAT WE EXPECT TO BECOME ACCREDITED.
METRO HEALTH IS ALSO IN THE FINAL STAGES OF DEVELOPING OUR FOUR-YEAR STRATEGIC PLAN.
I KNOW I PRESENTED TO YOU ON SOME OF THE WORK WE HAVE DONE PREVIOUSLY EARLIER THIS YEAR, BUT OVER THE PAST YEAR, WE'VE ENGAGED OVER 4,000 COMMUNITY MEMBERS AND STAKEHOLDERS TO HELP US IDENTIFY FOUR KEY HEALTH PRIORITIES, SOME OF WHICH ARE DRIVING THE CURRENT BUDGET IMPROVEMENT FOR FISCAL YEAR 2020.
AND I'LL BE GIVING YOU SOME UPDATES SPECIFICALLY ON WHAT WE'LL BE WORKING ON.
AND LASTLY, I JUST WANTED TO MENTION THAT THE SAN ANTONIO LACTATION SUPPORT CENTER, PREVIOUSLY CALLED THE BABY CAFE, I KNOW THOSE OF YOU WHO HAVE BEEN ON COUNCIL FOR A WHILE HAVE COME AND VISITED, I REALLY ENCOURAGE NEW COUNCILMEMBERS TO COME AND VISIT US.
WE WERE ABLE TO IDENTIFY FUNDS AT THE STATE LEVEL TO SUPPORT -- TO ENTIRELY SUPPORT THE BABY CAFE, THAT MEANT WE HAD TO CHANGE THE NAME, BUT BESIDES THAT, THAT'S A GREAT WAY FOR US TO SUSTAIN ONE OF OUR 1115 WAIVER PROJECTS INTO THE FUTURE.
SO WE'RE EXCITED ABOUT THAT ACCOMPLISHMENT.
I ALSO WANTED TO TALK A LITTLE BIT ABOUT SA KIDS BREEZE.
LAST YEAR COUNCIL FUNDED METRO HEALTH TO LAUNCH SA KIDS BREATHE AND PROVIDED US WITH ABOUT $355,000.
IN MAY, THE SA KIDS BREATHE PROGRAM STARTED ENROLLING CLIENTS, AND WE'VE SO FAR RECEIVED 47 REFERRALS.
OF THOSE 47, 43 WERE ELIGIBLE FOR THE PROGRAM, AND WE'VE CONDUCTED 20 FIRST-HOME VISITS AND AN ADDITIONAL 13 SECOND-HOME VISITS.
WHEN SCHOOL STARTS, WE ANTICIPATE THAT REFERRAL WILL GO UP TREMENDOUSLY.
RIGHT NOW WE'RE WORKING IN THE COMMUNITY AND WORKING WITH PROVIDERS, BUT WE EXPECT THAT THE SCHOOL NURSES WILL PROVIDE A SIGNIFICANT NUMBER OF REFERRALS TO US MOVING FORWARD.
ADVERSE CHILDHOOD EXPERIENCES.
THIS WAS ANOTHER AREA THAT WE RECEIVED AN IMPROVEMENT IN FISCAL YEAR 2019 IN THE FORM OF AN ACES COORDINATOR.
DURING THE LAST YEAR, WE'VE REALLY BEEN ABLE TO DO A LOT OF THINGS.
I KNOW MANY OF YOU ARE FAMILIAR WITH SOME OF THOSE.
WE DID ESTABLISH THE SOUTH TEXAS TRAUMA-INFORMED CARE CONSORTIUM.
WE'VE GOT OVER 500 MEMBERS WORKING ACROSS 12 DIFFERENT SECTORS, AND AS DR. BRIDGER MENTIONED, WE DEVELOPED A BUSINESS PLAN TO ESTABLISH THE TRAUMA-INFORMED CARE CERTIFYING ENTITY.
ANOTHER THING WE DID WAS HAVE A PROCLAMATION IN THE MONTH OF MAY AND DURING THAT MONTH WE HAD OVER 20 EDUCATIONAL EVENTS THROUGHOUT THE COMMUNITY.
AND I JUST WANTED TO SHARE THAT BY THE END OF THIS WEEK, ALL TEACHERS AT SOUTH SAN ISD WILL HAVE BEEN TRAINED BY OUR TEAM IN ACES AND TRAUMA-INFORMED CARE.
ANOTHER AREA THAT WE'VE BEEN WORKING IN IS EMBEDDING EQUITY
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IN METRO HEALTH.SO I WOULD SAY THAT WHEN IT COMES TO EQUITY, METRO HEALTH HAS BEEN A LEADER IN THIS AREA.
WE CURRENTLY FUND AN OFFICE OF HEALTH EQUITY AT METRO HEALTH.
WE HAVE A HEALTH EQUITY LEADERSHIP TEAM MADE UP OF REPRESENTATIONS FROM ALL OF OUR DIVISIONS, AND WE HAVE TWO DEDICATED FULL-TIME STAFF WORKING IN THIS AREA.
IN FISCAL YEAR 2020, METRO HEALTH WILL CONTINUE TO INCLUDE COMMUNITIES OF COLOR AND LOW-INCOME COMMUNITIES ON OUR ADVISORY BOARDS, AS WELL AS COMPENSATE COMMUNITY MEMBERS DOING OUTREACH THROUGH OUR REACH GRANT.
PAID SICK LEAVE: AS THE CITY MANAGER MENTIONED IN HIS PRESENTATION, THE CITY HAS ALLOCATED $549,340 TOWARDS PAID SICK LEAVE.
WITH THIS FUNDING, THE MAJORITY OF IT, OR 335,000, WILL BE USED FOR PERSONNEL COSTS AND FOR LEGAL SUPPORT.
215,000 OF THIS IS FOR THE DEVELOPMENT OF EDUCATIONAL MATERIALS CAMPAIGN, IMPLEMENTATION OF A PAID SICK LEAVE ADVERTISING CAMPAIGN, AND ONE-TIME OFFICE SETUP EXPENSES.
WE EXPECT TO POST ALL FOUR POSITIONS BY THE END OF THIS WEEK.
WE'VE ALREADY DEVELOPED A ROBUST COMMUNICATIONS PLAN WITH PLANS TO IMPLEMENT IN EARLY OCTOBER TO ENSURE THAT WE PUBLICIZED THE PAID SICK LEAVE LAW AS IT IS ROLLED OUT IN DECEMBER.
WE WILL, AGAIN, HOST INFORMATION SESSIONS AND OFFER IN-PERSON TRAININGS, EMPLOYER WORKSHOPS AND ONE-ON-ONE MEETINGS UPON REQUEST.
THE ADVERTISING CAMPAIGN WILL INCLUDE ADS ON BUSES, POSTERS AND BUS SHELTERS, TV AND RADIO SPOTS, AS WELL AS ADS IN COMMUNITY NEWSPAPERS AND SOCIAL MEDIA.
IN TERMS OF BUDGET EFFICIENTSSIES, THE EFFICIENCIES THAT WE IDENTIFIED WILL ALLOW US TO IMPROVE PATIENT FLOW AT OUR STD CLINIC BY ADDING AN ADMINISTRATIVE ASSOCIATE.
IT WILL ALSO ALLOW US TO BETTER ASSIST CUSTOMERS WITH AIR POLLUTION REGISTRATION, INVOICING, TRACKING COMPLAINTS AND DATA COLLECTION BY ADDING A BUSINESS LIAISON TO OUR AIR POLLUTION PROGRAM.
AND IT WILL HELP US BY CONSOLIDATING OUR BUILDING MAINTENANCE PROCESS AS WE GO FROM MAINTAINING SIX FACILITIES TO FIVE BUILDING FACILITIES.
SO WHAT TO EXPECT IN FISCAL YEAR 2020.
THE FOUR STRATEGIC HEALTH PRIORITIES THAT WERE IDENTIFIED AND THAT WE'VE DISCUSSED WITH YOU ON MULTIPLE OCCASIONS WERE ADVERSE CHILDHOOD EXPERIENCES, VIOLENCE PREVENTION, ACCESS TO CARE AND NUTRITION.
OUR MANAGEMENT FELLOW MARIA RODRIGUEZ IS CURRENTLY WORKING ON THAT FINAL DOCUMENT, AND WE EXPECT IT TO BE COMPLETED BY OCTOBER 1ST.
AND THIS DOCUMENT WILL -- OR THIS PLAN WILL RUN THROUGH SEPTEMBER 2023.
SO LET ME TALK ABOUT A FEW THINGS THAT WE'RE PROPOSING IN THIS UPCOMING YEAR.
IN TERMS OF ADVERSE CHILDHOOD EXPERIENCES, WE LEAD -- WE REALLY LEAD WITH ACES, AS DR. BRIDGER MENTIONED.
WE'RE LEADING WITH ACES, AWARE NESS AND VIOLENCE PREVENTION.
DOMESTIC VIOLENCE TAKES MANY FORMS, INCLUDING INTIMATE PARTNER VIOLENCE, CHILD ABUSE AND NEGLECT, BULLYING, TEEN DATING VIOLENCE, YOUTH VIOLENCE AND COMMUNITY VIOLENCE.
NOT ONLY ARE THESE FORMS OF VIOLENCE INTERCONNECTED, BUT VIOLENCE IS BOTH A CONTRIBUTOR TO AND A RESULT OF ACES.
BECAUSE ACES HAVE A PROFOUND AFFECT ON INDIVIDUAL'S AND COMMUNITY HEALTH, IT'S NO SURPRISE THAT ACES AND VIOLENCE OVERLAP IN MULTIPLE WAYS AND IN ADDRESSING THESE, WE WILL BE ADDRESSING MULTIPLE CITY GOALS.
THE THREE FOCUS AREAS UNDER ADVERSE CHILDHOOD EXPERIENCES ARE ENSURING HEALTHY TEEN RELATIONSHIPS.
WE ANTICIPATE IMPLEMENTING THE TOO GOOD FOR VIOLENCE PROGRAM WITHIN SAISD AND HOPE TO HAVE OVER 1,000 STUDENTS PARTICIPATE IN THE SEVEN-SESSION PROGRAM.
AND 50 TEACHERS OR EDUCATORS TRAINED IN TOO GOOD FOR VIOLENCE IN EARLY OCTOBER.
IN TERMS OF ENSURING PARENT SUPPORT SYSTEMS, WE'RE HOPING TO IMPLEMENT THE TRIPLE P PARENTING PROGRAM, ALSO MENTIONED BY DR. BRIDGER.
AND LASTLY, IN TERMS OF CONTINUING TO INCREASE COMMUNITY AWARENESS ABOUT ACES, WE'RE LOOKING FORWARD TO IMPLEMENTING THE DOMESTIC VIOLENCE CAMPAIGN THAT WILL ALSO TOUCH ON ISSUES RELATED TO ADVERSE CHILDHOOD EXPERIENCES.
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LOOKING FORWARD TO ESTABLISHING THE TRAUMA-INFORMED CARE CERTIFYING ENTITY.AGAIN, SOMETHING DR. BRIDGER HAS ALREADY DISCUSSED.
IN TERMS OF VIOLENCE PREVENTION, AGAIN, AS DR. BRIDGER MENTIONED, METRO HEALTH WILL BE WORKING CLOSELY WITH DEPARTMENT OF HUMAN SERVICES, SAPD AND COMMUNITY STAKEHOLDERS TO IMPLEMENT THE DOMESTIC VIOLENCE COMPREHENSIVE PLAN.
IN ADDITION TO OUR WORK AROUND PREVENTING ACES, CHILD ABUSE, TEEN DATING VIOLENCE AND DOMESTIC VIOLENCE, METRO HEALTH WILL ALSO BE DISCUSSING MEASURES TO REDUCE GUN VIOLENCE IN OUR COMMUNITY.
BY EXPANDING THE PROGRAMMING ALREADY STARTED BY STANDUP SA AND BY PARTNERING WITH SAPD, SCHOOLS AND NONPROFITS LIKE MY BROTHER'S KEEPER.
IN TERMS OF ACCESS TO CARE, METRO HEALTH WILL WORK IN THE FOLLOWING AREAS: ADVANCING ECONOMICS STABILITY, METRO HEALTH WILL MAKE AND TRACK 3,000 REFERRALS TO THE CITY OF SAN ANTONIO'S FINANCIAL EMPOWERMENT AND VIDA CENTERS.
IN TERMS OF INCREASING ACCESS TO IMMIGRANT-FRIENDLY SERVICES, METRO HEALTH WILL WORK WITH TINO GALLEGOS TO EXPAND THE COSA IMMIGRATION RESOURCE GUIDE, TRANSLATE IT INTO SPANISH AND DISTRIBUTE IT TO -- AND DISTRIBUTE 10,000 COPIES THROUGH THE FAITH-BASED INITIATIVE.
IN ADDITION, METRO HEALTH WILL CONDUCT 10 INFORMATION SESSIONS FOR IMMIGRANTS AT CHURCHES AND SCHOOLS THAT EXPLAIN THE HEALTHCARE SYSTEM AND LEGAL RIGHTS TO CARE.
AND LASTLY IN THIS AREA, FUNDING WILL BE SOUGHT TO PROVIDE REACH OUT, STAND STRONG ESSENTIALS FOR NEW MOTHERS TO 25% OF OUR HEALTHY START CLIENTS.
THIS CURRICULUM HAS BEEN PROVEN TO REDUCE POST PART TEM DEPRESSION BY HALF.
AND LASTLY, IN THE IMPORTANT AREA OF NUTRITION WE'RE LOOKING FORWARD TO EXPANDING USE OF COMMUNITY NUTRITION STANDARDS.
ONE WAY WE'LL BE DOING THIS IS BY IMPLEMENTING HEALTHY FOOD AND BEVERAGE PROCUREMENT POLICY HERE AT THE CITY OF SAN ANTONIO, BUT ALSO WORKING WITH BUSINESSES IN SAN ANTONIO TO ENCOURAGE THEM TO IMPLEMENT SIMILAR POLICIES.
WE'LL ALSO BE COMPLETING A LANDSCAPE ASSESSMENT OF THE NUTRITION ENVIRONMENT AT EARLY CHILDHOOD CENTERS AND AFTER SCHOOL CENTERS, AND WE'LL ALSO BE OVERSEEING THE COMPLETION OF THE HEALTHY CORNER STORES PILOT PROJECT IN D3., AN INITIATIVE THAT AIMS TO INCREASE ACCESS TO FRUITS AND VEGETABLES AT CONVENIENCE STORES.
MY LAST SLIDE IS A FEW MORE THINGS TO EXPECT IN FISCAL YEAR 2020: ONE OF THOSE IS REVITALIZATION OF OUR PORE VIDA HEALTHY MENUS PROGRAM.
SO METRO HEALTH PLANS TO EXPAND -- EXCUSE ME, METRO HEALTH PLANS TO EXPAND AND RESTRUCTURE OUR PORVIDA HEALTHY MENUS STRUCTURE BY RECOGNIZING HEALTHY OPTIONS, WE'RE GOING TO BE WORKING WITH SANITARIANS IN TERMS OF HIGH SCORES AT RESTAURANTS.
WE'RE ALSO GOING TO BE WORKING ON ENVIRONMENTALLY FRIENDLY PRACTICES, TOBACCO-FREE POLICIES, SO THAT NOT ONLY ARE WE IDENTIFYING RESTAURANTS THAT HAVE HEALTHY FOOD, BUT WE'RE ALSO IDENTIFYING RESTAURANTS THAT ARE DOING WELL IN TERMS OF THEIR INSPECTIONS, ARE DOING WELL IN THEIR RECYCLING, ARE DOING WELL IN TERMS OF THEIR TOBACCO POLICIES, AND WE'RE WORKING WITH THE WORLD HERITAGE OFFICE, OFFICE OF SUSTAINABILITY AND SOLID WASTE ON THIS INITIATIVE.
THE OTHER AND LAST TWO INITIATIVES ARE ONES THAT MARIO AND I HAVE MET WITH ALL OF YOU OR WITH YOUR STAFF ABOUT OVER THE LAST -- IN THE LAST MONTH OR SO.
BUT THIS INCLUDES THE RESTAURANT PLACARDS PROPOSAL.
METRO HEALTH IS CURRENTLY SEEKING INPUT FROM THE PUBLIC AND FOOD ESTABLISHMENTS REGARDING OUR PROPOSAL TO REQUIRE THE POSTING OF GRADE PLACARDS.
TO DATE, WE HAVE CONDUCTED OVER 1,790 SPEAKUP SURVEYS THAT HAVE BEEN COLLECTED FROM RESIDENTS, AND THE MAJORITY OF THOSE WHO HAVE RESPONDED TO THESE SURVEYS, 96% WOULD LIKE TO SEE GRADES POSTED IN PUBLIC VIEW.
IN ADDITION, WE'VE COLLECTED OVER 2,700 SURVEYS FROM FOOD ESTABLISHMENTS THAT'S OVER 50% OF FOOD ESTABLISHMENTS, AND SHARING THE FOUR DIFFERENT OPTIONS IN TERMS OF HOW TO POST AND WHERE TO POST THE PLACARDS AND HOW WE AM WILL ASSESS THEIR ACTUAL GRADE.
MOST ARE SELECTING THE OPTION THAT INCLUDES FOUR INSPECTION SCORES TO THE GRADE.
IT'S A LOOK BACK AT HOW THEY'VE DONE OVER FOUR DIFFERENT TIMES.
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ESTABLISHMENTS HAVE BEEN SURVEYED.LAST BUT NOT LEAST, WE'RE GOING TO CONTINUE TO IMPLEMENT OUR OZONE ATTAINMENT MASTER PLAN.
THIS WILL MEAN CONTINUING TO WORK WITH OUR LOCAL STAKEHOLDERS, AS WELL AS IMPLEMENTING THOSE SIX AREAS OF OZONE ATTAINMENT THAT WE'VE WRITTEN UP IN OUR OZONE RETAINMENT MASTER PLAN WHICH INCLUDE COMMUNICATIONS AND MARKETING, THE VOLKSWAGEN MITT CONTINUATION, OZONE BEST PRACTICES, IDENTIFICATION OF POINT SOURCE AND MITIGATION -- WORKING WITH THE BUSINESS COMMUNITY AND IDENTIFYING POLICY ADVOCACY AND FUNDING OPPORTUNITIES.
>> GOOD AFTERNOON, MAYOR AND COUNCIL.
I'M HAPPY TO PRESENT THE DEPARTMENT OF HUMAN SERVICES FISCAL YEAR 2020 BUDGET.
THIS INCLUDES DELEGATE AGENCY RECOMMENDATIONS.
HUMAN SERVICES IS A BIG DEPARTMENT.
AND WITH MULTIPLE LINES OF BUSINESS, I COULD NOT DO THIS WORK WITHOUT MY VERY TALENTED TEAM.
WITH ME TODAY ARE MY ASSISTANTS DIRECTORS, EDWARD GONZALES AND JESSICA.
YOU KNOW REBECCA FLORES, EDUCATION POLICY ADMINISTRATOR, AND REVEREND HELM KE, OF COURSE.
AND ALSO, PATRICK IS THE ASSISTANT TO THE DIRECTOR.
SO FIRST, A BRIEF OVERVIEW OF THE DEPARTMENT.
THE HUMAN SERVICES TEAM IS 350 EMPLOYEES STRONG.
HUMAN SERVICES OPERATES IN 27 CITY-OWNED AND LEASED FACILITIES, AND I ALSO HAVE STAFF PROVIDING SERVICES IN 59 COMMUNITY LOCATIONS CITYWIDE.
THIS FISCAL YEAR WE WILL SERVE MORE THAN 90,000 RESIDENTS THROUGH OUR DIRECT SERVICES.
WE DO THIS WORK TO IMPROVE THE QUALITY OF LIFE FOR VULNERABLE RESIDENTS IN SAN ANTONIO, AND TO ENSURE THAT THEY HAVE THE OPPORTUNITY TO ACHIEVE THE CITY'S VISION OF PROSPERITY FOR ALL.
OUR WORK IS FOCUSED IN FOUR LONG-TERM OUTCOMES.
THESE ARE OUR LANES TO KEEP US FOCUSED.
CHILDREN AND YOUTH ARE SAFE, HEALTHY, RESILIENT AND READY TO SUCCEED.
INDIVIDUALS AND FAMILIES ARE STABLE AND STRONG.
SENIORS ARE HEALTHY, ENGAGED, INDEPENDENT, AND HOMELESS IS RARE, BRIEF AND NONRECURRING.
THE FAITH BASED INITIATIVE SUPPORT OUR DIRECT SERVICES AND MAXIMIZE OUR IMPACT.
WE DO NOT DO ANYTHING ALONE AS HUMAN SERVICES.
THE NEEDS ARE GREAT SO WE LEVERAGE OUR PARTNERSHIPS TO ENHANCE OUR CORE SERVICES.
I REPEAT THIS OFTEN BECAUSE IN EVERY ASPECT OF OUR WORK, WE WORK WITH A CROSS-SECTION OF NONPROFIT BUSINESS IN GOVERNMENT SECTOR AGENCIES, AS WELL AS WITH A NUMBER OF OUR SISTER DEPARTMENTS.
I BELIEVE IMPLEMENTING EFFECTIVE AND INNOVATIVE COLLABORATIONS IS HUMAN SERVICES' GREATEST STRENGTH.
THE HUMAN SERVICES PROPOSED BUDGET FOR FISCAL YEAR 2020 IS ALMOST 152 MILLION.
71% OF THIS IS FROM GRANTS, PREDOMINANTLY FEDERAL CHILDREN'S SERVICES GRANTS, HEAD-START AND CHILD CARE SUBSIDIES.
OUR BUDGET IS PROPOSED TO INCREASE BY A LITTLE OVER $500,000.
AND PROPOSED DELEGATE AGENCY FUNDING INCREASES BY 1.6 MILLION TO EXPAND HOMELESS AND FAMILY SI VENS SERVICES.
THIS BUDGET DOES REFLECT OUR LONG-TERM OUTCOMES.
WHAT YOU SEE REPRESENTS EVERYTHING THAT THE DEPARTMENT DOES DIRECTLY AND INCORPORATES WHAT OUR DELEGATE AGENCIES DO FOR US.
HUMAN SERVICES BEGAN WORKING WITH THE OFFICE OF EQUITY IN 2017 TO IMPROVE THE IMPACT OF THE DELEGATE AGENCY PROCESS.
CURRENT ONGOING EQUITY EFFORTS INCLUDE COORDINATING COMMUNITY INPUT MEETINGS TO DEVELOP STRATEGIES AND MAXIMIZE OUR INVESTMENTS BY FOCUSING ON TARGETED HIGH NEED POPULATIONS, AND WE ALSO BEGAN REQUIRING CONSISTENT COLLECTION OF DEMOGRAPHIC INFORMATION BOTH INTERNALLY AND THROUGH OUR DELEGATE AGENCIES.
MOVING FORWARD, WE ARE COMMITTED TO IDENTIFYING RACIAL DISPARITIES, AND DISAGGREGATING THIS DATA BY RACIAL GROUP TO MORE EFFECTIVELY IMPACT COMMUNITIES AS AN EXAMPLE, WE WANT TO IMPROVE OUR ABILITY TO EFFECTIVELY OUTREACH AND TO DISCONNECTED AND HOMELESS, LGBTQ AND YOUTH OF COLOR.
ADDITIONALLY WE ARE COMMITTED TO ENHANCING COMMUNITY ENGAGEMENT AND ENSURING THE TARGET POPULATION IS PART OF THE SOLUTION.
THAT THEY ARE AT THE TABLE IN EVERY ASPECT OF OUR WORK.
HUMAN SERVICES PROVIDES A CONTINUUM OF EARLY CARE AND EDUCATION PROGRAM THAT SERVE OVER 21,000 CHILDREN AGES 0 TO
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12 AND THEIR FAMILIES ANNUALLY.HEAD-START, EARLY HEAD-START AND CHILD CARE SUBSIDY PROGRAMS SERVE OUR MOST VULNERABLE CHILDREN INCLUDING DISABLED RLGS HOMELESS AND THOSE IN THE CHILD PROTECTIVE SERVICES SYSTEM.
DUAL GENERATION STRATEGIES CONNECT CHILDREN TO QUALITY LEARNING ENVIRONMENTS, HELP MORE THAN 7,800 PARENTS WORK AND PARTICIPATE THEMSELVES, AND PROVIDE AN EFFECTIVE FACTOR FOR CHILDREN OF ABUSE AND NEGLECT.
RECEIVED A NATIONAL AWARD FROM THE CAMPAIGN FOR GRADE LEVEL READING FOR THE THIRD YEAR IN A ROW FOR OUR WORK IN PREPARING CHILDREN TO SUCCEED IN SCHOOL.
WE PROMOTE YOUTH SUCCESS BY PROVIDING PAID INTERNSHIPS AND CAREER EXPLORATION FOR COLLEGE STUDENTS THROUGH THE AMBASSADOR PROGRAM.
THE 2019 AMBASSADOR PROGRAM AUDIO] THEY WERE THE MOST DIVERSE STUDENTS WE'VE WORKED WITH YET.
ADDITIONALLY WE INVEST AND MANAGE OVER 3.3 MILLION FOR COLLEGE ACCESS AND COMPLETION SERVICES TO THE SAN ANTONIO EDUCATION PARTNERSHIP.
WE WORKED WITH THE PARTNERSHIP THIS YEAR TO EXPAND OUTREACH AND BETTER SERVE ADULT LEARNERS BY ADDING COUNSELING CAPACITY, TO HELP PEOPLE TRANSITION TO COLLEGE.
I ALSO WANTED TO TALK A LITTLE BIT ABOUT NEXT LEVEL.
COUNCIL, WITH YOUR SUPPORT, ON FEBRUARY 18TH, WE OPENED THE NEXT LEVEL YOUTH ENGAGEMENT CENTER AT THE FRANK GARRETT COMMUNITY CENTER.
TO CONNECT DISENGAGED YOUTH TO EDUCATION AND EMPLOYMENT.
YOU MAY RECALL THAT THE FEDERAL RESERVE BANK OF DALLAS REPORTED THERE ARE 35,000, 16 TO 24-YEAR-OLD YOUTH ACROSS THE CITY OF SAN ANTONIO WHO ARE NOT IN SCHOOL AND ARE NOT WORKING.
IN PARTNERSHIP WITH COMMUNITIES AND SCHOOLS, AND GOODWILL, THE CENTER OFFERS CASE MANAGEMENT, COUNSELING, HEALTH AND EDUCATION SERVICES.
$258,000 IS INCLUDED IN THE HUMAN SERVICES BUDGET FOR 2020 TO SUPPORT THE CENTER AND I AM RECOMMENDING ADDITIONAL -- AN ADDITIONAL $415,000 THROUGH THE DELEGATE AGENCY PROCESS TO CONTINUE WORKING WITH GOODWILL AND COMMUNITIES AND SCHOOLS.
SINCE FEBRUARY, WE HAVE ENROLLED 230 YOUTH WITH SIGNIFICANT BARRIERS TO EDUCATION AND WORK FORCE.
46% OF PARTICIPANTS HAVE A 10TH GRADE EDUCATION OR LESS.
55% HAVE FOUR OR MORE ADVERSE CHILD EXPERIENCES.
THIS IS SIGNIFICANTLY HIGHER THAN THE GENERAL POPULATION.
AND 50% -- MORE THAN 50% ACTUALLY ARE READING AT THE FOURTH AND FIFTH GRADE LEVEL.
IN THE FIRST SIX MONTHS OF OPERATIONS, WE SUCCESSFULLY RECRUITED THE POPULATION THAT WE PROPOSED TO SERVE.
AND THEY ARE ENGAGED IN CASE MANAGEMENT, AND JOB COUNSELING.
SINCE OPENING THE CENTER, THE SAN ANTONIO AND OUR MODEL HAS RECEIVED A GREAT DEAL OF NATIONAL ATTENTION.
INCLUDING INVITATIONS TO PARTICIPATE IN NATIONAL CITIES, NATIONAL YOUTH EMPLOYMENT CONFERENCE, AS WELL AS THE ASPEN INSTITUTE PROGRAMS. HUMAN SERVICES WORKS TO -- YEAH.
HUMAN SERVICES WORKS TO STABILIZE AND IMPROVE THE FINANCIAL SECURITY OF SAN ANTONIO RESIDENTS BY PROVIDING EMERGENCY UTILITY ASSISTANCE AS A SAFETY NET, BENEFITS ACCESS, AND FINANCIAL COUNSELING.
WE PROVIDE FINANCIAL EMPOWERMENT AND ASSET BUILDING THROUGH ONE-ON-ONE FINANCIAL COUNSELING TO RESIDENTS, TO HELP INDIVIDUALS AND FAMILIES CREATE AND MAINTAIN A STRONG HOUSEHOLD BUDGET, REPAY OUTSTANDING DEBTS, IMPROVE THEIR CREDIT SCORE AND BUILD ASSETS TO ESTABLISH THEIR DREAMS. BASED ON THIS WORK, HUMAN SERVICES WAS DESIGNATED AS AN EXPERT CITY BY THE CITIES FOR FINANCIAL EMPOWERMENT FUND.
THEY'RE HELPING OTHERS ESTABLISH THEIR OWN EMPOWERMENT CENTERS.
OUR TRAINING FOR SUCCESS PROGRAM HAS TRANSITIONED 118 FAMILIES OUT OF POVERTY THIS YEAR, MOVING THEM FROM AN AVERAGE INCOME OF $11,000 BEFORE THEY STARTED THE PROGRAM, TO $48,000 IN THEIR NEW HIGH-DEMAND CAREERS.
WE CONTINUE TO OPERATE 10 COMPREHENSIVE SENIOR CENTERS AND 41 PART-TIME NUTRITION PROGRAMS IN NEIGHBORHOODS ACROSS THE COMMUNITY.
TWO NEW CENTERS FUNDED THROUGH THE 2017 BOND ARE IN PROGRESS.
A MULTI-GENERATIONAL CENTER IN DISTRICT 4 WILL BE COMPLETED IN THE FALL OF 2021, AND IN DISTRICT 9 IN THE SPRING OF
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2022.ONCE OPEN, WE ESTIMATE 95% OF THE CITY'S SENIOR POPULATION WILL LIVE WITHIN FIVE MILES OF A LARGE COMPREHENSIVE CENTER, WITH DOOR-TO-DOOR TRANSPORTATION ACCESS.
EVERY DAY AT OUR CENTERS AND NUTRITION SITES, THOUSANDS OF SAN ANTONIO SENIORS 60 YEARS AND OLDER PARTICIPATE IN AN ARRAY OF PROGRAMS IN SERVICES DESIGNED FOR OLDER ADULTS.
THESE INCLUDE NUTRITION, WELLNESS, FITNESS, ARTS AND CRAFTS, EDUCATION AND RECREATIONAL ACTIVITIES.
WE PROVIDE OUR PARTICIPANTS WITH ONE-THIRD OF THEIR DAILY USDA RECOMMENDED NUTRITION NEEDS THROUGH OUR MEAL PROGRAM, AT ALL 51 LOCATIONS.
PROGRAMMING AT EACH CENTER IS DRIVEN BY SENIOR INPUT AND REFLECTS THE DESIRES AND NEEDS OF THE POPULATION IT SERVES.
THIS YEAR 23,000 SENIORS HAVE ACTIVELY PARTICIPATED AT OUR SENIORS AND HAVE GIVEN US AN OVERALL SATISFACTION RATING OF 97%.
MORE IMPORTANTLY, 97% INDICATE THEY HAVE EXPERIENCED IMPROVED SOCIAL, EMOTIONAL AND/OR PHYSICAL WELL BEING THROUGH ACTIVITIES PROVIDED AT OUR CENTERS.
CONDITIONS THAT WE KNOW CONTRIBUTE TO SENIORS LIVING AS INDEPENDENTLY AS POSSIBLE.
BUT WE RECOGNIZE THERE IS MUCH MORE FOR US TO DO.
AND TO THAT END, FOR FISCAL YEAR 2020, WE WORKING WITH THE UNIVERSITY OF NORTH TEXAS TO UPDATE OUR SENIOR SERVICES STRATEGIC PLAN, AND EXAMINE THE CAPACITY OF THE CITY TO RESPOND TO THE NEEDS OF OUR GROWING ADULT POPULATION.
ALSO TO ANALYZE POPULATION GROWTH AND TRENDS TO ESTABLISH THE FUTURE -- TO ESTABLISH A FUTURE GUIDE FOR LOCATION OF SENIOR CENTERS AND INITIATIVES.
WE ARE ALSO BEGINNING THE NATIONAL COUNCIL ON AGING, NATIONAL ACCREDITATION SENIOR CENTER PROCESS FOR ALL COMPREHENSIVE SENIOR CENTERS WHICH WE ANTICIPATE ACHIEVING BY 2021.
HUMAN SERVICES PARTNERS CLOSELY WITH THE SOUTH ALAMO ALLIANCE FOR THE HOMELESS, SAN ANTONIO POLICE DEPARTMENT, AND NEIGHBORHOOD HOUSING AND SERVICES DEPARTMENT TO ADDRESS THE CHALLENGES OF HOMELESSNESS AND PARTICIPATE IN THE COMMUNITY'S HOUSING SYSTEM.
COMBINE THESE PARTNERSHIPS AS WELL AS INCREASES IN THE COMMUNITY'S FEDERAL FUNDING FOR PERMANENT HOUSING TO HELP WITH THE HOMELESSNESS.
THE PER CAPITA COUNT HAS DECLINED 20% SINCE THE HAVEN FOR HOPE CAMPUS OPENED IN 2010.
ADDITIONALLY, THE NUMBER OF HOMELESS IN THE DOWNTOWN AREA DECREASED BY 73% DURING THAT SAME PERIOD.
HUMAN SERVICES SERVES AS LIAISON FOR HAVEN FOR HOPE, WHICH IS THE CITY'S MOST SIGNIFICANT HOMELESS INVESTMENT.
AND I BELIEVE MR. KENNY WILSON IS HERE TODAY.
AND MARY ROSE BROWN FOR THE PRESENTATION.
HUMAN SERVICES ALSO CONTINUES TO LEAD THE VETERAN HOMELESS, AND MANAGE THE TEAM TO ADDRESS ENCAMPMENTS ACROSS THE COMMUNITY.
I ALSO WANTED TO TALK ABOUT BUDGET INITIATIVES THAT COUNCIL APPROVED FOR FISCAL YEAR 2019.
SO THE CHALLENGES WITH CHRONIC AND ENCAMPMENT HOMELESS ARE GREAT.
THERE ARE SIGNIFICANT SUBSTANCE ABUSE AND MENTAL ILLNESS ISSUES THAT IMPEDE THEIR DECISION-MAKING AND CHOICES TO ACCEPT SERVICES.
THE ADOPTIVE BUDGET ADD THESE INITIATIVES TO INCREASE OUR ABILITY TO ADDRESS THESE BARRIERS.
THREE MENTAL HEALTH CLINICIANS ARE SUPPORTING THE SAPD HOPE TEAM AND PROVIDE A HIGHER LEVEL OF CASE MANAGEMENT, DE-ESCALATION AND IDENTIFICATION OF BEHAVIORAL HEALTH ISSUES.
A HOMELESS OUTREACH COORDINATOR CLINICIAN WAS ALSO ADDED TO ENGAGE DISTRICT 10 AND PART OF DISTRICT 2 INDIVIDUALS EXPERIENCING HOMELESSES IN AND REQUIRING INTENSIVE CASE MANAGEMENT DUE TO SEVERE MENTAL ILLNESS OR SUBSTANCE ABUSE CONCERNS.
IN TOTAL THEY'RE CASE MANAGING 76 INDIVIDUALSES WITH HIGH UTILIZER AND THIS YEAR 911 CALLS FROM THOSE CLIENTS HAS DECREASED BY 11%.
WE ALSO UNFOLDED THE CHANGE WE GIVE CAMPAIGN.
IN COUNCIL DISTRICT 8 TO ENCOURAGE RESIDENTS TO GIVE COMPASSIONATELY AND IN A MUCH MORE MEANINGFUL WAY TO ORGANIZATIONS THAT ARE SERVING THE HOMELESS POPULATION.
IN LIEU OF DONATING DIRECTLY TO PANHANDLERS OR STREET HOMELESS.
THE TARGETED AREAS ARE FOUR MAJOR INTERSECTIONS, AND THE CAMPAIGN USES AN ONLINE APP IN SANISH AND ENGLISH THAT ALLOWS DONORS TO DIRECTLY GIVE TO HOMELESS PROVIDERS.
FOR 2020, WE WILL CONTINUE CITYWIDE SOCIAL MEDIA MARKETING STRATEGIES, INCLUDING YOUTUBE VIDEOS, FEATURING CONSUMERS OF HOMELESS SERVICES ALONG WITH FACEBOOK, INSTAGRAM AND TWITTER, NEXTDOOR POSTINGS, E-MAIL AND TEXT BLASTS TO THE FAITH COMMUNITY AND TEXT MESSAGING.
TO GIVE TEXT, SA GIVES TO 41444.
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OUR FAITH BASED AND COMPASSIONATE INITIATIVE CONTINUES TO GROW.THE FAITH BASED INITIATIVE GROUP NOW REPRESENTS 24 FAITHS ACROSS OUR COMMUNITY.
THROUGH 16 ACTION GROUPS WE HAVE DEVELOPED A NETWORK OF COMMUNITY RESOURCES ADDRESSING LITERACY, HOMELESSNESS, AFFORDABLE HOUSING AND TECHNOLOGY, WHICH INCLUDES AN ACTIVE ALERT TEXTING SYSTEM THAT RAISED MORE THAN $65,000 FOR MIGRANT SERVICES.
YESTERDAY A PRESS CONFERENCE WAS HELD TO ANNOUNCE THE OFFICIAL LAUNCH OF SACRED.ORG.
SAN ANTONIO COMMUNITY RESOURCE DIRECTORY.
WHICH WAS IMPLEMENTED AND IDENTIFIED AS A KEY GOAL FOR OUR FAITH BASED INITIATIVE IN 2017.
THROUGH THE WORK OF HUMAN SERVICES VISTA VOLUNTEER AND TECHNOLOGY ACTION GROUP, SACRED.ORG WAS CREATED AND IS NOW SPUN OFF INTO ITS OWN 501 C 3 ORGANIZATION, ALONG WITH THE VISTA VOLUNTEER.
IT PROVIDES AN ONLINE SERVICE RESOURCE THAT INCLUDES 1400 FAITH-BASED ORGANIZATIONS, AND NONPROFIT PROVIDERS WITH 2,400 DIFFERENT PROGRAMS AVAILABLE TO THE COMMUNITY.
IT ALSO INCLUDES A VERY COOL MAPPING CAPABILITY TO CONNECT PEOPLE TO SERVICES IN THEIR AREA.
AND IN APRIL WE PARTNERED WITH CATHOLIC CHARITIES TO LAUNCH BE GOLDEN SA.
THIS PHOTO WAS TAKEN FROM THE LAUNCH IN APRIL, AND WE WORKED WITH DOWNTOWN PROPERTY OWNERS TO LIGHT THE SKYLIGHT GOLD IN CELEBRATION OF INTERNATIONAL RULE DAY.
I'M SORRY, INTERNATIONAL GOLDEN RULE DAY.
THERE IS NO INTERNATIONAL RULE DAY.
[LAUGHTER] SOME OF OUR PROPOSED FY 2020 BUDGET HIGHLIGHTS INCLUDE NEW AND KEY INITIATIVES THAT IMPACT HOMELESSNESS, MIGRANTS AND DOMESTIC VIOLENCE.
THE CITY MAKES SIGNIFICANT INVESTMENTS IN DIRECT SERVICES FOR HOMELESS WITH JUST OVER $12 MILLION PROPOSED FOR FY 2020.
THESE INVESTMENTS INCLUDE 5.1 MILLION TO HAVEN FOR HOPE, AND 3.1 MILLION TO CAMPUS PARTNERS, TO PROVIDE MENTAL HEALTH CAMPUS MEALS AND COUNSELING.
OVERALL, THIS IS AN INCREASE OF 1.9 MILLION FROM FY 2019, AND INCLUDES INCREASES FROM NEW REVENUE, AND ADDITIONAL GRANT FUNDS PROVIDED FOR RAPID REHOUSING AND HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS.
THE FY 2020 BUDGET PROPOSES AN INCREASE IN TICKET PRICES TO BOTH GO RIO RIVER BARGE TOURS AND TOWER OF THE AMERICA TOURS.
WITH 50% PER TICKET GOING TO ADDRESS HOMELESSNESS.
THE NEW REVENUE FOR HOMELESSNESS WILL FUND CRITICAL SERVICES AND ADDRESS GAPS IN THE HOMELESS SYSTEM THAT ARE IDENTIFIED THROUGH THE COMMUNITY PLANNING PROCESS.
$500,000 IS PROPOSED FOR HAVEN FOR HOPE OF BEXAR COUNTY FOR EMERGENCY SHELTER AND SHELTER SERVICES AT THE HAVEN CAMPUS AND TO ADDRESS INCREASING FAMILY HOMELESSNESS.
HAVEN FOR HOPE IS THE ONLY FAMILY SHELTER IN OUR COMMUNITY THAT DOES NOT TURN AWAY FAMILIES WHEN THEY REACH CAPACITY.
LAST NIGHT, IN FACT, THERE WERE 38 FAMILIES WITH 148 INDIVIDUALS STAYING AT HAVEN IN EMERGENCY OVERFLOW.
THIS IS IN ADDITION TO MORE THAN 200 INDIVIDUALS AND FAMILY MEMBERS WHO ARE LIVING IN THE FAMILY RESIDENTIAL DORM.
EMERGENCY OVERFLOW MEANS THAT THEY ARE SLEEPING ON COTS IN THE CHAPEL, CONFERENCE ROOMS, AND OFFICES, UNTIL AN APPROPRIATE HOUSING OPTION CAN BE MADE AVAILABLE.
THE REMAINDER OF THE FUNDING FROM THE NEW REVENUE, $560,000, IS RESERVED TO EXPAND SUPPORT FOR HOMELESS SERVICES ACROSS THE COMMUNITY, PENDING RECOMMENDATIONS FROM THE HOMELESS COMMUNITY'S STRATEGIC PLAN EARLY NEXT YEAR.
AND SO AS YOU ARE AWARE, IN FISCAL YEAR 2019, THE CITY COUNCIL ALLOCATED $200,000 TO COMPLETE A COMPREHENSIVE ASSESSMENT OF COMMUNITY HOMELESS SERVICES.
THIS PLAN WILL REFLECT OUR UNIQUE LOCAL SYSTEM AND DEFINE SUCCESS FOR OUR COMMUNITY.
THE ASSESSMENT IS EXPECTED TO BE COMPLETED IN MARCH OF 2020.
AND WILL IDENTIFY GAPS IN STRATEGIC RECOMMENDATIONS.
HUMAN SERVICES WILL RELEASE A COMPETITIVE RFP IN MARCH TO ALLOCATE $560,000 HELD IN RESERVES AND CONTRACTS WOULD BEGIN BY JUNE.
SO LAST WEEK YOU RECEIVED A DETAILED BRIEFING FROM DR. BRIDGER ON CITY AND PARTNER MIGRANT EFFORTS.
LAST NIGHT TRAVIS PARK CHURCH SURPASSED 20,000 MIGRANTS WHO SLEPT AT THE CHURCH SINCE MARCH 30TH.
THIS BUDGET PROPOSES TO CONTINUE FUNDING OPERATIONS AS MIGRANT RESOURCE CENTER AND INCLUDES SUPPORT FROM THE GENERAL FUND CONTINGENCY OF $133,000.
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WHICH IS ALLOCATED FOR THE FIRST QUARTER OF 2020 ONLY, AND WE WILL RETURN TO BRIEF CITY COUNCIL AND REQUEST APPROVAL FOR SECOND QUARTER FUNDING IF THE NEED EXISTS.ANY FUNDS THAT ARE RECOVERED THROUGH FEDERAL REIMBURSEMENT WILL REPLENISHMENT THE CONTINGENCY FUND AS WE RECEIVE THEM.
AND SO ONE REDIRECTION IS INCLUDED IN HUMAN SERVICES PROPOSED BUDGET.
THE OUR CITY CARES PROGRAM PROVIDES SHORT-TERM CHILD CARE UP TO 12 WEEKS DURING AN EMERGENCY OR EXTENUATING CIRCUMSTANCE.
I AM PROPOSING TO REDUCE 106,000 OF THE $270,000 PROGRAM BUDGET, AND REDIRECT ELIGIBLE CHILDREN TO THE CHILD CARE SERVICES SUBSIDY PROGRAM.
THERE WILL BE NO IMPACT TO SERVICES, AND FAMILIES WILL RECEIVE 12 MONTHS OF STABLE CHILD CARE ASSISTANCE SO THAT THEY CAN WORK OR ATTEND TRAINING RATHER THAN ONLY THREE MONTHS.
164,000 WILL REMAIN IN THE PROGRAM BUDGET TO SERVE FAMILIES IN CRISIS WHO ARE NOT ELIGIBLE FOR SUBSIDIES.
IN SUMMARY, HUMAN SERVICES HAS IDENTIFIED KEY PRIORITIES FOR THE FISCAL YEAR 2020 YEAR BASED ON CITY COUNCIL AND COMMUNITY INPUT.
FIRST, IDENTIFYING GAPS IN THE HOMELESS SYSTEM AND WORKING WITH COMMUNITY STAKEHOLDERS TO ADDRESS THEM.
DR. BRIDGER SPOKE EARLIER ABOUT THE COMPREHENSIVE FAMILY VIOLENCE PLAN, AND IT WILL ADDRESS VIOLENCE AMONG POPULATIONS THAT WE SERVE TO EXPAND COORDINATION AMONG FAMILY VIOLENCE PROVIDERS, AND MANAGE A COMPETITIVE PROCESS TO AWARD 500,000 TO ADDRESS THE PLAN'S PRIORITIZED GAPS.
CONTRACTS ARE EXPECTED TO BEGIN EARLY NEXT YEAR.
AND AS MENTIONED EARLIER, WE WILL PURSUE SENIOR CENTER ACCREDITATION AND EXPAND NEW AND EXISTING NEXT LEVEL PARTNERSHIPS TO OFFER MORE INDIVIDUALIZED SERVICES TO NEXT LEVEL PARTICIPANTS WHO HAVE SIGNIFICANT BARRIERS TO EDUCATION AND EMPLOYMENT.
SO MOVING ON TO THE DELEGATE AGENCY RECOMMENDATIONS.
THESE INCLUDE HUMAN WORK FORCE DEVELOPMENT SERVICES, AND THE BRIEF BACKGROUND THROUGH THE CONSOLIDATED FUNDING DELEGATION PROCESS, THE CITY INVESTS IN THE WORK SERVICES PROGRAMS THAT ALIGN WITH COUNCIL PRIORITIES AND SUPPORT CITY INITIATIVES.
THIS PROCESS INVOLVES MULTIPLE FUNDING SOURCES IN TWO DEPARTMENTS, ALEX LOPEZ, INTERIM ECONOMIC DEVELOPMENT DIRECTOR IS ALSO HERE TODAY TO ANSWER QUESTIONS REGARDING WORK FORCE DEVELOPMENT RECOMMENDATIONS.
THE SCHEDULE OF FISCAL YEAR 2020 DELEGATE AGENCY FUNDING RECOMMENDATIONS IS PROVIDED IN THE FOLDER THAT CHRIS IS HANDING OUT.
ALONG WITH DESCRIPTIONS, FIVE-YEAR FUNDING HISTORY, AND COMPARISON OF FUNDING FROM FISCAL YEAR '19 TO FISCAL YEAR '20.
AND SO SEVERAL GRANT FUNDED AGENCIES ARE RECOMMENDED FOR AN INCREASE DUE TO THE ADDITIONAL FEDERAL FUNDING.
ADDITIONALLY HAVEN FOR HOPE IS RECOMMENDED FOR AN INCREASE AS DISCUSSED EARLIER, AND THE REST OF THE AGENCIES LISTED ON THE FUND SCHEDULE ARE RECOMMENDED AT THEIR 2019 LEVEL.
FISCAL YEAR '20 IS THE SECOND YEAR OF THE BIANNUAL FY '19 AND FY '2020 FUNDING CYCLE.
WE WENT THROUGH A PRIORITY SETTING AND COMPETITIVE PROCESS IN THE FIRST HALF OF 2018, AND AWARDED FISCAL YEAR 2019 ADOPTED BUDGET.
SECOND YEAR AWARDS ARE BASED ON PERFORMANCE AND AVAILABILITY OF FUNDING.
WE WILL BEGIN THIS PROCESS AGAIN FOR FISCAL YEAR '21 AND FISCAL YEAR '22, EARLY NEXT YEAR.
A TOTAL OF 24.7 MILLION FROM GENERAL FUNDING GRANTS IS RECOMMENDED FOR 54 AGENCIES AND 83 PROGRAMS IN THE FISCAL YEAR 20 PROPOSED BUDGET.
THE INVESTMENT AMOUNTS BY CATEGORY CONTINUE TO REFLECT CITY COUNCIL'S INPUT FOR FISCAL YEAR 2019, AND FISCAL YEAR 2020.
HUMAN SERVICES IS RECOMMENDING 42 PROGRAMS TO PROVIDE SERVICES TO MORE THAN 28,000 CHILDREN AND YOUTH.
RECOMMENDED CHILDREN SERVICES, IMPROVED SCHOOL READINESS, EDUCATION SUCCESS AND REDUCED CHILD ABUSE.
AND THEY SERVE BOTH CHILDREN AND FAMILIES WHO ARE DISABLED, HOMELESS, LIVING IN POVERTY, OR VICTIMS OF ABUSE.
THE DELEGATE AGENCY PARTNERS PLAY AN ESSENTIAL ROLE IN PROVIDING SERVICES TO MEET A WIDE ARRAY OF YOUTH NEEDS AS WELL, INCLUDING HIGH SCHOOL INTERNSHIPS, OPPORTUNITIES, AND EXTENDED DAY LEARNING.
WE ARE RECOMMENDING 14 PROGRAMS TOTALING 1.5 MILLION THAT SUPPORT FINANCIAL AND HOUSING
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STABILITY THROUGH FAMILY VIOLENCE INTERVENTION AND FINANCIAL SECURITY UNDER THE STRENGTHENING FAMILIES CATEGORY.AN ADDITIONAL $500,000 IS ALSO PART OF THIS CATEGORY, BUT IS RESERVED FOR PROGRAMS THAT ADDRESS FAMILY VIOLENCE PLAN GAPS.
OUR GOAL FOR FINANCIAL SECURITY IS TO REDUCE THE NUMBER OF CLIENTS WHO RETURN YEAR OVER YEAR BY PROVIDING FINANCIAL COUNSELING, VOLUNTEERING INCOME TAX ASSISTANCE AND ASSISTANCE IN ACCESSING PUBLIC BENEFITS.
I PROVIDED IN DETAIL HOMELESS FUNDING IN AN EARLIER PRESENTATION.
THERE ARE 11 DELEGATE AGENCIES.
THE MAJORITY OF FUNDING SUPPORTS HAVEN FOR HOPE AND HAVEN FOR HOPE'S CAMPUS PARTNERS, THE FOOD BANK, THE CENTER FOR HEALTH CARE SERVICES AND FAMILY VIOLENCE PREVENTION SERVICES.
HAVEN FOR HOPE SEES MORE THAN 80% AT SOME POINT DURING THEIR PERIOD OF HOMELESSNESS.
IN THE AREA OF SENIOR INDEPENDENCE.
EIGHT PROGRAMS TOTALING 1.1 MILLION ARE RECOMMENDED TO PROVIDE SENIOR ACTIVITIES AND SUPPLEMENTAL NUTRITION IN OUR 10 COMPREHENSIVE SENIOR CENTERS.
AS I MENTIONED, MANY OF THE SERVICES AWARDED THROUGH THIS PROCESS INTENTIONALLY SUPPORT KEY HUMAN SERVICES AND ECONOMIC DEVELOPMENT DEPARTMENT INITIATIVES BY PROVIDING ACTIVITIES IN OUR SENIOR CENTERS, EXPANDING THE AVAILABILITY OF SUMMER YOUTH INTERNSHIPS, AND VOLUNTEERING INCOME TAX ASSISTANCE SITES AND SUPPORTING YOUTH REENGAGEMENT AT NEXT LEVEL.
WORK FORCE DEVELOPMENT AGENCIES PREPARE AND PLACE UNDEREMPLOYED, UNEMPLOYED AND UNDERSKILLED RESIDENTS IN JOBS WITH SELF-SUSTAINING WAGES.
THE ECONOMIC DEVELOPMENT DEPARTMENT MANAGES THESE CONTRACTS BASED ON THE LOCAL BUSINESS COMMUNITIES, IDENTIFICATION OF EMPLOYMENT NEEDS.
IN PARTICULAR, PROJECT QUEST PREPARES PARTICIPANTS TO SERVE -- TO SECURE EMPLOYMENT IN THESE TARGETED INDUSTRIES THAT PAY AN AVERAGE STARTING WAGE OF $18.50 PER HOUR.
WITH STRONG POTENTIAL FOR CAREER ADVANCEMENT.
OF THE 3,500 PARTICIPANTS TO BE SERVED BY WORK FORCE DEVELOPMENT AGENCIES, PROJECT QUEST WILL SERVE 970 OF THOSE, WITH A GOAL OF PREPARING AND PLACING PEOPLE INTO HIGH DEMAND, IN DEMAND OCCUPATIONS.
STILL, MANY RESIDENTS NEED TO DEVELOP SKILLS AND OVERCOME BARRIERS TO SUCCESSFULLY COMPETE FOR TARGETED INDUSTRY JOBS, WHICH IS THE EMPHASIS OF THE AGENCIES THAT FOCUS ON CAREER PREPAREDNESS, SERVICES INCLUDING ILLITERACY, GED ATTAINMENT AND OCCUPATIONAL TRAINING.
SO TO IMPROVE THE IMPACT OF DELEGATE AGENCY FUNDING, LAST YEAR HUMAN SERVICES IMPLEMENTED A RESULTS BASED ACCOUNTABILITY FRAMEWORK IN COORDINATION WITH THE UNITED WAY TO FOCUS ON MEASURING OUTCOMES AS OPPOSED TO MERELY COUNTING OUTPUTS.
WE HAVE CONTINUED TO ENHANCE TRANSPARENCY IN THIS PROCESS, AND COLLABORATION THROUGH CONSISTENT REPORTING WHICH IS NOW SHARED WITH CITY COUNCIL, AND TO THE PUBLIC ONLINE.
SUSTAINABLE SUCCESS CAN ONLY BE ACHIEVED THROUGH THIS COMMUNITY FOCUSED APPROACH, AND SO WE WORK TOGETHER TO IMPROVE OUTCOMES, CORRECT DISPARITIES AND ENHANCE THE QUALITY OF LIFE FOR THE MOST VULNERABLE RESIDENTS BY HOLDING COMMUNITY AND PEER LEARNING NETWORKS WITH OUR DELEGATE AGENCIES SO THAT THEY HAVE THE OPPORTUNITY TO SHARE BEST PRACTICES, AND TO DISCUSS CHALLENGES AND HELP LEARN FROM EACH OTHER ON IMPROVING SERVICES.
SO THAT CONCLUDES MY PRESENTATION.
I'M HAPPY TO ANSWER QUESTIONS, ALONG WITH DR. BRIDGER AND JENNIFER HARRIET ABOUT THE HUMAN SERVICES BUDGET, AND DELEGATE AGENCY RECOMMENDATIONS.
AND ALEX LOPEZ IS ALSO HERE TO ANSWER QUESTIONS.
AND THANK YOU, DR. BRIDGER, AND JENNIFER, FOR THE PRESENTATION.
BUT I'M GLAD, ERIK, IT WAS PUT TOGETHER THE WAY IT WAS.
LET ME JUST START BY SAYING THAT THERE WERE A NUMBER OF COUNCIL MEMBERS AND MYSELF WHO VOICED STRONG FAMILIES AND CHILDREN WAS THE RIGHT FRAME FOR US TO APPROACH THE BUDGET OVERALL, AND THAT THIS WAS PROBABLY WHAT WE AIMED TO ACHIEVE THROUGH ALL OF OUR CITY ACTIONS AND INITIATIVES.
THERE WAS SIGNIFICANT EFFORT PUT INTO THIS BUDGET TO ADDRESS THE ISSUES OF VIOLENCE, DOMESTIC VIOLENCE, GUN VIOLENCE EVEN.
SO I WANTED TO ASK ABOUT THAT.
THERE'S A $500,000 ALLOCATION SPECIFICALLY TO DOMESTIC VIOLENCE.
AND SO I WANTED TO GET A SENSE FROM YOU, DR. BRIDGER, IF
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THAT -- I KNOW THAT'S YET TO BE DETERMINED IN TERMS OF WHO -- WHICH ORGANIZATIONS ARE GOING TO BE APPROPRIATED THAT MONEY.BUT WHAT IS THE -- WHAT ARE THE METRICS THAT YOU'RE LOOKING AT? IS THAT GOING TO BE PART OF THE DOMESTIC VIOLENCE WORK THAT'S BEING DONE IN A REVIEW OF THE ORGANIZATIONS.
WHEN WE BRING YOU OUR PRESENTATION ON OCTOBER 30TH, WE WILL HAVE DEFINED THE CRITERIAR.
SOME OF THAT IS DICTATED BY THE WORK THAT THE COMMISSION SELECTS TO DO FOR THIS NEXT FISCAL YEAR.
AND I THINK THAT SA 2020 I THINK IS JUSTIFIABLY CRITICAL OF THE WAY WE'VE APPROACHED THIS IN THE PAST, AND, YOU KNOW, OFFERED SOME GUIDANCE IN TERMS OF HOW WE CAN VIEW MEASURES FOR SUCCESS.
ARE YOU WORKING WITH THEM, OR THE OFFICE OF EQUITY IN DEVELOPING THOSE METRICS?
>> WE'RE WORKING WITH EVERYBODY.
WE WORK WITH SA 2020? SO WE'RE USING THEIR METRICS, BUT I DON'T THINK WE'VE HAD CONVERSATIONS WITH THEM.
BUT WE ARE TALKING TO THE SUBJECT MATTER EXPERTS.
I MEAN, THE REASON WHY I ASK IS THAT THERE'S A LOT OF DIALOGUE IN THIS 10 YEARS AGO IN TERMS OF WHAT THE COMMUNITY EXPECTS FROM US.
AND I THINK IT WOULD BE GOOD TO GO BACK TO THAT AS A STARTING POINT AS WE DEVELOP WHERE WE WANT TO BE GOING FORWARD.
IN LINE WITH THE HEALTH DEPARTMENT GOALS, I DO APPRECIATE THE ALLOCATION FOR THE PAID SICK LEAVE ORDINANCE.
I THINK IT'S IMPORTANT TO HAVE OUR STAFF AND RESOURCES ALIGNED WITH THE GOAL THAT WE HAVE BEFORE US.
AND SO I WANT TO MAKE SURE THAT WE HAVE OUR INPUTS WITH REGARD TO THE STRATEGIC PLAN ALSO INCLUSIVE OF THIS ALLOCATION.
>> SO, I'M NOT SURE I UNDERSTOOD THE QUESTION.
>> MAYOR NIRENBERG: SO, IS THE ALLOCATION ON PAID SICK LEAVE IN ADDITION TO IMPLEMENTATION ALSO CAST WITHIN THE LARGER GOALS OF ACCESS TO HEALTH CARE?
>> WE DIDN'T LOOK AT IT THAT WAY, BUT IT MAKES SENSE TO LOOK AT IT THAT WAY.
SO AS A MANDATE IT WAS CERTAINLY SOMETHING THAT WAS INCLUDED IN OUR BUDGET AND FROM A PUBLIC HEALTH PERSPECTIVE WE CERTAINLY LOOK FORWARD TO IMPLEMENTING THAT IT GOES THROUGH.
>> MAYOR NIRENBERG: I ALSO WANTED TO ASK ABOUT THE MOBILE LIVING PARK PROGRAM.
CAN YOU SPEAK A LITTLE BIT MORE ABOUT THAT? AND I UNDERSTAND -- IS THAT YOU, DR. BRIDGER?
>> THE MOBILE LIVING PROGRAM IS SOMETHING THAT THE DEPARTMENT OF DEVELOPMENT --
>> MAYOR NIRENBERG: THAT'S WHAT I WANTED TO ASK ABOUT.
SO THIS CAME ABOUT BECAUSE OF OUR EXPERIENCE WITH OCALO, AND THE PRETTY TERRIBLE LIVING CONDITIONS THAT WE FOUND AT ONE OF OUR MOBILE HOME LIVING COMMUNITIES A FEW YEARS AGO.
I KNOW THE DECISION HAS BEEN MADE TO MAKE DEVELOPMENT SERVICES THE LEADER ON THE INSPECTIONS PROGRAM, BUT IS METRO HEALTH PROVIDING INPUT INTO THAT? BECAUSE YOUR PERSPECTIVE IS INCREDIBLY IMPORTANT AS TO WHY THIS PROGRAM EXISTS.
>> THE HEALTH DEPARTMENT AND HUMAN SERVICES DEPARTMENT ARE PART OF THE BIGGER TEAM THAT LOOKS AT EACH OF THE AREAS AS DSDI IDENTIFIES CONCERNS.
SO YOU'RE PROVIDING INPUT IN THE ENTIRE INSPECTIONS PROCESS TO MAKE THAT PROGRAM A REALITY? OKAY.
I DON'T THINK WE NEED TO FURTHER DISCUSS THE MIGRANT RESOURCE CENTER OTHER THAN TO SAY, KEEP GOING.
AS WE LOOK FOR PATHS FOR MORE FIXED SOLUTION.
I KNOW THAT YOU HAVE MY SUPPORT FOR THAT.
THAT'S ALL MY QUESTIONS ON THESE DEPARTMENTS.
I APPRECIATE THE GREAT PRESENTATIONS, AND AGAIN, I APPRECIATE THE FACT THAT THEY'RE UP-FRONT.
>> GONZALES: THANK YOU VERY MUCH, MAYOR.
THANK YOU FOR THE PRESENTATION.
I REALLY LIKE THE DIRECTION THAT WE'RE HEADED.
AND I THINK WE'RE SEEING SOME REALLY NEW INNOVATIVE THINGS HERE, ESPECIALLY THE TRAUMA INFORMED CARE THAT IS SOMETHING REALLY UNIQUE THAT WE CAN OFFER HERE IN SAN ANTONIO FOR THE REST OF THE STATE, AND EVEN THE COUNTRY.
BUT YOU DID MENTION THE COOPERATION FROM UNIVERSITY HEALTH SYSTEMS. IS THAT CONFIRMED? I KNOW IN TALKING TO GEORGE HERNANDEZ, HE EXPRESSED SUPPORT.
BUT I DIDN'T NECESSARILY GET THAT THEY HAD SIGNED ON THE DOTTED LINE.
>> THEY HAVEN'T SIGNED ON THE DOTTED LINE EXACTLY, BUT THEY ARE VERY MUCH COMMITTED TO PARTNERING WITH US TO CREATE THIS INSTITUTE.
WHAT THEY'RE REALLY INTERESTED IN DOING IS PROVIDING THAT TRAINING AND TECHNICAL ASSISTANCE TO MAKE SURE THAT
[01:20:01]
ORGANIZATIONS ARE READY TO BE CERTIFIED.AND SO THAT'S THE BULK OF THE WORK THAT WE'LL BE WORKING ON IN PARTNERSHIP WITH THEM OVER THE NEXT COUPLE OF YEARS.
BUT THEY HAVE SAID THAT THEY'RE WILLING TO BRING THE OTHER HALF OF THE RESOURCES NEEDED TO THAT PARTNERSHIP, AND TO REALLY DIVE IN AND WORK WITH US IN THE CONSORTIUM TO SEE WHAT THIS LOOKS LIKE.
>> GONZALES: I'M GLAD TO HEAR THAT.
I KNOW HAVING THAT COMMUNITY PARTNER, ESPECIALLY ON A LARGE SCALE IS REALLY WHAT WE NEED TO GET SUCCESS ON SOMETHING THAT IS NEW TO US, BECAUSE IT DOES HAVE TO BE DONE AT SCALE, I THINK, TO HAVE AN IMPACT.
YOU MENTIONED THERE WERE SOME THAT HAVE ALREADY GONE THROUGH THE TRAINING, AND THE IDEA IS TO GET 12 DIFFERENT ENTITIES TO GO THROUGH IT.
SO HOW MANY PEOPLE MIGHT THAT BE?
>> IT REALLY IS GOING TO DEPEND ON THE ACTUAL ORGANIZATION, HOW MANY PEOPLE THAT WILL REPRESENT AS FAR AS BEING TRAUMA INFORMED, AND ALSO HOW MANY PEOPLE WILL RECEIVE THE BENEFITS OF THAT TRAUMA INFORMED CARE.
SO WE'LL HAVE TO -- ONCE WE HAVE A CLEARER WORK PLAN, WE CAN BETTER DEFINE THAT FOR YOU.
>> GONZALES: I'M LOOKING FORWARD TO THE IMPLEMENTATION OF THAT.
>> IT IS THE REGIONAL ADVISORY COUNCIL.
>> SOUTH TEXAS REGIONAL ADVISORY COUNCIL.
>> IT IS THE COORDINATING BODY FOR HOSPITAL SERVICES IN THIS REGION.
I'M LOOKING TO MAKE SURE I'M USING THE RIGHT WORDS.
SO ERIC UPLEY AND HIS TEAM ARE THE ONES WHO HELP WITH MED COM, MAKING SURE THAT PEOPLE GET TO THE RIGHT EMERGENCY DEPARTMENT BASED ON WHO HAS CAPACITY, WHO HAS EXPERTISE, AND THEN THEY'VE ALSO STEPPED UP INTO COORDINATING MENTAL HEALTH SERVICES THROUGH THE SOUTH TEXAS CRISIS COLLABORATIVE.
AGAIN, USING SOME OF THE MED COM CONCEPTS OF GETTING THE RIGHT PEOPLE TO THE RIGHT PLACE AT THE RIGHT TIME, AND APPLYING THAT TO MENTAL HEALTH.
>> GONZALES: THANK YOU FOR CLARIFYING.
IN YOUR PRESENTATION, AND I DON'T HAVE THE SLIDES HERE, BUT IT WAS THE ONE THAT TALKED ABOUT HOW FUNDING WOULD BE ALLOCATED TO DIFFERENT ORGANIZATIONS, AND IT'S VERY HEAVY IN THE POLICE ENFORCEMENT SIDE.
COULD YOU BRING UP THAT SLIDE? THERE WAS A COUPLE OF DIFFERENT ORGANIZATIONS.
BUT THE LAST ONE IS A POLICE ENFORCEMENT THAT I THINK WE'RE ADDING, I WANT TO SAY 19 OFFICE E ERS.
>> I'M FINDING THE SLIDE NUMBER.
MARIA WILL ANSWER THE QUESTIONS ABOUT THE POLICE DEPARTMENT.
SO WE HAVE THE DELEGATE AGENCIES, THE DOMESTIC VIOLENCE PREVENTION, CHILD ABUSE HEALTH AND THEN POLICE.
AS WE'VE BEEN -- I'VE BEEN TRYING TO BE MORE AND MORE INFORMED ABOUT THIS TOPIC, JUST GIVEN THE VERY HIGH AMOUNTS OF DOMESTIC VIOLENCE AND CHILD ABUSE COMING OUT OF MY DISTRICT, IT WAS MY UNDERSTANDING THAT POLICE ENFORCEMENT WAS REALLY NOT HELPFUL IN PREVENTION, YET ADDING 17 POLICE OFFICERS IS GOING TO COST US $2 MILLION.
SO I'M NOT OPPOSED TO ADDING POLICE OFFICERS, I JUST -- I WONDER IF IT DOESN'T GET US TO WHAT WE'RE TRYING TO ACCOMPLISH WITH PREVENTION.
>> GOOD AFTERNOON, COUNCILWOMAN.
ONE OF THE PRIORITIES WE HAD IN THE POLICE DEPARTMENT FOR THE 2020 BUDGET, AND WE'LL GO MORE INTO DETAIL NEXT WEEK WHEN WE DO THE PRESENTATION FOR POLICE, IS THE PROPOSED BUDGET RECOMMENDS 60 NEW POLICE OFFICER POSITIONS, SIX OF THEM WILL BE WITH THE SUPERVISION OF THE CRISIS RESPONSE TEAM.
THAT IS TO ENHANCE OUR RESPONSIVENESS TO THOSE INDIVIDUALS, OR VICTIMS OF CRIMES OR DOMESTIC VIOLENCE.
IN ADDITION TO THAT, WE'RE ADDING 10 SAFE OFFICERS TO THOSE AREAS OF THE CITY WHERE WE HAVE THE MOST HIGHEST CONCENTRATION OF VIOLENT CRIME AND DOMESTIC VIOLENCE.
THESE SAFE OFFICERS WILL BE A LITTLE BIT DIFFERENT IN TERMS OF WHAT THEY WILL BE DOING COMPARED TO OUR SAFE OFFICERS TODAY.
ONE OF THE PRIMARY AREAS THEY'RE GOING TO FOCUS ON IS ON RESPONSIVENESS TO OUR VICTIMS AND ALSO FOLLOW-UP.
SO FOLLOWING UP WITH THOSE VICTIMS AFTER 30, 60 AND 90 DAYS AFTER THE INCIDENT HAPPENED, AND DEVELOPING A RELATIONSHIP WITH
[01:25:02]
THAT INDIVIDUAL SO THERE'S A TRUST RELATIONSHIP WITH THE POLICE DEPARTMENT SO THEY CAN COME AND TALK TO US WHEN THEY FIND THEMSELVES IN A DIFFICULT SITUATION.>> GONZALES: I GUESS WHAT -- SORRY TO INTERRUPT, BUT THAT JOB COULDN'T BE DONE BY A NONUNIFORMED OFFICER? I'M ASKING FOR TWO REASONS.
NUMBER ONE, BECAUSE OF THE EXPENSE OF ADDING ADDITIONAL OFFICERS IF THEIR ROLE IS GOING TO BE MORE IN THE DOMESTIC VIOLENCE SPOT, BUT I ALSO HAVE UNDERSTOOD THAT PERHAPS A UNIFORMED OFFICER IS NOT THE BEST WAY TO INTERVENE.
SO Y'ALL KNOW BEST, THE PEOPLE THAT MADE THE RECOMMENDATIONS.
WOULD THAT BE BETTER IN THE ROLE OF MORE OF A NONOFFICER -- AN AGENCY PERSON, OR HOW THAT MIGHT BE DONE DIFFERENTLY?
>> THE ENHANCEMENT THAT THE UNIFORMED POSITION BRINGS TO THIS PARTICULAR ASPECT OF THE PROGRAM IS TNOT ONLY THE EDUCATION, BUT ALSO THE INTERVENTION.
IN THE EVENT THAT AS A POLICE OFFICER IS CONDUCTING THOSE FOLLOW-UP VISITS, IF THERE NEEDS TO BE AN INTERVENTION, THAT THEY ARE PROPERLY TRAINED TO TAKE ACTION.
THAT'S ONE OF THE REASONS WE'RE RECOMMENDING THE UNIFORMED POSITION TO BE ADDED TO AUGMENT THE WORK WE'RE DOING WITH OUR CURRENT CIVILIAN POSITIONS, AND THE UNIFORM POSITIONS WE HAVE IN THE POLICE DEPARTMENT.
>> JUST TO FOLLOW UP BRIEFLY ON WHAT MARIA SAID.
THE SAFE OFFICERS WILL BE USED IN A PROACTIVE WAY WITH CRT, REACHING OUT TO VICTIMS. NOT ONLY VICTIMS, BUT PEOPLE WHO ARE POTENTIAL VICTIMS, WOMEN WHO WILL BE POTENTIAL VICTIMS, REACHING OUT TO THEM TO TRY AND PREVENT THAT FROM HAPPENING.
THAT'S BASICALLY, ESSENTIALLY WHAT THE NEW SAFE POSITIONS WILL DO.
THEY'LL BE ASSIGNED TO WORK WITH CRT IN THE SUBSTATIONS.
>> GONZALES: WELL, I LIKE THE IDEA OF ADDING MORE OFFICERS, AND I GUESS Y'ALL JUST KEEP US INFORMED IF THIS IS REALLY THE BEST WAY TO ADDRESS TRAUMA OR DOMESTIC VIOLENCE.
I THINK IF THE CONSORTIUM OR THE DOMESTIC VIOLENCE TASK FORCE BELIEVES THIS IS A GOOD WAY TO INTERVENE, I WOULD SUPPORT IT, BECAUSE IT SEEMS LIKE IN THIS PART OF THE PRESENTATION, WHAT WE'RE AFTER IS PREVENTION, AND SOLUTIONS, AND IT WAS MY UNDERSTANDING THAT POLICE ENFORCEMENT MAY NOT BE THE BEST WAY TO DO THAT.
BUT I HOPE THAT Y'ALL WILL KEEP US INFORMED ON THE PROGRESS.
AND WOULD THOSE OFFICERS BE BETTER OFF DOING THE MORE, I'D SAY ROUTINE WORK.
I KNOW THEIR WORK IS NOT ROUTINE, BUT FOR EXAMPLE, JUST WITH THE WORK THAT OUR SAFE OFFICERS DO EVERY DAY, I KNOW THERE'S BEEN SOME DISCUSSION ON THE COUNCIL, WE WANT TO SEE MORE OFFICERS ON THE STREET.
BUT IN THIS PARTICULAR CASE, WILL IT BE IMPACTFUL.
DR. BRIDGER, DID YOU HAVE A COMMENT?
>> SO WE'VE BEEN WORKING REALLY CLOSELY WITH CHIEF AND HIS STAFF TO FIGURE OUT HOW DO WE HAVE A MORE HOLISTIC AND COMPREHENSIVE APPROACH TO THIS.
AND I THINK WHEN SAPD GIVES THEIR PRESENTATION NEXT WEEK, YOU'LL START TO SEE HOW SOME OF THESE PIECES FIT TOGETHER IN THE WORK THEY'RE DOING BUT ALSO WITH THEIR COMMUNITY ADVOCATES AND HOW THEY'RE WORKING WITH THE COMMUNITY TO HELP GET THAT WORD OUT.
AGAIN, WE'RE WORKING TOGETHER TO GET THE MESSAGE OUT THAT YOU SHOULD FEEL SAFE WITH YOUR PARTNER AND HERE'S WHAT YOU NEED TO DO IF YOU DO NOT.
POLICE ARE REALLY CRITICAL PARTNER IN THAT.
>> GONZALES: WELL, THANK YOU THEN.
I'LL JUST WAIT FOR FEEDBACK AS THIS PROGRESSES.
THAT'S ALL THE QUESTIONS I HAVE FOR THAT.
>> I'LL GO INTO DETAIL HOW THE OFFICERS WILL BE USED IN THAT CRT CAPACITY NEXT WEEK.
LOOK FORWARD TO THAT PRESENTATION.
THE OTHER THING THAT YOU -- DR. BRIDGER, I WANTED TO ASK YOU, IN YOUR BUDGET PRESENTATION, THERE HAVE BEEN -- YOU HAVE BRIEFED US IN THE LAST SIX MONTHS OR SO ABOUT FUNDING FOR ADDICTION PROGRAMS. I WANT TO SAY THERE WAS LIKE ONE TIME 12 MILLION, ANOTHER TIME 17 MILLION THAT WE RECEIVED IN GRANTS RELATED TO ADDICTION.
IS THIS BEING IMPLEMENTED IN ANY OF THE PRESENTATIONS WE'RE SEEING TODAY?
BECAUSE THE MAJORITY OF THAT FUNDING IS GOING TO COMMUNITY NONPROFITS, TO THE UNIVERSITY,
[01:30:02]
AND TO BEXAR COUNTY.THAT WAS PART OF THE JOINT OPIOID TASK FORCE WHERE WE BROUGHT IN OVER $20 MILLION OF ADDITIONAL FUNDING TO PREVENT AND ADDRESS TREATMENT NEEDS FOR PEOPLE ADDICTED TO OPIOIDS.
BUT THE BULK OF THAT MONEY'S GOING TO THE NONPROFITS THAT ARE PROVIDING THE TREATMENT SERVICES.
SO IT'S NOT SHOWN HERE AS PART OF OUR BUDGET.
THE OTHER QUESTION, AND I'M NOT SURE IF IT WAS IN DR. BRIDGER'S PRESENTATION OR JENNIFER'S.
MELODY'S PRESENTATION THAT WE HAVE 27 FACILITIES.
SO DOES METRO -- BETWEEN METRO HEALTH AND HUMAN SERVICES, DO WE HAVE 55 FACILITIES?
>> THERE'S A LITTLE BIT OF AN OVERLAP.
WE HAVE ONE OF OUR PROGRAMS AS DOES DHS, BUT YES, THAT'S ACCURATE.
SO I GUESS ERIK, AT SOME POINT WE'LL GET A PRESENTATION ON THE --
>> THEY'RE NOT NECESSARILY ALL CITY-OWNED FACILITIES.
I WOULD SAY A MAJORITY OF THEM ARE -- LIKE WICC CLINICS, 10 ARE LEASED, SO THEY'RE NOT NECESSARILY OWNED BY THE CITY.
BECAUSE THAT SOUNDS LIKE A LOT OF FACILITIES TO MAINTAIN JUST IN THIS DEPARTMENT.
SO I KNOW THAT AS WE'RE DISCUSSING CAPITAL FUNDS, AND EVEN THINKING ABOUT THE NEXT BOND, A LOT OF THOSE GO INTO OUR FACILITIES.
SO I GOT A LITTLE CONCERNED WHEN I HEARD ONLY IN THIS DEPARTMENT FACILITIES IN MY DISTRICT ARE JUST OLD AND NEED TO BE UPDATED.
AND SO THAT'S NOT FIGURED INTO YOUR BUDGET.
WE DIDN'T HAVE ANY RECOMMENDATIONS FOR IMPROVEMENTS WITH THE FACILITIES WE ACTUALLY OWN FOR THIS YEAR.
BUT CERTAINLY SOME OF OUR FACILITIES COULD USE IT.
SO I GUESS WE'LL GET THAT AT SOME POINT, ERIK.
WHAT IS THE DEFERRED MAINTENANCE IN OUR FACILITIES, OR IF THAT JUST GETS DONE, I GUESS IN A CAPITAL BUDGET, WE'LL SEE THAT PRESENTATION.
IN THE CAPITAL BUDGET, WE SET ASIDE $5 MILLION A YEAR IN DEFERRED MAINTENANCE, AND IN THAT CAPITAL BUDGET PRESENTATION IN A LITTLE OVER A WEEK, WE'LL OUTLINE THE CITY FACILITIES THAT WE'RE RECOMMENDING WE WORK ON.
THAT DEFERRED MAINTENANCE SCHEDULE WE PUSH OUT OVER A FIVE-YEAR TIME FRAME.
I THINK I MINXED LAST WEEK AT MY BUDGET PRESENTATION THAT WHAT I WOULD LIKE TO BE ABLE TO DO IS TAKE A MORE COMPREHENSIVE LOOK AT OUR FACILITIES IN ADVANCE OF THE 2022 BOND PROGRAM TO LOOK AND SEE WHERE WE NEED TO DO MAYBE SOMETHING MORE THAN RENOVATIONS OR DEFERRED MAINTENANCE.
SO WE'LL BUILD THAT INTO THE -- INTO NEXT WEEK'S PRESENTATION.
IN THE MEANTIME, AS PART OF THE FOLLOW-UP TO THESE WORK SESSIONS, WE'LL PROVIDE FEEDBACK OR ANSWERS TO QUESTIONS THAT AREN'T ANSWERED HERE.
SO WHAT WE'LL DO, AT LEAST ONE OF THE TAKEAWAYS FROM TODAY'S WORK SESSION IS BREAK OUT THOSE 23 AND 27 FACILITIES BETWEEN OWNED AND LEASED AND SHARED, THAT WAY YOU'VE GOT SOME IDEA.
WE'LL MAKE SURE THE BIGGER TOPIC IS INCORPORATED INTO NEXT WEEK.
>> GONZALES: THANK YOU VERY MUCH.
I THINK IT'S IMPORTANT AS WE SORT OF DISCUSS OUR WHOLE BUDGET.
AND I ALSO WAS SURPRISED TO HEAR, I'M NOT SURE WHO MENTIONED THIS IN THEIR PRESENTATION, 71% OF THE BUDGET ARE GRANTS? WAS IT MELODY? DID YOU SAY 71% ARE GRANTS? THEN YOU MENTIONED HOW MANY JOBS WERE SUPPORTED BY THOSE -- BY THAT GRANT FUND.
>> 71% OF THE HUMAN SERVICES BUDGET IS GRANT FUNDED.
AND THE MAJORITY OF THAT COMES FROM FEDERAL GRANTS FOR CHILD CARE, OR THE EDUCATION -- EARLY EDUCATION EARLY HEAD-START WHICH ADDRESSES 0 TO 5, AND THEN THE LARGEST GRANT IS ALMOST $70 MILLION FOR OUR CHILD CARE SUBSIDY PROGRAM, WHICH INCREASED $18 MILLION OVER THE LAST YEAR.
SO THAT WE CAN MANAGE THE WAITING LIST.
>> GONZALES: THANK YOU FOR CLARIFYING THAT.
I GUESS THE LAST QUESTION REGARDING THE PAID SICK LEAVE.
I KNOW THAT WE HAD A COMMISSION THAT WAS WORKING THROUGH THAT, AND THE REQUEST -- OR THE ORDINANCE WAS WRITTEN SUCH THAT IT CAME FROM THE HEALTH DEPARTMENT.
IS THERE STILL SOME DISCUSSION HAPPENING WHETHER OR NOT THIS IS REALLY THE BEST PLACE? IT DOES SEEM FROM A BUSINESS PERSPECTIVE THAT IT SHOULD PROBABLY COME OUT OF HR.
BUT IS THAT -- DOES IT MATTER IF IT COMES FROM THE HEALTH DEPARTMENT? IT SEEMS LIKE IT WOULD, THAT
[01:35:01]
THEY'RE BETTER EQUIPPED TO DEAL WITH PAYROLL INFORMATION THAN PERHAPS THE HEALTH DEPARTMENT.I KNOW THAT IT WOULD LOOK VERY SIMILAR, PART OF IT YOU MENTIONED, AND YOU DIDN'T GIVE THE BREAKDOWN -- YOU MENTIONED THE BREAKDOWN BUT IT'S NOT ON A SLIDE, HOW THAT FUNDING WOULD BE SPENT.
A LOT OF IT GOES TO MARKETING AND INFORMATION, SO THAT IS NOT LIKELY TO COME OUT OF THE HEALTH DEPARTMENT.
MAYBE THAT COMES OUT OF THE INFORMATION UNDER JEFF COYLE'S DEPARTMENT.
HOW MIGHT THAT -- IT SEEMS TO ME LIKE -- I NEVER THOUGHT THAT COMING OUT OF THE HEALTH DEPARTMENT WAS A VERY GOOD WAY, JUST GIVEN -- I MEAN, WE'VE SEEN THE PRESENTATIONS HERE OF THE WORK DONE HERE.
IT'S NOT CONSISTENT WITH THE JOB THAT YOU DO, IN MY VIEW.
THAT MIGHT BE BETTER HANDLED THROUGH AN HR DEPARTMENT OR THROUGH A COMMUNICATIONS DEPARTMENT.
>> SO IT HASN'T BEEN A RECENT DISCUSSION THAT WE'VE HAD ABOUT MOVING IT OUT.
WE HAVEN'T ACTUALLY HAD ANY DISCUSSIONS TO MY KNOWLEDGE MOVING IT OUT OF THE HEALTH DEPARTMENT.
WE WORK CLOSELY WITH GPA AND JEFF COYLE'S FOLKS WHEN WE DEVELOP ANY KIND OF MEDIA OR OUTREACH MARKETING CAMPAIGN.
SO WE'VE ALREADY FORMED AN INTERNAL WORK GROUP AND THEY ARE DEFINITELY PART OF THAT.
SO WE TAKE OUR LEAD FROM THEM.
AND WE'LL ALSO BE WORKING WITH HR TO MAKE SURE THEY CAN PROVIDE US WITH TECHNICAL ASSISTANCE AS NEEDED.
WE'VE LOOKED AT LOTS OF DIFFERENT COMMUNITIES THAT HAVE IMPLEMENTED PAID SICK LEAVE, AND QUITE HONESTLY THEY'VE BEEN IMPLEMENTED BY MANY DIFFERENT TYPES OF DEPARTMENTS IN LOTS OF DIFFERENT AREAS.
SOME OF THEM HAVE BEEN HEALTH DEPARTMENTS.
>> ONE ISSUE, COUNCILWOMAN, JUST IN ADDITION TO THAT, WHAT JENNIFER JUST SHARED, I THINK INITIALLY WHEN THE ISSUE WAS BROUGHT TO THE CITY, I KNOW THAT I WONDERED TO MYSELF WHETHER OR NOT THE HEALTH DEPARTMENT WAS THE BEST PLACE FOR THE ADMINISTRATION AND THE EDUCATION AND THE ENFORCEMENT, THE FOLLOW-UP.
I'LL TELL YOU, ONE -- THE HEALTH DEPARTMENT IS PROBABLY AUDIO] WHERE IT'S EDUCATING THE COMMUNITY ON NOT ONLY THE RULES OF THE ORDINANCE, BUT ALSO MAKING SURE THAT WE'RE PROACTIVELY PUSHING THE MESSAGE OUT.
THE SECOND ISSUE WHERE I THINK IT KIND OF MAKES SENSE ORGANIZATIONALLY, IT WAS AN ISSUE THAT THE MAYOR MENTIONED A SECOND AGO, IT IS TIED DIRECTLY, AND INDIRECTLY, WITH ONE OF THE KEY STRATEGIC INITIATIVES THAT THE HEALTH DEPARTMENT HAS IDENTIFIED, WHICH IS ACCESS TO CARE, ACCESS TO HEALTH CARE.
IT'S NOT LITERALLY ACCESS TO HEALTH CARE, BUT IT IS PROMOTING THE BENEFITS OF SICK LEAVE, OR PAID SICK LEAVE IN THE WORKPLACE, SO THAT FOLKS FEEL LIKE THEY'VE GOT THE OPPORTUNITY TO GO SEE THE DOCTOR, AND NOT RISK LOSING THEIR JOB.
SO, YOU KNOW, I THINK AS WE'VE GONE THROUGH THIS PROCESS OVER THE LAST YEAR, IT MAKES MORE SENSE, AND IT REALLY AUDIO] BECAUSE OF THE WORK THAT THE HEALTH DEPARTMENT DID WITH TOBACCO 21, WHICH IS A REGULATORY FUNCTION, BUT THEY APPROACHED IT IN THE SENSE THAT IT'S FOR PROACTIVE EDUCATION STANDPOINT.
THANK YOU ALL FOR YOUR PRESENTATIONS.
I THOUGHT THEY WERE VERY INFORMATIVE AND CONCISE.
SO THANK YOU FOR THE PRESENTATIONS.
>> THANK YOU COUNCILWOMAN GONZALES.
LET ME START WITH THE OVERALL PRESENTATION OVERVIEW.
IT WAS VERY HELPFUL LITTLE VIDEO.
I'M GLAD WE WERE ABLE TO SEE IT FROM THAT PERSPECTIVE.
ONE OF THE THINGS I DID HAVE A QUESTION ABOUT IS THIS -- THE OCTOBER 30TH, I GUESS SLIDE 13 ON THE FIRST PRESENTATION.
WITH THE SAN ANTONIO AND BEXAR COUNTY JOINT COMMISSION.
I'M GLAD WHEN YOU TALKED ABOUT THE POLICY WORK GROUP AND HOW THAT'S GOING TO WORK WITH THE GAPS, WITH THE FEDERAL, STATE AND HOPEFULLY EVEN THE COUNTY AND THE LOCAL, WHAT WE'RE ALL DOING TO MAKE SURE THAT WE CAN -- WHEN WE DO FIND THOSE GAPS, AND YOU SAID TAKE THEM TO THE APPROPRIATE ELECTED OFFICIAL, THAT WE ALL COME INTO ALIGNMENT AS WELL.
AND THEN IF NEED BE, THAT WE MAKE IT A PART OF OUR LEGISLATIVE AGENDAS.
IF IT'S AT A FEDERAL LEVEL OR A STATE LEVEL, TOO.
I HOPE WITH THAT, WE CAN ALIGN ALL OF OUR WORK TOGETHER WHEN WE IDENTIFY THOSE GAPS.
SO IF WE NEED TO BE SINGING OFF THE SAME SHEET OF MUSIC, WE CAN.
>> THE CHAIR FOR THAT GROUP IS JEFF COYLE.
YOU MENTIONED THE DIFFERENT STRATEGIES.
TELL ME IN THIS FLOW CHART, WHERE DOES THE FUNDING STRATEGIES COME INTO PLAY?
>> SO, WHERE YOU SEE THE COMPREHENSIVE DOMESTIC VIOLENCE
[01:40:01]
PLAN, THAT IS THE MENU, IF YOU WILL, THAT EACH OF THESE SUBCOMMITTEES WILL BE CHOOSING FROM.ONCE WE KNOW WHAT THEY'VE CHOSEN, WE WILL PUT TOGETHER THE FUNDING RECOMMENDATIONS THAT REFLECT THOSE PRIORITIES, AND RELEASE THE RFP.
>> VIAGRAN: SO WITHIN THE SUBCOMMITTEES, ARE THEY ALSO WORKING ON POTENTIAL FUNDING OUTLINES, TOO? COMPLETELY SEPARATE, YOU'RE ALL WORKING ON THAT?
>> WE'RE WAITING FOR THEM TO TELL US WHAT -- IN A WAY, WHAT THEY PICK AS THEIR TWO THINGS, IS TELLING US WHAT THEIR PRIORITIES ARE.
SO ONCE WE KNOW WHAT THEIR PRIORITIES ARE, THEN WE WILL OPEN IT UP TO EVERYBODY, WHETHER YOU'RE ON THE COMMISSION OR NOT.
IF ONE OF THE PRIORITIES IS TO DO A BETTER JOB WORKING WITH KIDS ON HEALTHY RELATIONSHIPS, THEN WE WILL OPEN UP AN RFP CATEGORY THAT FUNDS ORGANIZATIONS THAT WORK ON THAT.
AND THROUGH A COMPETITIVE PROCESS, WE'LL SELECT WHO WILL BE PART OF THE FUNDING ALLOCATED FOR THAT.
NOW, WE'RE STILL WORKING OUT THE DETAILS, BUT I WOULD THINK AN ORGANIZATION THAT HAD A LETTER UP SUPPORT FROM THE COMMISSION WOULD BE GIVEN MORE POINTS IN THE COMPETITIVE PROCESS THAN FOR EXAMPLE AN ORGANIZATION THAT DID NOT.
>> VIAGRAN: I GUESS I NEED MORE CLARIFICATION FOR MYSELF.
MAYBE I DIDN'T UNDERSTAND THIS.
SO WHAT YOU'RE SAYING IS YOU'RE GOING TO OPEN THAT UP TO THE RFP, WE'RE NOT GIVING MONEY, THEY'RE GOING TO -- THESE AGENCIES ARE GOING TO COME AND SAY, WE'LL WORK ON THIS ISSUE, AND THEY'LL GO AND FIND THE MONEY?
>> SO THE CITY HAS $500,000 THAT IT WILL ALLOCATE TO FUND THE PRIORITIES IDENTIFIED THROUGH THOSE COMMITTEES.
>> VIAGRAN: SO WE'RE TALKING ABOUT THE $500,000.
THAT WASN'T CLEAR TO ME ON ALL OF THIS.
>> IN BETWEEN THERE, COUNCILWOMAN, THAT'S THE REPORT BACK TO THE COUNCIL ON, HERE'S WHAT THE CONCLUSIONS WERE, SO THE COUNCIL HEARS -- SOME OF THE RECOMMENDATIONS, OR PROGRAM RECOMMENDATIONS MAY NOT COST ANY MONEY.
THEY MAY JUST BE BETTER COORDINATION BETWEEN THE STATE AND COUNTY.
BUT WE'LL COME BACK TO THE COUNCIL AND REPORT OUT WHAT THE RECOMMENDATIONS ARE IN ORDER TO GET FEEDBACK BEFORE WE ACTUALLY SOLICIT FOR RFPS, SO THAT THE COUNCIL SEES AND HAS A CHANCE TO MAYBE ADDITIONALLY PRIORITIZE WHAT ARE THE THINGS WE NEED TO BE FOCUSED ON.
>> VIAGRAN: MAYBE I'LL GET MORE INTO THE DETAILS ON THE OCTOBER 30TH MEETING, SO I CAN GET MORE CLARITY OF POLICIES, MONEYS, WHAT'S OUT THERE, WHAT WE CAN DO TO UTILIZE AND LEVERAGE.
THEN THE IMMEDIATE ACTIONS, WHEN WE'RE TALKING ABOUT COMMUNITYWIDE COMMUNICATIONS CAMPAIGNS, LET'S MAKE SURE THAT WE ALSO ARE INCLUSIVE OF OUR DEAF COMMUNITY AND ALSO WITH THE BLIND, OR EVERY COMMUNITY WE'RE MAKING IT ACCESSIBLE FOR ALL OF OUR COMMUNITIES, COMMUNICATION OUTREACH.
I ALSO SCHOOL BASED PREVENTION PROGRAMS. YOU MENTIONED YOU'RE WORKING WITH THE ISDS.
BUT IF I CAN PLEASE NOW PUT IN TO NOT FORGET OUR ALL-GIRLS HIGH SCHOOL, AND I SAY ALL-GIRLS HIGH SCHOOL, BECAUSE WHEN I WENT TO ONE, BUT ALSO THAT IT WAS SOMETHING TEEN DATING VIOLENCE WAS SOMETHING THAT WAS VERY, VERY PREVALENT.
AND WE NEED TO NOT FORGET THE OTHER HIGH SCHOOLS THAT ARE AROUND THERE, TOO.
AND THEN I GUESS I NEED MORE CLARIFICATION ON ITEM -- ON SLIDE 19 WITH THE MENTAL HEALTH SYSTEM GAP ANALYSIS.
WE ARE PARTNERING WITH THE COUNTY, OR WE'RE GIVING MONEY TO THE COUNTY?
>> SO RIGHT NOW THERE'S -- BECAUSE IT'S A PLAIN PERIOD, THERE'S NO MONEY BEING ALLOCATED TO ANYBODY ABOUT THIS.
WE REALLY NEED TO FIGURE OUT WHAT WE WANT OUR SYSTEM TO LOOK LIKE BEFORE WE START FIGURING OUT WHERE THOSE RESOURCES ARE GOING TO COME FROM.
AGAIN, REMEMBER THE COUNTY RUNS POINT ON MENTAL HEALTH, THE CITY RUNS POINT ON PUBLIC HEALTH.
SO WE ARE TAKING OUR LEAD FROM THE COUNTY ON THIS.
AND THEY WILL BE ABLE TO DRAW DOWN ADDITIONAL FUNDING FROM THE STATE AND FEDERAL SOURCES AS WELL, ONCE WE HAVE THAT VISION.
>> VIAGRAN: AND YOU'RE OBVIOUSLY PART OF THIS STAKEHOLDER GROUP, AND SAPD IS PART OF THIS STAKEHOLDER GROUP?
>> RIGHT NOW I'M REPRESENTING THE CITY.
BECAUSE OF THE CONNECTION WITH HOMELESS.
BUT WE WILL PULL IN A BIG GROUP OF STAKEHOLDERS ONCE WE GET TO THE POINT WHERE WE'RE COMING UP WITH WHAT THIS VISION LOOKS LIKE.
NEXT I GUESS I'M JUST GOING TO
[01:45:03]
JUMP THROUGH TO -- WE'LL GO TO THE HEALTH DEPARTMENT, I GUESS, NOW.JENNIFER, THANK YOU VERY MUCH FOR THE PRESENTATION.
I HAVE A COUPLE OF -- I GUESS I HAVE A COUPLE OF COMMENTS, BUT ALSO QUESTIONS.
ONE, I'D LIKE TO SAY, THANK YOU FOR THE VIVA HEALTHY SAN ANTONIO INITIATIVE AND ALL YOUR WORK, AND PARTICULARLY THANK YOU FOR THE HEALTHY NEIGHBORHOOD INITIATIVE, AND THE -- YOUR STAFF THAT YOU HAVE.
I MEAN, THEY WORKED SO HARD IN OUTREACH FOR THEIR COMMUNITY.
AND THEY DO A PHENOMENAL JOB GETTING THE WORD OUT.
>> VIAGRAN: THEY ARE WORTH THE MONEY WE ARE SPENDING ON THEM.
SO ONE THING THAT I WANTED TO ASK ABOUT, I GUESS THIS IS NUMBER 9, SLIDE NUMBER 9, AND TO THAT POINT OF THE HEALTHY NEIGHBORHOOD, WHEN WE TALK ABOUT EMBEDDING EQUITY INTO METRO HEALTH, THE 2020 EXPANSION, COMPENSATION OF COMMUNITY MEMBERS DOING OUTREACH THROUGH THE REACH GRANT.
IS THAT INDIVIDUALS OR IS THAT ORGANIZATIONS?
>> VIAGRAN: IT'S INDIVIDUALS, OKAY, THANK YOU.
I'M SO HAPPY TO SEE THAT WE HAVE OUR ESTABLISHED HEALTH EQUITY LEADERSHIP TEAM.
AND I LIKE HOW YOU KIND OF THREW DOWN THE GAUNTLET AND SAID YOU ARE THE LEADERS IN THE CITY.
I ALSO WANTED TO -- I MENTIONED THE TEEN DATING VIOLENCE ISSUE.
I DO HAVE TO SAY, ON SLIDE NUMBER 17, WITH THE RESTAURANT GRADE PLACARDS, I'M READY FOR THIS TO BE PERMANENT BECAUSE WE'VE BEEN WORKING ON THIS FOR WAY TOO LONG.
I'M GLAD YOU'RE DOING MORE SURVEYS AND OUTREACH BUT I REALLY DO THINK WE JUST -- SO MANY OTHER LARGE CITIES ARE DOING IT AND IT'S JUST HOW IT'S DONE.
SO I'M READY TO HAVE THAT BECOME PERMANENT AS WE MOVE FORWARD.
AND THEN -- I DON'T KNOW IF THIS IS UNDER METRO HEALTH OR HUMAN SERVICES, BUT I HAVE EVERYBODY HERE.
SO I'M JUST GOING TO ASK THIS.
AND ERIK, YOU'RE HERE, TOO, OBVIOUSLY, SO AIRPORTS AND ADULT CHANGING STATIONS AT THE SAN ANTONIO AIRPORT.
NOT JUST FOR SMALL KIDS, BUT FOR FAMILIES WHO ARE TRAVELING TOGETHER, AND ADULTS WHO NEED ASSISTANCE IN ADULT CHANGING STATIONS.
WE NEED TO HAVE THAT ACCESSIBILITY IN OUR AIRPORT.
AND I'D LIKE TO SEE WHAT WE CAN DO WITH THAT.
SO THERE'S MY COMMENT ON THAT.
>> VIAGRAN: THANK YOU VERY MUCH.
TO THE HUMAN SERVICES DEPARTMENT, I CAN'T SAY ENOUGH ABOUT HOW WONDERFUL YOUR TEAM IS, AND HOW THEY'RE ALWAYS ON CALL AND THEY'RE ALWAYS READY TO GO.
I HAVE TO KEEP SAYING THESE THINGS IN FRONT OF YOUR BOSS, THE CITY MANAGER, BECAUSE YOU ALL ARE DOING GREAT STUFF.
PARTICULARLY WHO'S KIND OF NEW TO YOUR DHS TEAM, BUT MARJORIE WHITE WITH HOMELESSNESS INITIATIVES, TOO.
FANTASTIC, GREAT PERSONALITY, INTERACTION WITH EVERYONE.
IT COULD BE A HOSTILE ENVIRONMENT.
SHE KNOWS HOW TO DE-ESCALATE A SITUATION AND SHE'S ALWAYS A PLEASURE.
>> VIAGRAN: GOOD WORK WITH HER ON THE TEAM.
SLIDE NUMBER 4, TO YOUR -- TO THE BUDGET, THE PROPOSED BUDGET.
CAN YOU CLARIFY, WHEN YOU WERE TALKING ABOUT SENIOR INDEPENDENCE, IS THAT OUR SENIOR CENTERS? WHAT DO YOU MEAN BY SENIOR INDEPENDENCE?
>> THAT'S THE GOAL OF OUR SENIOR CENTER --
>> OUR SENIOR BUDGET IS PRIMARILY SENIOR CENTERS.
>> VIAGRAN: ALL RIGHT, THANK YOU.
AGAIN, EMBEDDING THAT EQUITY IN HUMAN SERVICES, THAT'S A VERY -- I'M GLAD TO SEE THAT.
ANOTHER THING I WANTED TO POINT OUT WITH YOUR SENIOR SERVICES.
THANK YOU FOR THE PARTNERSHIP THAT YOU ALL HAVE HAD, AND THAT YOU ALL HAVE DONE WITH SENIOR PLANET AND WITH OATS, THE OLDER AMERICANS -- OLDER AGING WITH THE TECHNOLOGY SERVICES.
OUR SENIORS HAVE JUST TAKEN ROOT AND HAVE GROWN THROUGH THAT.
I WANT TO MAKE SURE WE CONTINUE THAT PARTNERSHIP, OR MAKING IT ACCESSIBLE.
AND IT'S VERY -- IT'S HELPING COMBAT THAT ISOLATIONISM WITH OUR SENIORS.
>> VIAGRAN: I THINK THAT'S BEEN A HELPFUL ASPECT WHEN YOU'RE TALKING ABOUT INDEPENDENCE, BUT NOT SEPARATE AND ALONE FROM OTHERS.
>> VIAGRAN: I THINK THAT'S IMPORTANT.
[01:50:01]
COMING TO THE HOMELESSNESS ISSUE, I THINK ERIK, MY QUESTION FOR YOU STRUCTURALLY, HOW WILL THEY -- HOW WILL THEY ALL BE WORKED TOGETHER? SO IF WE HAVE HOMELESSNESS, AND OTHER PROGRAMS IN DIFFERENT DEPARTMENTS, AND WE HAVE ACHA CHIEF HOUSING DIRECTOR OVERSEEING HOMELESSNESS AND ALL THIS TOGETHER, WILL THE AUDIO] STAY UNDER THE CORRESPONDING DEPARTMENTS AND JUST THE DIRECTOR WILL HAVE OVERSIGHT OF WHAT'S -- OF JUST OVERSEE IT? IS THAT WHAT YOU ENVISION?>> SO I ACTUALLY PROBABLY ENVISION, YOU KNOW, MEL AND THE HUMAN SERVICES DEPARTMENT HAVE FOR YEARS NOW DONE A GREAT JOB IN MANAGING THAT ASPECT.
BUT ORGANIZATIONALLY, I SEE MAYBE, YES, REMOVING THAT ROLE FROM HUMAN SERVICES INTO A -- IT'S NOT BIG ENOUGH FOR A DEPARTMENT, BUT AN EFFORT, OR AN OFFICE THAT SOMEBODY WOULD LEAD.
I MEAN, WE HAVE BOTH A DIRECT CONNECT WITH SERVICES, WE HAVE -- WE OVERSEE CONTRACTS, WE COORDINATE ENCAMPMENT CLEANUPS WITH SOLID WASTE AND THE POLICE DEPARTMENT.
THAT SMALL PART OF HUMAN SERVICES REALLY DOES A WHOLE LOT OF COORDINATING AND ADMINISTRATION.
SO ORGANIZATIONALLY, I SEE IT PROBABLY POTENTIALLY SEPARATE FROM HUMAN SERVICES.
THE MORE IMPORTANT PIECE OF THIS, AND WHAT YOU JUST MENTIONED, IS THAT ONE INDIVIDUAL WOULD BE RESPONSIBLE IN OVERSEEING THE EFFORTS FROM HOMELESS ENCAMPMENTS ALL THE WAY THROUGH THE VARIETY OF OUR HOUSING PROGRAMS. BUT I THINK PROBABLY THAT'S GOING TO REQUIRE DR. BRIDGER AND MEL AND I TO KIND OF SIT WITH LAURIE AND THINK THROUGH, HOW DO WE ORGANIZATIONALLY MAKE THE ADJUSTMENT THAT THIS MAKES SENSE FOR THIS EFFORT, HOMELESSNESS, HOUSING, DHS, AND DO THAT SO THAT WE DON'T HAVE AN UNINTENDED CONSEQUENCE FROM AN ORGANIZATIONAL STANDPOINT.
I THINK YOU GET INPUT FROM THE STAKEHOLDERS, BOTH THE -- AND WE HAVE NEIGHBORHOODS THAT HAVE DIRECT TIES WITH MARJORIE.
I WANT TO MAKE SURE WE GET FEEDBACK FROM THEM, AS WELL AS SARAH AND HAVEN FOR HOPE AND ST. VINCENT DEPAUL.
ALL OF THOSE ELEMENTS CONNECT INTO THE CITY.
I WANT ALL THOSE CONNECTIONS TO REMAIN STRONG, AND SO THAT'S ANOTHER PIECE THAT WE NEED TO THINK THROUGH AS WE COORDINATE THAT.
ON SLIDE NUMBER 14, ON THE PROPOSED HOMELESS INVESTMENT.
I GUESS I NEED SOME CLARIFICATION HERE.
IS THIS ALL THE -- THIS ISN'T ALL HAVEN FOR HOPE? IS THIS ALL HAVEN FOR HOPE HERE?
>> NO, THE 5 MILLION AT THE TOP IS HAVEN FOR HOPE FOR BEXAR COUNTY, THE AGENCY.
IN THE RED SECTION, THAT'S FUNDING TO HAVEN FOR HOPE CAMPUS PARTNERS, ON-CAMPUS PARTNERS.
CENTER FOR HEALTH CARE SERVICES PRO WHOIS INTEGRATED TREATMENT ON CAMPUS, AND FOOD BANK THAT PROVIDES THE MEALS AS WELL AS FAMILY VIOLENCE PREVENTION THAT PROVIDES COUNSELING.
>> VIAGRAN: AND HUMAN SERVICES?
>> 551,000, THAT IS -- WE HAVE FOUR DEDICATED STAFF IN THE HOMELESS AREA.
THANK YOU FOR THAT CLARIFICATION.
AND THEN TO THE -- I GUESS I'M GOING TO JUMP -- NO, I'LL STAY AT THE MIGRANT RESOURCE CENTER REALLY QUICK.
DR. BRIDGER, I STILL WOULD LIKE TO SEE THAT DATA FROM JANUARY, MAYBE HOW MANY PEOPLE HAVE COME THROUGH TO SAN ANTONIO THROUGH THE CATHOLIC CHARITIES OR WHAT HAVE YOU SINCE JANUARY.
>> WE'RE WORKING ON THE CATHOLIC CHARITIES.
ALSO, IS THERE AN UPDATE FROM FEMA ON THE APPLICATION?
WE GOT AN E-MAIL SAYING, WE'LL GET YOU AN UPDATE SOON.
THEY KNOW THAT WE'RE WAITING, AND THEY'RE WAITING AS WELL FOR FEDERAL GUIDELINES.
BUT WE STILL DO NOT HAVE THE APPLICATION OR THE DATE BY WHICH THE APPLICATION IS DUE.
MY QUESTION, MELODY, IS, DO OUR DELEGATE AGENCIES, DO THEY GO THROUGH AN EQUITY ASSESSMENT? IS THAT PART OF MAYBE SOME OF THEIR APPLICATION PROCESS THAT
[01:55:01]
THEY SAY THEY WILL GO THROUGH AN EQUITY ASSESSMENT, OR DO WE MAKE THEM GO THROUGH AN EQUITY ASSESSMENT? AND IF NOT, I'D LIKE TO SEE THAT.>> SO, IN THE LAST PROCESS WHEN WE DID THIS PROCESS IN 2018, WE DID LOOK AT THEM AND PART OF THEIR APPLICATION WAS ADDRESSING EQUITY THROUGH THEIR COOPERATION WITH SA 2020.
IF THEY WERE MEMBERS OF THE SA 2020 ORGANIZATION, SA 2020 WAS WORKING THROUGH EQUITY WITH THEM.
FOR THE NEXT PROCESS, WE WILL EMBED THAT DIRECTLY IN THE RFP AND ASK THEM TO RESPOND TO THAT.
AND IT WILL HAVE EVALUATION POINTS ASSOCIATED WITH IT.
AND I MENTIONED THAT ONE OF THE THINGS WE DID DO THIS YEAR IS WHEN WORKING ON THEIR REPORTING, PERFORMANCE REPORTING IS IN INCLUDING A REQUIREMENT THAT THEY PROVIDE MORE DEMOGRAPHIC DATA SO THAT WE CAN USE THAT TO REALLY LOOK AT HOW THE PROGRAMS ARE IMPACTING VARIOUS POPULATIONS.
>> VIAGRAN: SO I WILL BE JUST BLUNT.
I THINK WE DO A REALLY GOOD JOB WITH EQUITY ASSESSMENT THROUGH OUR OFFICE OF EQUITY AND INCLUSION.
AND SO I'M WONDERING, TOO, DOES UNITED WAY DO AN EQUITY ASSESSMENT WITH HOW THEY LOOK AT DELEGATE AGENCIES? DO YOU KNOW?
AND THEN ALSO, I THINK SPECIFICALLY, ERIK, MELODY, WHAT I'D LIKE TO SEE, TOO, IS THESE ARE SPECIFIC LINE ITEM AGENCIES, PROJECT QUEST, HAVEN, IF THERE'S A WAY THAT'S NOT ALREADY, THAT WE HAVE THAT EQUITY EMBEDDED INTO -- ESPECIALLY IF THEY'RE A LINE ITEM WITHIN THE CITY BUDGET, THAT THEY GO THROUGH SOME SORT OF EQUITY ASSESSMENT, JUST LIKE WE ARE MAKING OUR OTHER DEPARTMENTS GO THROUGH.
BECAUSE THAT IS A GOOD CHUNK OF MONEY THAT WE ARE INVESTING FOR OUR COMMUNITY.
>> VIAGRAN: THOSE ARE ALL MY COMMENTS.
>> THANK YOU, COUNCILWOMAN VIAGRAN.
I HAVE SOME QUESTIONS ALSO, AND I'LL START OFF ON PAGE 96 OF THE BUDGET.
IT SAYS WE'LL BE FUNDING SCHOOL PREVENTION PROGRAMMING AT SELECT SAN ANTONIO SCHOOLS.
HOW WILL YOU BE SELECTING THE SCHOOLS?
>> SCHOOL BASED PREVENTION PROGRAMS, THE VIOLENCE PREVENTION.
IN DEVELOPING OUR STRATEGIC PLAN, WE ACTUALLY APPROACH A NUMBER OF DIFFERENT SCHOOL DISTRICTS.
WE BASED IT ON WHERE THERE WAS THE MOST VIOLENCE IN THE COMMUNITY.
>> ROCHA GARCIA: I WANTED TO GIVE KUDOS TO SOUTH SAN STARTING ON THEIR CERTIFICATION.
ALSO, ON PAGE 263 OF THE BUDGET, WE HAVE $79,000 INCREASE IN TRANSPORTATION SERVICES TO A PROGRAM.
AND I WAS WONDERING IF SOMEBODY COULD GIVE ME SOME ADDITIONAL CLARIFICATION AS TO WHY THAT INCREASE -- LIKE ARE WE BUYING A VAN, OR WHAT ARE WE DOING WITH THAT EXTRA $79,000? OR WHAT IS THE AGENCY DOING WITH THE $79,000 EXTRA?
>> SO THIS IS AREA RESOURCE CENTER, AND THE FUNDING USED TO PURCHASE THAT VAN IS FROM HUD FOR HOUSING OPPORTUNITIES FOR PERSONS.
IT WILL BE USED TO HELP CLIENTS MOVE AROUND, OR GO TO THE GROCERY STORE, RUN ERRANDS.
>> ROCHA GARCIA: IT IS A VAN OR SOME SORT OF TRANSPORTATION?
WELL, YEAH, SO THEY PROVIDE RIDES TO CLIENTS WHO ARE -- WHO HAVE BEEN DIAGNOSED WITH HIV OR AIDS.
THEY MAY BE -- THEY MAY NOT HAVE A VEHICLE, THEY MAY BE LIVING IN THEIR RESIDENTIAL SERVICES WITHOUT ACCESS TO TRANSPORTATION.
SO THEY TAKE THEM TO -- FOR GROCERY SHOPPING, FIELD TRIPS, TO WORK, MEDICAL APPOINTMENTS PRIMARILY.
AND THEN SIMILAR, ON PAGE 271 OF THE BUDGET, THE AUSTIN COMMUNITY CENTER YOUTH DEVELOPMENT PROGRAM, WE'RE DOUBLING THEIR PROPOSED BUDGET AND I WAS WONDERING IF SOMEBODY COULD HELP ME WITH THE REASONING THERE.
>> SO LAST YEAR THEY WERE RECOMMENDED FOR $45,000 IN THE INITIAL ADOPTED 2019 BUDGET, AND THEN AT MID YEAR THEY RECEIVED AN ADDITIONAL $45,000 TO PROVIDE SUMMER CARE.
SO THIS BUDGET INCLUDES BOTH OF THOSE ALLOCATIONS TOGETHER.
ON PAGE 282 OF THE BUDGET BOOK, WE HAVE AN INCREASE IN $42,424 TO A HOT MEAL PROGRAM.
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AND MAYBE YOU CAN GIVE ME SOME ADDITIONAL STATS, OR INFORMATION OR DATA ON THE INCREASE THERE.>> SO AGAIN, THAT'S ONE OF OUR HOPA AGENCIES.
WE RECEIVED ADDITIONAL DOLLARS FROM THE FEDERAL GOVERNMENT.
SO WE PROVIDED ADDITIONAL FUNDING TO AGENCIES THAT WERE EXCE EXCEEDING -- MEETING OR EXCEEDING THEIR GOALS.
THAT WAS ONE OF THE PROGRAMS. THEY IDENTIFIED A NEED TO SERVE MORE MEALS TO THEIR POPULATION.
>> ROCHA GARCIA: I SPOKE WITH DR. BEDRA EARLIER SO SHE WILL GIVE ME AN OVERVIEW.
THERE WERE AIDS PROGRAMS IN DIFFERENT AREAS.
I WANTED A COMPREHENSIVE UNDERSTANDING OF IT.
ANOTHER QUESTION THAT I HAVE IS ON PAGE 286 OF THE BUDGET BOOK WE HAVE, AND WE HAVE AUDIO] IN DIFFERENT SCHOOL DISTRICTS.
ONE OF THOSE SPECIFICALLY IN ONE OF THE SCHOOL DISTRICTS THAT I SERVE, AND IT'S ESTIMATED AT $40,600, AND IT'S SPECIFICALLY INSPIRING LEADERS AFTER SCHOOL CHALLENGE PROGRAM.
SO I KNOW THAT YOU'VE BEEN WORKING WITH AUSTIN ISD TO POSSIBLY INCREASE IT.
I DON'T KNOW INITIALLY IF MAYBE IT WASN'T BUDGETED BECAUSE IT'S SPECIFIC TO LEADERSHIP DEVELOPMENT AND GROWTH, WHEREAS I NOTICE THAT ALL THE OTHER SCHOOL DISTRICTS HAVE SOMETHING RELATED TO ATTENDANCE, STARR ASSESSMENTS, ET CETERA.
I WANTED TO SEE IF YOU HAVE SOMEWHERE WHERE I COULD SEE IT AND HOW IT COMPARES TO OTHER PROGRAMS.
I CAN GIVE YOU A LITTLE BIT OF HISTORY.
WHEN WE BEGAN CONTRACTING DIRECTLY THROUGH LOCAL -- INTERLOCAL AGREEMENTS WITH THE SCHOOL DISTRICTS FOR AFTER-SCHOOL CHALLENGE, SOUTHWEST ISD'S PROGRAM WAS REALLY DESIGNED TO HELP THEM PROVIDE EXTRA TUTORING FOR STUDENTS TAKING THE STAAR TEST.
THEY ONLY WANTED TO PROVIDE THE PROGRAM THREE DAYS A WEEK.
FOR LESS DAYS THAN MOST OF THE OTHER SCHOOL DISTRICTS.
AND SO THAT HAS BEEN AT LEAST 10 YEARS THAT THEY HAVE DONE THAT.
SO NOW THEY ARE WANTING TO GO TO A FIVE-DAY PROGRAM.
AND WE WOULD LIKE THEM TO GO TO A FIVE-DAY PROGRAM, SO WE ARE LOOKING AT OPTIONS, SO THAT THEY CAN MAKE THAT EXPANSION.
I DID WANT TO ADDRESS ONE OF THE DELEGATE AGENCIES, AND I THINK COUNCILWOMAN VIAGRAN MENTIONED THIS ABOUT THE EQUITY SPECIFICALLY THROUGH UNITED WAY.
I KNOW PROJECT QUEST, I JUST MET WITH THEM A COUPLE OF WEEKS AGO, AND THEIR RECRUITMENT PLAN HAS AN EQUITY LENS.
I WANT TO SAY THAT THERE'S PROBABLY SOME INFORMATION AS WELL FROM HAVEN FOR HOPE, WHICH I HAVE MET, AND I DIDN'T DELIBERATELY ASK IF THEY HAD AN EQUITY LENS.
FROM THE INFORMATION I RECEIVED FROM THEM, IT SEEMED LIKE THEY DO HAVE AN EQUITY LENS AND THEY ARE TARGETING THOSE INDIVIDUALS WITH THE MOST NEED IN OUR COMMUNITY.
I DO WANT TO REITERATE COUNCILWOMAN VIAGRAN'S POINT, THAT EVERY COMMUNITY SHOULD HAVE THAT EQUITY LENS AS WELL.
I BELIEVE THAT COUNCILMAN PELAEZ IS NEXT.
DR. BRIDGER, I SAW THE PRESENTATION ON ACES.
I THINK FOR THE FIRST TIME, LIKE YOU'VE REALLY HELPED ME SEE WHAT THE HECK IT IS THAT WE'RE TALKING ABOUT.
AND THAT VIDEO WAS ESSENTIAL TO MY UNDERSTANDING EXACTLY WHAT ACES IS, AND THE IMPACT.
THE ONLY THING I COULD THINK ABOUT WHEN I WAS WATCHING THAT VIDEO WAS THAT THE ONE COMMONALITY BETWEEN THE PEOPLE WHO SHOT UP WALMART AND EL PASO AND THE SHOOTER IN DAYTON, OHIO, AND MAND OLE BAY AND SANDY HOOK, IF YOU LOOK IN EVERY ONE OF THEIR BACKGROUNDS, YOU'LL FIND THEY CHECKED A LOT OF THE BOXES OFF THAT YOU YOU PRESENTED TO US.
THIS IS NOT A FLUFFY, FEEL-GOOD, LET'S GO SEE IF WE CAN GO IMPROVE MENTAL HEALTH AMONG KIDS BECAUSE SOME OF THEM MIGHT BE SAD.
THIS IS IN MANY WAYS A WAY FOR US TO ALSO PREVENT, YOU KNOW, A POSSIBLE FUTURE EL PASO SHOOTER, RIGHT? WHO RIGHT NOW IS IN A PRESSURE COOKER AT HOME, AND IS BEING ARMED BY HIS OWN PARENTS, AND BY HIS OWN FAMILY MEMBERS WITH THE REASONS TO GO DO THESE HORRIBLE THINGS, BECAUSE, YOU KNOW, OF THESE ACES.
WHILE THERE'S NO EXCUSE FOR WHAT THESE FOLKS DID IN THESE SHOOTINGS, YOU KNOW, ANY EXPERT WHO LOOKS AT THIS WILL TELL YOU THAT THEIR BACKGROUNDS ALL HAVE THESE COMMON DENOMINATORS, AND IF WE'RE NOT TALKING ABOUT THOSE COMMON DENOMINATORS EARLY ON WITH REGARDS TO CHILDREN, WELL, THEN WE'RE FAILING EVERYBODY, RIGHT? BECAUSE OUR JOB IS TO MAKE SURE THAT FEWER PEOPLE DIE ON OUR WATCH THAN POSSIBLE.
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ONE.WITH REGARDS TO THE JOINT COMMISSION ON DOMESTIC VIOLENCE, THE ONE THING THAT STOOD OUT TO ME, AND I'M THROWING THIS AT YOU FROM LEFT FIELD, SO FORGIVE ME FOR THE SURPRISE BECAUSE YOU AND I HAVE TALKED A HOT ABOUT THIS, BUT THERE'S NO MENTION IN THOSE SUBCOMMITTEES ABOUT BUSINESS, RIGHT? I MEAN, OUR FAITH COMMUNITY, OR OUR EDUCATION COMMUNITY, RIGHT? SO I HAD A MEETING WITH TAYLOR AMY BEFORE COMING UP HERE, AND WE WERE TALKING ABOUT THIS, AND HE EXPRESSED A DESIRE TO BE INVOLVED, RIGHT? I HAD A MEETING WITH THE CHAMBER OF COMMERCE, RICHARD PETIS, AND THEY UNDERSTOOD THAT THERE IS A ROLE FOR EMPLOYERS.
THE MAJORITY OF SAN ANTONIANS ARE EMPLOYED.
IN FACT, MOST OF THEM SPEND MORE WORKING HOURS AT THEIR EMPLOYER THAN THEY DO AT HOME, AND THERE ARE SOMETIMES NO CONNECTIONS KRAUN BETWEEN -- I'M SORRY, OFTENTIMES THERE ARE NO RESOURCES TO WHICH THEY CAN POINT TO AT THEIR OFFICE THAT ADDRESSES DOMESTIC VIOLENCE.
I THINK THERE IS A GROUP OF LARGE EMPLOYERS OUT THERE WHO ARE SENSITIVE TO THIS.
SO NO REQUEST RIGHT NOW OTHER THAN MAYBE WE CAN SOMEHOW FIGURE OUT A WAY TO INCLUDE THEM.
AND I WILL SAY THAT THE CHAMBER IS ONE OF OUR PRIMARY PARTNERS WITH THE COMMUNITY EDUCATION CAMPAIGN.
SO THEY ARE ALREADY ON THAT LIST OF FOLKS THAT WE'RE GOING TO BE WORKING WITH TO GET THE WORD OUT ABOUT RESOURCES THAT ARE AVAILABLE.
IT WAS IMPORTANT TO US THAT WE HAVE OUR A-D IN PLACE FIRST, SO THAT WE WERE LEADING BY EXAMPLE.
>> PELAEZ: I HAD SOME OTHER ISSUES I WAS GOING TO BRINGING UP WITH YOU.
I ONLY BRING UP ONE BECAUSE I SEE PEOPLE OUT THERE LOOKING A LITTLE SLEEPY.
THANK YOU ALL FOR SITTING THROUGH THIS.
THE PLACARDS FOR THE RESTAURANTS, UP UNTIL NOW, THAT PROJECT HAS BEEN A SUCCESS, RIGHT? AND IT'S BEEN A VOLUNTARY PROJECT.
I'M TRYING TO FIGURE OUT IF IT'S NOT BROKEN, IF IT'S SUCCESSFUL, WHY DO WE NEED TO MAKE IT MANDATORY? I THINK THAT ONE OF THE THINGS THAT WORKS THE BEST IS WHEN WE TRY TO FIGURE OUT CARROT INCENTIVES AS OPPOSED TO STICK MANDATES.
I'M HAVING A TOUGH TIME FIXING SOMETHING THAT'S NOT BROKEN.
>> IN THE BEGINNING, THE CONCERN WAS THAT IT WAS A ONE-TIME SNAP SHOT.
THERE WOULD BE A LONG TIME BEFORE THEY COULD FIX THE PROBLEM AND GET A DIFFERENT SCORE.
YOU KNOW, SO SOMEBODY'S HAVING A BAD DAY AND THE HEALTH INSPECTOR SHOWS UP, THEN THEY'RE STUCK FOR THE QUARTER WITH A BAD GRADE.
WHAT WE'VE DONE THROUGH THE PILOT PROCESS IS REALLY STREAMLINE THE PROCESS OF REINSPECTION.
WE'VE GOTTEN INPUT FROM THE RESTAURANTS ABOUT THE FACT THAT INSTEAD OF PUTTING JUST THAT ONE SNAPSHOT IN TIME, WE WOULD PUT THE PREVIOUS FOUR INSPECTIONS' AVERAGE SCORE UP THERE.
SO ONE BAD DAY DOESN'T SKEW YOUR ENTIRE QUARTER.
AND THERE IS AN OPPORTUNITY FOR THAT REINSPECTION.
THE PART THAT'S NOT WORKING ABOUT THE PILOT IS THAT IF YOU HAVE AN "A," YOU'RE POSTING IT.
IF YOU HAVE A "C," YOU'RE NOT POSTING IT.
AND SO THE WHOLE POINT HERE IS FOR TRANSPARENCY, AND TO LET THE PEOPLE WHO ARE GOING INTO THE RESTAURANT KNOW THE SANITATION SCORE OF THAT RESTAURANT.
AND RIGHT NOW, WE'RE ONLY ADVERTISING THOSE WHO ARE DOING WELL.
WE'RE NOT BEING COMPLETELY OPEN AND TRANSPARENT ABOUT EVERYBODY.
THANK YOU FOR THAT EXPLANATION.
AND I TOTALLY FORGOT, THERE IS A FRIEND OF MINE WHO'S AT THE COUNTY COURT JUDGE HERE IN TOWN NAMED ROSIE GONZALES WHO HAS BEEN VISITING WITH US AND SHE'S IN THE NEWS, AND YOU'RE REQUESTING A LOT OF MONEY FOR A PROGRAM OF HERS.
I'VE HAD A CHANCE TO LOOK AT SOME OF THE PAPERWORK SHE SENT MY WAY AND I'LL BE MEETING WITH HER SOMETIME SOON.
YOU'RE FAMILIAR WHAT I'M TALKING ABOUT, RIGHT?
>> YES, I HAD LUNCH WITH JUDGE GONZALES TODAY.
>> PELAEZ: IS YOUR PLAN AND IS THE FUNDING GOING TO INCLUDE FUNDING FOR HER COURT FOR THIS ONE PROGRAM? BECAUSE SHE'S MAKING IT SOUND LIKE NOTHING IN THE WORLD WILL WORK OTHER THAN THIS ONE PROGRAM.
AND I WORRY, WE'VE GOT LIMITED RESOURCES, AND THE CCR THAT COUNCILWOMAN GONZALES AND I SUBMITTED TO YOU WAS FOR EDUCATION, RESPONSE, PREVENTION, SHELTERING, ALL THAT.
>> SO THE SHORT ANSWER TO YOUR QUESTION IS THAT, WE ARE GIVING EACH OF THE SUBCOMMITTEES A MENU FROM WHICH TO CHOOSE THEIR PRIORITIES.
IF ONE OF THOSE SUBCOMMITTEES CHOOSES THE DOMESTIC VIOLENCE DRUG COURT AS THEIR PRIORITY, THEN THAT WOULD MAKE THEM ELIGIBLE FOR PART OF THAT $500,000 RFP.
SO SHE'S STILL IN THE RUNNING?
AND THANK YOU FOR MEETING WITH HER.
[02:10:01]
SHE'S IMPORTANT TO ME.>> ROCHA GARCIA: THANK YOU, COUNCILMAN PELAEZ.
CAN YOU SPEAK TO THE DOLLAR AMOUNT THAT HAVEN FOR HOPE ATTRACTS AS A RESULT OF THE $5 MILLION INVESTMENT THAT THE CITY MAKES TO HAVEN?
SO WE ARE ABOUT A LITTLE MORE THAN 20% OF THEIR TOTAL BUDGET.
SO THEY FUND RAISE AND FROM BOTH PUBLIC ORGANIZATIONS, THE COUNTY FUNDS THEM, AND MOSTLY FROM PRIVATE ORGANIZATIONS TO RAISE THE REST OF THEIR BUDGET, WHICH IS A TOTAL OF $15 MILLION -- OR $20 MILLION.
AND THOSE COME FROM WHAT TYPES OF AGENCIES?
>> SO THEY HAVE FUNDING FROM THE STATE, THEY HAVE FUNDING FROM THE COUNTY, AND THEN PRIVATE DONORS.
AND THEN ALSO THE NEW STAR GOLF TOURNAMENT EVERY YEAR RAISES 3 TO $4 MILLION FOR HAVEN FOR HOPE.
DO COMPREHENSIVE DOMESTIC VIOLENCE PROGRAM, DOES IT HOLD THE PERPETRATORS ACCOUNTABLE OUTSIDE THE COURT SYSTEM.
MY CONCERN HERE IS THE SHIFT HAS BEEN TO SERVICES FOR VICTIMS, WHICH IS VERY IMPORTANT.
I WANT TO GO BACK TO PREVENTION.
FOR EXAMPLE, CAN WE DO SOME KIND OF DATABASE? DO WE KNOW WHERE REPEAT OFFENDERS LIVE? AND MAYBE SOME KIND OF MONITORING OR TRACKING SO THAT LOWER LEVEL ASSAULT, BODILY INJURIES DON'T RISE TO THE LEVEL OF HOSPITALIZATIONS, AND MURDERS.
>> WE WERE ACTUALLY TALKING ABOUT THAT AT LUNCH TODAY, AND JUDGE GONZALES, AN EXAMPLE OF AN INNOVATIVE PROCESS THEY'RE USING IN TARRANT COUNTY WE'RE GOING TO LOOK AT.
BUT YES, WE'RE LOOKING AT ALL OF THOSE THINGS.
NOW, I'M NOT SURE WE'RE GOING TO GET TO IT THE FIRST YEAR.
WE'RE GOING TO HAVE A FIVE-YEAR PLAN, AND WE WILL INCLUDE THAT IN THE FIVE-YEAR PLAN.
AND THE CHIEF WOULD LIKE TO SAY A LITTLE BIT MORE ABOUT THIS AS WELL.
>> ACTUALLY, COUNCILWOMAN, THAT'S ONE OF THE THINGS WE'VE TALKED ABOUT IS TRYING TO GET TO THE DOMESTIC VIOLENCE ISSUE UPSTREAM RATHER THAN DOWNSTREAM, BECAUSE WE ALREADY DEVOTE A LOT OF RESOURCES AND MONEY TO THE AFTER-EFFECTS OF DOMESTIC VIOLENCE.
WE'RE TRYING TO THINK OF SOMETHING THAT WE CAN DO TO PREVENT IT FROM HAPPENING.
>> HAVRDA: IS IT POSSIBLE, MAYBE YOU'RE PLANNING ON PROVIDING DISTRICT-BY-DISTRICT HEALTH PROFILE REPORTS? I DON'T WANT TO PUT YOU IN A PICKLE, BUT IT HELPS ME BROADLY ASSESS CONCERNS FOR MY DISTRICT.
>> THAT IS SOMETHING WE'VE DONE PREVIOUSLY AT THE HEALTH DEPARTMENT.
AND WE'VE BEEN HAVING COMMUNICATIONS ABOUT WHAT THAT LOOKS LIKE, AND HOW TO GET THAT TO YOU.
SO, YES, I'M NOT SURE IF JENNIFER HAS A TIMELINE ASSOCIATED WITH THAT.
BUT IT IS DEFINITELY -- ESPECIALLY FOR THE NEWER COUNCIL MEMBERS.
PART OF YOUR ORIENTATION PROCESS AND ORIENTATION PACKET INCLUDES COUNSEL LEVEL HEALTH OUTCOMES.
WITH REGARDS TO THE RESTAURANT GRADE PLACARDS.
I'D LIKE TO KNOW MORE ABOUT THE SURVEY ISSUED TO THE GENERAL PUBLIC.
IS IT POSSIBLE TO RECEIVE A COPY OF THE QUESTIONNAIRE? AND ALSO, IS IT POSSIBLE TO INCLUDE NOT JUST THE GRADE ITSELF AS A POSTING, BUT THE SCORE? YOU KNOW, WHEN MY KID COMES HOME WITH AN 80 OR 89, IT MAKES A DIFFERENCE TO ME.
BUT I THINK IN THE RESTAURANT WORLD, ALSO POSTING UP A "B" WOULD -- IT WOULD MAKE A DIFFERENCE MAYBE TO A CONSUMER.
>> TO ALSO HAVE THE NUMBERS? THAT'S THE WAY THEY'RE CURRENTLY DONE.
WE'LL CERTAINLY TAKE THAT INTO CONSIDERATION.
AND YES, WE'LL PROVIDE YOU WITH A COPY OF THE SURVEY THAT WAS DONE IN THE COMMUNITY.
>> HAVRDA: THANK YOU FOR THE PRESENTATION.
DR. BRIDGER, I WAS WANTING TO ASK YOU A COUPLE OF QUESTIONS ON YOUR FIRST PRESENTATION ON PAGE 16, WE WERE TALKING ABOUT DOMESTIC VIOLENCE FUNDING, INCREASING THAT FUNDING.
AND I NOTICED YOU HAD AN ADDITIONAL COST IN THERE, AND I THINK IT WAS ADDRESSED A LITTLE BIT MORE FOR POLICE STAFFING, GOING FROM 15.9 MILLION TO 17.8.
AND I WANTED TO KIND OF CLARIFY IN MY MIND, IS THIS FOR UNIFORM POLICE OR IS IT FOR CIVILIANS WHO ARE GOING TO
[02:15:03]
WORK WITH, YOU KNOW, SOME OF THE PEOPLE WHO ARE VICTIMS OF DOMESTIC VIOLENCE.>> DR. BRIDGER: I'M GOING TO LET MARIA TALK ABOUT THE POLICE DEPARTMENT.
>> COUNCILMAN, THE NEW POSITIONS WE'RE RECOMMENDING BE ADDED TO THE BUDGET, IT INCREASES TO THE WHOLE EMPLOYEES, BOTH CIVILIAN AND UNIFORM IN TERMS OF SALARY INCREASES THAT WE'RE RECOMMENDING FOR ALL CITY EMPLOYEES WITHIN THE CITY, SO THOSE ARE THE TWO PRIMARY DRIVERS OF THE ADDITIONAL COST.
THERE'S ALSO ADDITIONAL POSITION S THAT WERE BEING PROPOSED TO BE REALLOCATED WITHIN 2020 WITHIN THE POLICE DEPARTMENT TO ALSO SUPPORT THE DOMESTIC VIOLENCE EFFORTS.
>> COURAGE: YOU KNOW, I GUESS IT'S A FEELING THAT I HAVE.
I DON'T KNOW IF OTHERS SHARE IT, BUT I THINK PEOPLE, AND DR. BRIDGER, YOU MAY UNDERSTAND THIS, I THINK SOME PEOPLE MAY BE A LOT MORE COMFORTABLE TALKING WITH A CIVILIAN PROFESSIONAL, WHETHER IT'S A COUNSELOR OR A PSYCHOLOGIST OR SOMEBODY WHO CAN WORK WITH THEM IN A DOMESTIC VIOLENCE SITUATION AS OPPOSED TO A POLICE OFFICER.
AND I'M WONDERING, ARE WE GOING TO BE SENDING OUT TEAMS TO WHERE IT WON'T JUST BE ONE OR TWO POLICE OFFICERS TRYING TO HELP FIND OUT WHAT HAPPENED TO YOU, WERE YOU BEATEN, WHAT HAPPENED? IS IT GOING TO BE CIVILIANS WHO HAVE THAT KIND OF EXPERIENCE IN DEALING WITH PEOPLE, TOO?
>> CHIEF: COUNCILMAN, THOSE SAFE OFFICERS WOULD BE USED IN CONJUNCTION WITH OUR CRT NONSWORN MEMBERS IN A VARIETY OF WAYS, BUT THEY WOULDN'T BE JUST GOING OUT THERE IN A LAW ENFORCEMENT CAPACITY.
IT'S OUTREACH, IT'S EDUCATION, A VARIETY OF THINGS.
>> COURAGE: YEAH, I KNOW THAT WE'VE REALLY TRIED TO WORK HARD WHEN WE'RE WORKING WITH PEOPLE OF MENTAL HEALTH PROBLEMS TO SEND OUT A SPECIAL TEAM, EVEN THOUGH THEY MAY BE POLICE OFFICERS, CERTIFIED, BUT A LOT OF THEM, THEY GO IN CIVILIAN CLOTHES SO THAT THEY'RE NOT BEING SO THREATENING.
AND, YOU KNOW, I JUST WANTED TO FIND OUT ARE WE JUST TALKING ABOUT MORE POLICE ARE WE TALKING ABOUT OTHER WAYS AND AVENUES OF ADDRESSING THE PROBLEM ON THE STREET, IN THE HOUSE WHERE IT OCCURS.
>> DR. BRIDGER: SO ONE THING I DO WANT TO MENTION IS MEL WAS JUST WHISPERING IN MY EAR, WITH THE SAPD MENTAL HEALTH UNIT, THERE WERE SOME CONCERNS IN THE BEGINNING ABOUT HOW EFFECTIVE WOULD LAW ENFORCEMENT BE AT DEALING WITH MENTAL HEALTH ISSUES, AND THEY'VE BEEN PHENOMENAL.
SO I THINK THAT WITH THE RIGHT TRAINING AND THE RIGHT APPROACH, THAT THESE POLICE OFFICERS REALLY ARE THAT ONE-STOP SHOP FOR FOLKS, RATHER THAN PEOPLE HAVING TO NAVIGATE THROUGH A SYSTEM OF MULTIPLE INDIVIDUALS.
SO THAT'S THE EXAMPLE THAT -- THE MOST RECENT EXAMPLE WE HAVE IS WITH THE MENTAL HEALTH UNIT, AND THEY'VE BEEN ABSOLUTELY PHENOMENAL.
I HOPE TO SEE THAT WE FIND THAT THAT'S THE CASE AS WE DEVELOP IN THIS AREA, BUT I KNOW WHAT WE PAY A POLICE OFFICER IS WHAT A GOOD COUNSELOR GET GETS OR MORE, OR, YOU KNOW, SOMEBODY WHO WORKS WITH PEOPLE WHO ARE GOING THROUGH THESE DIFFICULT SITUATIONS.
ANOTHER QUESTION I HAD, AND I THINK YOU ANSWERED IT, THOUGH, YOU TALKED ABOUT THE COLLABORATIVE EFFORT ON MENTAL HEALTH.
>> COURAGE: AND YOU MENTIONED THAT THE COUNTY HAS TAKEN THE LEAD ON MENTAL HEALTH ISSUES OVER RECENT YEARS, BUT WE ALSO HAVE NOW THE CITY WANTING TO STEP UP AND BECOME MORE OF A PARTNER IN THAT AREA, ALONG WITH THE STATE.
AND THE STATE, IT'S THE CENTER FOR HEALTHCARE SERVICES, RIGHT?
>> COURAGE: SO WE'RE LOOKING AT MORE OF A COLLABORATIVE EFFORT BETWEEN THE THREE AUTHORITIES TO TRY AND FULFILL THE NEEDS OF PEOPLE WHO HAVE MENTAL HEALTH CONCERNS IN THE CITY.
BECAUSE WHAT WE'RE FINDING IS THAT EACH OF US IS DOING SOMETHING BUT WE'RE NOT CONNECTED.
AND LOOKING AT, LET'S SEE, I ALWAYS HAVE MY PAGES TURNED HERE .
IT WAS ON PAID SICK LEAVE SECTION, LET'S SEE IF I CAN FIND IT.
I MARKED IT AND ANOTHER ONE, BUT NOT HERE.
IN THE PAID SICK LEAVE SECTION, WE'RE GOING TO HAVE FOUR POSITIONS.
WHEN ARE WE GOING TO BE IMPLEMENTING THE HIRING PRACTICES FOR THOSE?
>> DR. BRIDGER: WE'RE GOING TO GET THE POSITIONS POSTED BY THE END OF THIS WEEK, SO IT USUALLY TAKES SIX TO EIGHT WEEKS TO BRING ON FULL-TIME EMPLOYEES.
WE -- IN THE PREVIOUS TIME WHEN WE WERE PREPARING FOR PAID SICK LEAVE, WE DID BRING ON TEMP EMPLOYEES AND I DO HAVE ONE INDIVIDUAL WHOSE REMAINED WITH US WORKING ON PAID SICK LEAVE BECAUSE WE CONTINUE TO GET QUESTIONS AND WE'RE STAFFING A TABLE AT SOME OF THE COMMISSION MEETINGS AND SUCH.
[02:20:01]
I WAS JUST TRYING TO FIND THE TIMELINE ON THAT.I WANTED TO ASK ALSO ABOUT THE STRATEGIC PLAN WE'RE GOING TO BE WORKING ON, AND WHERE WE'RE GOING TO BE LOOKING AT ALL FOUR STRATEGIC HEALTH PRIORITIES, ADVERSE CHILDHOOD EXPERIENCES, VIOLENCE PROTECTION, ACCESS TO CARE AND NUTRITION, WE'RE SUPPOSED TO HEAR IN OCTOBER ABOUT WHAT THAT PLAN --
>> DR. BRIDGER: WE'LL HAVE THE ACTUAL WRITTEN PLAN AVAILABLE IN EARLY OCTOBER.
>> COURAGE: WILL WE EXPECT TO SEE GOALS OR TARGETED METRICS FOR EACH OF THESE AREAS?
WHERE WE ARE ACTUALLY IMPLEMENTING AN INITIATIVE FOR THIS YEAR, WE'LL CERTAINLY HAVE TARGETED MEASURES THAT WE'LL BE ABLE TO IDENTIFY SO THAT WE CAN SEE OVER TIME IF WE'VE MADE ANY IMPROVEMENTS.
ANOTHER ONE I HAD A QUESTION ABOUT, IT'S KIND OF RELATED TO THIS, ON NEXT LEVEL, WE TARGETED -- OR WE INVESTED IN THAT THIS YEAR, WE HAD 230 YOUTH INVOLVED IN THIS.
SO WE'RE GOING TO CONTINUE THIS, BUT WHAT -- WHAT ARE THE TARGETS? BECAUSE WE'VE GOT 35,000 YOUNG PEOPLE IN THIS UNIVERSE, SO WHAT KIND OF TARGETS ARE THEY SETTING FOR 2020?
>> HERRIOTT: SO FOR 2020, THAT WILL BE A FULL YEAR OF SERVICES, AND OUR TARGET IS 600 ADDITIONAL ENROLLED IN THE PROGRAM.
40% OF THEM WOULD BE ENGAGED IN EDUCATION, ANOTHER 40% IN EMPLOYMENT.
AND THEN 80% INVOLVED IN CASE MANAGEMENT ON AN ONGOING BASIS.
WHAT WE'RE FINDING IS THAT IT'S TAKING MULTIPLE CONTACTS.
AND AS A COMPARISON, THE UPGRADE PROGRAM THAT SAN ANTONIO EDUCATION PARTNERSHIP RUNS, THAT'S A PROGRAM THAT ADDRESSES COLLEGE EDUCATION FOR PEOPLE WHO HAVEN'T FINISHED, BUT THEY DO HAVE A HIGH SCHOOL DIPLOMA.
AND IT TAKES UPGRADE ABOUT 12 MONTHS AND 12 CONTACTS PER STUDENT TO GO FROM ENGAGEMENT IN THE PROGRAM TO ENROLLMENT IN SCHOOL.
AND SO IT WILL TAKE A LITTLE BIT OF TIME.
WE HAVE HAD A NUMBER OF OUR NEXT LEVEL STUDENTS GET JOBS, AND SO THEY ARE WORKING, BUT THE JOB LEVEL IS PRETTY LOW BECAUSE OF THEIR EDUCATION AND SKILL LEVEL.
>> COURAGE: NOW, THIS IS KIND OF BEING PARTNERED WITH OUR OWN EFFORT TO GO AHEAD AND WORK WITH STUDENTS WHO -- OR PEOPLE THROUGH CITE AND RELEASE, IS THAT RIGHT, TOO? THAT IF THEY'RE -- IF THEY RUN INTO OUR COURT SYSTEM, THEN THEY'RE TRYING TO HELP THEM IF THEY'RE NOT IN SCHOOL OR IF THEY DON'T HAVE A JOB, TO GO THROUGH THIS PROGRAM; IS THAT RIGHT?
IN FACT, MUNICIPAL COURTS IS REFERRING YOUTH OVER AS THEY SEE THEM WHEN THEY'RE APPROPRIATE FOR THE PROGRAM, AND SO WE ARE ENROLLING.
AND THEN WE'RE WORKING CLOSELY WITH THEIR JUVENILE COURT ADVOCATES, AND I THINK EVEN A COUPLE OF THEM ARE WORKING OVER AT THE CENTER ON A REGULAR BASIS.
>> COURAGE: NOW, IS THE FUNDING THE SAME AS IT WAS LAST YEAR FOR THIS?
>> IT'S ACTUALLY A LITTLE BIT LESS BECAUSE LAST YEAR'S BUDGET INCLUDED ALMOST 100,000 FOR CAPITAL IMPROVEMENTS TO THE FRANK GARRETT, AND SO THAT'S TAKEN OUT FOR THIS YEAR.
>> COURAGE: WHAT'S THE FUNDING EXPECTED FOR NEXT LEVEL?
>> $286,000 TO THE CITY AND 415,000 TO OUR DELEGATE AGENCY PARTNERS.
>> COURAGE: AND SO WE PROJECT THAT WOULD BE ENOUGH TO HELP 600 PEOPLE?
AND SO THAT FUNDS OUR TWO EMPLOYEES, THE CENTER MANAGER AND A -- YOU KNOW, AN INTAKE FRONT DESK PERSON.
AND THEN COMMUNITIES AND SCHOOLS AND GOODWILL ARE BRINGING THEIR EXPERTISE AND EMPLOYMENT COUNSELING AND EDUCATION COUNSELING, SO...
>> COURAGE: DID EITHER OF THOSE INCREASE THEIR FUNDING INTO THIS PROGRAM FOR THE NEXT YEAR?
>> COURAGE: DID EITHER OF THOSE TWO GROUPS INCREASE THEIR FUNDING INTO THE PROGRAM FOR NEXT YEAR?
>> YES, ACTUALLY BOTH OF THEM HAVE BROUGHT ADDITIONAL RESOURCES.
GOODWILL RECEIVED A JP MORGAN CHASE GRANT THAT THEY PUT INTO THE CENTER.
AND COMMUNITIES AND SCHOOLS IS ALSO BRINGING ADDITIONAL RESOURCES, AND SO I BELIEVE BOTH PROGRAMS APPLIED FOR FUNDING FROM UNITED WAY FOR REENGAGEMENT EFFORTS.
AND THEN WE ARE ALSO FUNDING THE HEALING MURPHY SCHOOL WHO WE ARE COORDINATING ON THIS EFFORT AND A NUMBER OF OTHER AGENCIES WHO AREN'T NECESSARILY WORKING IN THE CENTER, BUT THEY ARE CONTRIBUTING AND THEY'RE REFERRAL PARTNERS FOR YOUTH AS WE IDENTIFY ISSUES AND NEEDS.
THE LAST THING I WOULD SAY IS, IN LOOKING AT WHAT YOU'VE PRESENTED TO US, I REALLY FEEL LIKE WE'VE GOT A LOT OF GREAT PLANS, BUT I DON'T SEE A LOT OF GOALS OR METRICS FOR --
[02:25:01]
THESE CAN BE MEASURED THE NEXT YEAR.>> COURAGE: AND I THINK THAT'S GOING TO BE IMPORTANT, LOOKING AT WHETHER THE TARGETS FOR EACH OF THESE THIS YEAR SO THAT WE CAN ASSURE THAT THEY'RE REACHING THOSE GOALS.
BECAUSE NEXT YEAR IT'S GOING TO BE THE TIME WE START LOOKING AT ALL OF THESE DELEGATE AGENCIES AGAIN AND ALL OF THESE OTHER INVESTMENTS WE'RE MAKING IN THESE PROGRAMS.
>> COURAGE: AND TO ME IT'S NOT ABOUT MONEY, BUT IT'S ABOUT THE NUMBER OF PEOPLE THAT WE CAN HELP.
>> COURAGE: AND SO, YOU KNOW, WE NEED TO HAVE TARGETS OF THOSE NUMBERS AND WE CAN SEE IF WE'RE REACHING THOSE, DO WE NEED MORE RESOURCES, DO WE NEED TO SHIFT RESOURCES, THINGS LIKE THAT.
>> AND WE CAN PROVIDE THAT TO YOU.
>> COURAGE: THAT'S ALL, MAYOR.
>> MAYOR PRO TEM: THANK YOU COUNCILMAN COURAGE.
COUNCILWOMAN JADA ANDREWS-SULLIVAN.
>> SULLIVAN: THANK YOU, MAYOR.
THANK YOU FOR THE PRESENTATIONS AND FOR THE COMMUNITIES THAT WE ALL SERVE, THIS CAN BE A VERY HIGH STRUNG CONVERSATION, BUT IT ACTUALLY IS FINDING AND GETTING DOWN TO THE ROOT OF THE PROBLEM THAT WE'RE HAVING HERE, NOT ONLY IN OUR CITY BUT AS A COUNTY AS A WHOLE.
SO I DO HAVE ONE QUESTION THAT IS ON THE 10 QUESTION SCORE CARD FOR THE THREE TYPES OF ACES.
AS A VETERAN, I AM WONDERING WITH CHILDREN OF VETERANS OR CHILDREN OF MILITARY SPOUSE PARENTS, HOW DOES IT RELATE TO THOSE CHILDREN WHO HAVE PARENTS THAT ARE AWAY IN WAR ZONES, PARENTS THAT HAVE COME BACK FROM WAR ZONES AND HAVE BEEN EITHER AMPUTEES OR DISFIGURED? HOW DOES THE ACE RELATE TO THOSE SPECIFIC CHILDREN OF MILITARY DEPLOYED PARENTS, AS WELL AS CHILDREN THAT ARE SUFFERING BECAUSE OF THE PTSD THAT A VETERAN IS COMING BACK WITH?
>> DR. BRIDGER: SO THE ACE RESEARCH IS ONLY NOW STARTING TO LOOK SPECIFICALLY AT MILITARY PERSONNEL AND THEIR CHILDREN; HOWEVER, THAT BEING SAID, PTSD DEFINITELY FALLS IN THE CATEGORY OF MENTAL ILLNESS, AND WE KNOW MENTAL ILLNESS IN THE HOME IS ONE OF THE -- ONE OF THE ACES.
WHEN YOU THINK ABOUT BOTH THE INCARCERATED PARENT AND THE DIVORCE SITUATION, A COMMON THEME BETWEEN THAT AND BEING DEPLOYED IS THAT THERE IS A PARENT MISSING FROM THE HOME.
SO I DON'T THINK IT'S A STRETCH AT ALL TO SAY THAT THESE ARE VERY RELATED.
WHEN IT COMES TO WORKING WITH THE CERTIFICATIONS FOR THE TEACHERS AND FACULTY, ARE WE LOOKING AT OUR BASE SCHOOLS AS WELL, SUCH AS COLE AND RANDOLPH HIGH SCHOOL, WILL THEY BE INCLUDED INTO THAT --
>> DR. BRIDGER: THEY'RE ALL ELIGIBLE.
RIGHT NOW, IT'S VOLUNTARY, FIRST COME, FIRST SERVE, LET US KNOW WHAT WE CAN DO TO HELP YOU.
>> SULLIVAN: I THINK COUNCILMAN COUNCILMAN -- THANK COUNCILMAN PELAEZ FOR BRINGING UP JUDGE GONZALES.
AS A SURVIVOR, WE KNOW THAT IN BEXAR COUNTY ALONE WE'VE HAD OVER 3300 PROTECTIVE ORDERS THAT HAVE BEEN FILED IN JUST 2018.
WHEN YOU LOOK AT THE ISSUE OF THE SOURCE OF HOW DOMESTIC VIOLENCE COMES ABOUT TRULY GETTING DOWN TO THE DRUG PROBLEM WILL HAVE AN IMPACT.
IN JUST FIVE MONTHS, WE'VE LOST THREE PEOPLE THAT WE CAN NAME, SUCH AS MRS. ADRIAN MCDONALD, JANICE BISAN AND MARY LOU RODRIGUEZ.
AS A CITY COUNCIL, IS THAT PARTNERSHIP, OR AS A CITY AS A WHOLE, THE PARTNERSHIP THAT WE ARE FORMING UNDER THE COALITION FOR -- OR THE COMMISSIN WITH THE COUNTY, IS THERE A WAY TO GET A SPECIFIC UNDERSTANDING, BECAUSE I KNOW THIS WOULD BE THE SECOND HYBRID COURT IN THE STATE OF TEXAS.
AND I KNOW WE'RE STARTING TO LOOK AT SOME INFLUENTIAL WAYS TO WHERE WE ARE BECOMING KNOWN FOR DOING FIRST THINGS.
AND SO I WOULD REALLY LOVE TO SEE HOW WE COULD PUT A MINDSET OF UNDERSTANDING MATCHING WITH THE COUNTY, IF THE COUNTY DECIDES THAT THIS IS A COURT THAT THEY WANT TO GO FORWARD WITH, IF THERE'S A MATCHING PROCESS THAT MAYBE WE COULD LOOK AT PRIOR TO JUST THE STAKEHOLDERS THAT ARE BEING PUT IN PLACE.
>> DR. BRIDGER: I CAN HAVE THE CONVERSATION WITH THE COUNTY.
[02:30:01]
THAT THEY HAVE ALLOCATED 100,000 TO THIS, SO WE CAN HAVE THAT CONVERSATION AND SEE WHAT THEIR COMMITMENT IS AND SEE WHAT THE TIMING IS WITH THE $500,000 AND THAT PROCESS.AND AS IT COMES TO THE RELATIONSHIP WITH THE HAVEN FOR HOPE, WITH US BEING SUCH A SOURCE OF REVENUE, THE QUESTION FOR ME IS THE STATISTICS OF VIOLENCE THAT COMES WITHIN THE FACILITY.
IS THERE A WAY THAT WE, AS A COUNCIL, CAN SEE THOSE STATISTICS AND HOW THEY BREAK DOWN TO THE TRAUMA THAT IS EVEN BROUGHT ABOUT ON THE PREMISES AS WE ARE TRYING AND LOOKING TO ASSIST WITH THE BUDGETING THAT WE'RE GIVING TO THEM?
>> DR. BRIDGER: SO YOU'RE TALKING ABOUT INCIDENCE OF VIOLENCE THAT OCCUR ON THE CAMPUS.
OR WOULD YOU WANT INFORMATION ON WOMEN OR EVEN MEN WHO ARE ON CAMPUS AND HAVE EXPERIENCED VIOLENCE, AND THAT'S WHAT LED THEM TO HOMELESSNESS.
>> SULLIVAN: YES, I WOULD LOVE THAT INFORMATION.
>> WE'LL WORK TO GET THAT FOR YOU.
AND I BELIEVE MY LAST QUESTION AS FAR AS FOR THE VIVA HEALTHY CORNERSTORES, IS THAT LOOKING TO BE EXPANDED THROUGHOUT THE CITY OR IS THIS STILL JUST A PILOT PROGRAM FOR DISTRICT 3?
>> IT'S STILL A PILOT PROGRAM FOR DISTRICT 3.
WE JUST RECEIVED THE FIRST REPORT ON THE PROGRESS OF THAT PROGRAM, SO WE'LL BE LOOKING AT IT OVER THIS NEXT YEAR.
AND IF THERE IS AN OPPORTUNITY TO EXPAND, WE'LL CERTAINLY CONSIDER THAT.
WELL, THANK YOU GUYS SO MUCH, CITY STAFF AND CITY MANAGER AND CITY COUNCIL FOR PUTTING ALL THE WORK THAT YOU HAVE PUT INTO THIS.
>> MAYOR PRO TEM: THANK YOU COUNCILWOMAN ANDERS SULLIVAN.
>> SANDOVAL: THANK YOU, MAYOR PRO TEM.
THANK YOU, STAFF, FOR YOUR PRESENTATION.
DR. BRIDGER, I DO HAVE A COUPLE QUESTIONS.
I WANT TO KNOW MORE ABOUT SOME THINGS THAT SOUNDED VERY INTERESTING THAT YOU BROUGHT UP.
COULD YOU TELL ME A LITTLE BIT MORE ABOUT THE ADMINISTRATIVE DIRECTIVE HAVING TO DO WITH DOMESTIC VIOLENCE.
SO WE MODELED IT AFTER SOME BEST PRACTICES THAT WE HAD FOUND ACROSS THE U.S., AND IT CLARIFIES AND CONSOLIDATES INFORMATION.
SO IT CLARIFIES FOR STAFF HOW THEY CAN REPORT CHALLENGES THAT THEY'RE HAVING WITH DOMESTIC VIOLENCE SITUATIONS, AND MAKE SURE THAT THERE IS TRAINING PROVIDED TO SUPERVISORS AND HR STAFF SO THAT WE KNOW WHAT TO DO WHEN WE GET THE CONVERSATION FROM SOMEBODY WHO SAYS I'M DEALING WITH DOMESTIC VIOLENCE AND I DON'T KNOW WHAT TO DO.
SO THERE'S TRAINING, THERE'S BETTER COORDINATION OF RESPONSE FOR EMPLOYEES.
THERE'S ALSO, I THINK, A BETTER LAYING OUT OF OUR EXPECTATIONS FOR STAFF WHO ARE PERPETRATORS OF DOMESTIC VIOLENCE, WHICH WAS NOT SOMETHING THAT WE HAD REALLY ADDRESSED THROUGH THAT DOMESTIC VIOLENCE LENS.
IF YOU ARE A PERPETRATOR OF DOMESTIC VIOLENCE, HERE ARE RESOURCES FOR YOU IN ORDER TO GET THE HELP YOU NEED, BECAUSE THAT KIND OF BEHAVIOR WILL NOT BE TOLERATED.
>> SANDOVAL: CAN YOU TALK A LITTLE BIT MORE ABOUT NOT TOLERATING THAT BEHAVIOR? LIKE WHAT ARE THE STEPS AND ARE WE ACTUALLY TALKING ABOUT A DISMISSAL?
>> WALSH: MAYBE IT WOULD BE BETTER IF I ANSWER THAT.
IT'S HOW -- YOU KNOW, THE BACKGROUND BEHIND THIS IS THAT I WAS ASKED TO SPEAK AT A LUNCHEON ON DOMESTIC VIOLENCE IN APRIL, IN THE APRIL TIME FRAME, AND AS I WAS PREPARING A COUPLE OF DAYS IN ADVANCE OF THAT LUNCHEON I ASKED HR TO SEND ME WHAT WE DO FOR EMPLOYEES.
AND WHAT I GOT BACK FROM HR WAS A VERY REACTIVE TYPE OF LIST, AND WHAT WE KIND OF STUMBLED UPON IS THAT WE DON'T HAVE A CONSOLIDATED PLACE CONSOLIDATED PLACE , AND ADMINISTRATIVE DIRECTIVE IS OUR GENERAL MANUAL FOR EMPLOYEES AND WHAT THOSE STANDARDS ARE FOR EMPLOYEES, WHAT THE EXPECTATIONS ARE AND LAYING OUT THOSE GROUND RULES AHEAD OF TIME.
SO AS DR. BRIDGER MENTIONED WHAT I DID WITH HR WAS LET'S CONSOLIDATE WHERE WE HAVE ELEMENTS OF VIOLENCE IN THE WORKPLACE AS AN ADMINISTRATIVE DIRECTIVE, HARASSMENT IS AN ADMINISTRATIVE DIRECTIVE, LET'S PULL ALL THAT INTO AN ADMINISTRATIVE DIRECTIVE THAT WE CAN REEDUCATE THE WORKFORCE AS WE GO THROUGH REGULAR TRAINING FOR ALL OF OUR EMPLOYEES.
WE WANT TO BE ABLE TO -- THE AD ENCOURAGES OR REQUIRES EMPLOYEES THAT ARE AWARE OF A COWORKER THAT MAY BE GOING
[02:35:01]
THROUGH A DIFFICULT CIRCUMSTANCE, SO POTENTIALLY BEING A VICTIM OF DOMESTIC VIOLENCE, TO REPORT THAT THROUGH THE CHAIN OF COMMAND OR THROUGH THE DEPARTMENT SO THAT WE CAN TAKE THE APPROPRIATE ACTION.AND IT GOES TO WHAT COUNCILMAN PELAEZ TALKED ABOUT A SECOND AGO, AND WE ARE HAVING CONVERSATIONS WITH THE CHAMBER BECAUSE THE SECOND CALL I MADE THERE IN APRIL WHEN WE DIDN'T HAVE ANYTHING WAS, WELL, SURELY AS AN EMPLOYER, AS A MAJOR EMPLOYER IN THIS COMMUNITY, IS THERE A PLACE THAT, YOU KNOW, THE USAA OR VALERO OR H-E-B OR MAJOR SCHOOL DISTRICTS, IS THERE A POLICY THAT WE HAVE? AND IN TALKING TO RICHARD, THERE ISN'T ANYTHING.
AND SO WE HAVE -- RICHARD IS GOING TO INITIATE A DISCUSSION FOR EMPLOYERS, FOR MAJOR EMPLOYERS THIS FALL, TO FOCUS ON DOMESTIC VIOLENCE AND THE THINGS THAT EMPLOYEES SHOULD KNOW AND EMPLOYERS.
MENTAL HEALTH AND HOMELESSNESS, AND YOU KNOW, I THINK AS A MAJOR EMPLOYER IN THIS COMMUNITY AND BEING A PUBLIC EMPLOYER, THE EXPECTATION IS THAT WE WILL DEAL WITH THIS AND WE WILL BE CONSISTENT AND IT WAS MY EXPECTATION AND THE REASON WHY I ASKED FOR THE AD TO BE DRAFTED.
SORRY, THAT'S A LONG ANSWER FOR YOUR QUESTION.
I'M VERY GLAD TO HEAR THAT YOU DEVELOPED THIS AND YOU'RE WORKING WITH THE CHAMBER ABOUT ENCOURAGING OTHER EMPLOYERS TO DO SOMETHING SIMILAR.
I WOULD SAY LET'S NOT FORGET THE OTHER MAJOR PUBLIC EMPLOYERS IN THE AREA LIKE THE SCHOOL DISTRICTS, THEY HAVE ALSO TENS OF THOUSANDS OF EMPLOYEES.
I LIKE THE IDEA OF ENCOURAGING OTHER EMPLOYERS.
IS THAT SOMETHING THAT WE COULD ALSO DO WITH, SAY, ORGANIZATIONS THAT WE DO BUSINESS WITH? IS THERE A WAY TO ENCOURAGE THAT?
>> DR. BRIDGER: WE CAN CERTAINLY SHARE OUR AD AS A MODEL POLICY AND OUR EXPECTATION THAT WE'D LIKE THEM TO WALK WITH US.
>> WALSH: THAT'S A REALLY GOOD POINT.
AND, YOU KNOW, WE -- WE JUST GOT THROUGH TALKING ABOUT A BUNCH OF DELEGATE AGENCIES AND THE EXPECTATION.
THE DELEGATE AGENCIES MANY TIMES ARE REQUIRED TO FOLLOW OUR PROCUREMENT RULES, AND NOW THAT WE'VE GOT AN ADMINISTRATIVE DIRECTIVE, MAYBE IT'S SOMETHING -- IT'S DEFINITELY SOMETHING WE CAN LOOK AT INCORPORATING WITH THOSE AGENCIES THAT CONTRACT WITH US.
I MEAN, IT'S -- FROM A CONSISTENCY STANDPOINT, PROVIDING THE TRAINING, MAKING SURE RESOURCES ARE AVAILABLE, MAKING SURE THAT THOSE STANDARDS ARE PUT IN PLACE ARE BEST DONE CONSISTENTLY ACROSS THE BOARD, SO THAT'S A GOOD SUGGESTION.
AND I UNDERSTAND PROCUREMENT HAS A LOT OF RED TAPE AND IT'S ALREADY -- TEDIOUS PROCESS, BUT I DO THINK IT'S ONE OF THE WONDERFUL ADVANTAGES WE HAVE AS A VERY BIG ORGANIZATION IS THAT WE CAN INFLUENCE WHAT HAPPENS IN THE COMMUNITY.
WE CAN SEND THOSE RIPPLES IN THAT WAY.
THERE WAS -- I BELIEVE -- THANK YOU, DR. BRIDGER.
JENNIFER, I BELIEVE YOU MENTIONED SOMETHING ABOUT ENVIRONMENTALLY FRIENDLY POLICIES AND SOLID WASTE WORKING WITH SOME ORGANIZATIONS.
COULD YOU TELL ME A LITTLE BIT MORE ABOUT THAT.
IT'S JUST AN INITIAL PROJECT THAT WE'RE JUST GETTING STARTED, BUT FOR YEARS WE'VE HAD OUR PORE VIDA HEALTHY RESTAURANT IN PLACE SO OBVIOUSLY WE WORK WITH RESTAURANTS TO MAKE SURE THEY'VE GOT HEALTHY MENU ITEMS ON THEIR MENUS AND THEN WE PROVIDE THEM WITH A DECAL THAT DEMONSTRATES THAT.
SO WHAT WE'RE ALSO LOOKING AT IS COLLABORATING WITH SUSTAINABILITY, SOLID WASTE AND IDENTIFYING OTHER WAYS THAT WE CAN ENCOURAGE THEM TO RECYCLE, FOR EXAMPLE.
SO A LOT OF RESTAURANTS RIGHT NOW AREN'T RECYCLING PLASTIC PRODUCTS OR PAPER PRODUCTS, AND SO AS WE REACH OUT TO THEM TO BECOME POR VIDA MEMBERS, WE'LL ALSO BE ENCOURAGING THEM TO LOOK AT OTHER POSITIVE ENVIRONMENTAL FRIENDLY TYPES OF POLICIES THAT THEY CAN TAKE ON.
>> SANDOVAL: AND ARE YOU GETTING THOSE -- I GUESS IS THAT BEING DEVELOPED OUT OF THE OFFICE OF SUSTAINABILITY OR...
>> IT'S ACTUALLY BEING DEVELOPED WITH OUR NUTRITION PROGRAM BUT WE'RE WORKING CLOSELY WITH DOUG, AND I KNOW THAT CASSIE, OUR ASSISTANT DIRECTOR, ALSO REACHED OUT TO A COUPLE OTHER DEPARTMENTS.
WHEN YOU HAVE SOME SORT OF GUIDELINES OR SUGGESTIONS, I'D LOVE TO GET A MEMO OR AN UPDATE ON THAT.
THANK YOU VERY MUCH FOR THE PRESENTATION. THOSE ARE ALL MY QUESTIONS.
>> MAYOR PRO TEM: THANK YOU, COUNCILWOMAN SANDOVAL.
I'VE ONLY GOT, WHAT, SIX MINUTES TO FINISH UP HERE.
THANK YOU VERY MUCH FOR THE PRESENTATIONS BUT I DO HAVE A FEW QUESTIONS AND COMMENTS HERE, IF YOU'LL BEAR WITH ME.
[02:40:01]
ON ALL THESE DEPARTMENTS PUT TOGETHER RIGHT NOW, WHAT WAS THE FY '19 BUDGET?>> DR. BRIDGER: SO BETWEEN HEALTH AND HUMAN SERVICES.
>> PERRY: YEP, ALL THAT STUFF PUT TOGETHER.
>> DR. BRIDGER: YOU WANT JUST CITY DOLLARS OR TOTAL GRANT DOLLARS, TOO?
>> PERRY: NO, JUST CITY DOLLARS.
>> DR. BRIDGER: HEALTH DEPARTMENT WAS 15 AND MEL, YOURS WAS 41.
>> PERRY: AND WHAT IS THIS 2020 BUDGET SHOWING.
>> DR. BRIDGER: THAT'S FOR 2020'S BUDGET.
>> PERRY: NO, I'M ASKING FOR '19.
BUDGET'S GOING TO DO THOSE CALCULATIONS MORE SPECIFICALLY THAN WHAT I DID IN MY HEAD.
SO THAT'S WHAT I'M -- THAT'S WHAT I'M WANTING TO FIND OUT, WHERE -- WHAT DO THESE PROGRAMS IN '19 AND WHAT ARE THEY IN 2020.
>> PERRY: AND WHAT THE TOTAL COST IS.
WHILE THEY'RE TOTALING THAT UP, IF WE CAN TALK A LITTLE BIT ABOUT THIS INSTITUTE FOR TRAUMA-INFORMED CARE.
I READ THIS AND I HEARD WHAT YOU'RE SAYING, BUT EXPLAIN IT TO ME IN NONDOCTOR TERMS.
SO BASICALLY WHEN A CHILD IS AFRAID, THEIR BRAIN DEVELOPS DIFFERENTLY THAN A NORMALLY DEVELOPING CHILD.
AND WHEN THEIR BRAIN DEVELOPS AROUND FEAR, THEY TEND TO ACT OUT AND MISBEHAVE, WHICH TENDS TO LEAD TO PEOPLE DISCIPLINING THEM AND CAUSING MORE FEAR, WHICH TENDS TO CAUSE THEM TO ACT OUT AND BE MORE AFRAID.
BECAUSE THE LONG-TERM RESULT OF THAT IS CHRONIC DISEASE IN ADULTS, BECAUSE OF THE WAY THAT THE BRAIN TALKS TO THE BODY ABILITY -- ABOUT ALWAYS BEING READY FOR WHATEVER YOU'RE AFRAID OF, WITH THE CHRONIC STRESS HORMONES THAT RESULT FROM THAT, THAT PUTS PEOPLE AT A MUCH HIGHER RISK FOR CHRONIC DISEASE.
WHAT TRAUMA-INFORMED CARE DOES IS IT HELPS OTHER PEOPLE INTERACTING WITH THOSE KIDS UNDERSTAND HOW TO DO THAT IN A WAY THAT DOESN'T CAUSE MORE FEAR.
SO WHEN THE CHILD WHO IS AFRAID IN THE KINDERGARTEN CLASSROOM ACTS INAPPROPRIATELY, THE RESPONSE ISN'T ONE OF FEAR-BASED DISCIPLINE, BUT RATHER ONE OF CONSCIOUS DISCIPLINE OR SOMETHING THAT DOESN'T CAUSE FEAR IN THE CHILD, BUT THAT WAS COMMUNICATED IN ADVANCE "IF YOU DO THIS, THEN THIS WILL HAPPEN AND WHEN THIS HAPPENS, HERE'S WHAT IT WILL BE LIKE." SO THERE'S A CAUSE AND EFFECT, BUT ONE OF THE EFFECTS IS NOT THAT THE CHILD CONTINUES TO BE SCARED.
>> DR. BRIDGER: SO THE INSTITUTE WILL HELP US TRAIN ALL OF THE HUNDREDS OF THOUSANDS OF PEOPLE WHO WORK WITH OR HELP OR COACH OR INTERACT WITH KIDS THROUGHOUT OUR COMMUNITY TO KNOW HOW IT IS THAT THEY CAN INTERACT WITH ALL KIDS WITHOUT INSTILLING FEAR.
WELL, I GUESS THAT'S WHERE I'M -- WHY ARE WE BEING TRAINED? WHY NOT -- WHY NOT GIVE THIS TO A SCHOOL DISTRICT AND LET THEM RUN WITH IT? WHY ARE WE TAKING IT ON OURSELVES? I MEAN, THAT'S $1.2 MILLION HERE WE'RE TALKING ABOUT, NOT ONLY OUR COST BUT UT.
>> PERRY: OKAY, UHS AND THEY GET SOME OF THEIR FUNDS ALSO FROM TAXPAYERS.
SO WHY ARE WE TAKING THIS ON HERE AT THE CITY LEVEL? WHY NOT LET THEM DO THIS OUT IN THE COMMUNITIES WHERE THEY'RE ACTUALLY INTERACTING WITH THE KIDS.
>> DR. BRIDGER: WE ARE FACILITATING THAT PROCESS THROUGH THE INSTITUTE.
AND SO ONE OF THE RECIPIENTS OF THE TRAINING WILL BE THE VARIOUS ISDS AND SCHOOLS THROUGHOUT THE COMMUNITY, BUT THEY ARE NOT IN A POSITION TO START TRAINING OTHERS BECAUSE THEY THEMSELVES ARE NOT WELL VERSED IN ACES AND TRAUMA-INFORMED CARE.
YEAH, I'D LIKE TO TALK ABOUT THAT A LITTLE BIT MORE.
I STILL DON'T UNDERSTAND WHY THE CITY HAS TO GET INVOLVED AND WHY THAT CAN'T BE LEFT WITH THE UNIVERSITY HEALTH SYSTEM OR ANY OTHER MEDICAL SYSTEM OUT THERE THAT DOES HAVE THAT CAPABILITY, THAT TRAINING AND BE ABLE TO GO OUT INTO THE COMMUNITY AND DO THAT, AND WHY WE'RE TAKING THAT UNDER THE CITY UMBRELLA.
SO, YES, I'D LIKE TO TALK TO YOU ABOUT THAT A LITTLE BIT MORE.
>> DR. BRIDGER: WE'VE GOT THE MATH.
>> VILLAGOMEZ: COUNCILMAN, WHEN WE COMBINED THE HUMAN SERVICES DEPARTMENT AND THE HEALTH DEPARTMENT, THE CITY PORTION, NOT INCLUDING GRANTS, THE 2019 BUDGET WAS 53.4 MILLION.
[02:45:02]
THE 2020 PROPOSED IS 57.1 MILLION.THAT IS AN INCREASE OF 3.7 MILLION.
THAT IS PRIMARILY AS IT WAS PRESENTED BY THE RESPECTIVE DIRECTORS $1 MILLION FOR DOMESTIC VIOLENCE, AN ADDITIONAL $1 MILLION FOR HOMELESSNESS, 600,000 FOR TRAUMA-INFORMED CARE, 300,000 FOR THE MIGRANT CENTER AND HALF A MILLION DOLLARS FOR THE PAID SICK LEAVE ENFORCEMENT THAT'S ABOUT 3.4 MILLION OF THE 3.7.
WELL, THAT'S -- THAT'S WHAT I'M ASKING FOR, AND ERIK, I TALKED TO YOU ABOUT THAT BEFORE, WHAT ARE THE PLUS UPS AND WHAT IS THIS REALLY ADDING TO THE BUDGET FOR THIS NEXT YEAR? BECAUSE THERE WERE SOME COMMENTS MADE ABOUT EFFICIENCIES, LET'S HAVE EFFICIENCIES ACROSS THE CITY.
BUT HERE IN THIS AREA, WE'RE ACTUALLY PLUSSING UP THE BUDGET BY OVER $3 MILLION.
SO I'M STRUGGLING WITH THAT AS TO WHERE THOSE EFFICIENCIES ARE.
YOU KNOW, WHEN YOU TALK ABOUT EFFICIENCIES, YOU FIND MONEY WITHIN THE SYSTEM, YOU DON'T ADD TO THE SYSTEM TO COME UP WITH EFFICIENCIES.
TO ME, THAT'S A PLUS UP, THERE'S NO EFFICIENCIES THERE.
YOU SHOULD BE FINDING THOSE RESOURCES WITHIN THE SYSTEM TO FUND THESE ADDITIONAL PROGRAMS. AND TO ME, THAT'S WHERE YOU GET EFFICIENCIES FROM.
SO I'VE STILL GOT AN ISSUE WITH THAT ABOUT ADDING TO THIS PROGRAM WITHOUT FINDING THOSE EFFICIENCIES TO PAY FOR THESE ADDITIONAL PROGRAMS. AND WE'LL GET INTO THAT SOME MORE HERE IN A LITTLE BIT.
BUT THANK YOU, MARIA, FOR PULLING THOSE FIGURES TOGETHER.
AND JUST SOMETHING ELSE, THERE WAS SOME COMMENTS MADE ABOUT, WELL, YOU KNOW, THE HOMESTEAD EXEMPTION, THAT WAS BROUGHT INTO THIS.
WHILE WE'RE ADDING TO OUR DEFICIT BY THE -- NOT DEFICIT, BUT WE'RE ADDING TO THAT BY OVER $3 MILLION, THAT AFFECTS EVERY HOMEOWNER HERE IN SAN ANTONIO.
AND HERE WE'RE ADDING EASILY $3 MILLION TO THE PROGRAM THAT'S TARGETED AT CERTAIN MEMBERS OF THE COMMUNITY AND IT CERTAINLY DOESN'T ADD UP TO THE NUMBER OF HOMEOWNERS ACROSS SAN ANTONIO.
AND THAT'S -- THAT'S WHERE I'M AT RIGHT NOW, I'M STRUGGLING WITH THAT TO TRY TO, YOU KNOW, SHOW OUR TAXPAYERS WE'RE DOING THE RIGHT THING WITH THEIR TAX DOLLARS HERE.
AND NOT GET CONFUSED THAT THE HOMESTEAD EXEMPTION IS PLACING AN ADDITIONAL BURDEN.
WE'VE GOT ADDITIONAL BURDENS IN OTHER DEPARTMENTS AS WELL AND NOT JUST THE HOMESTEAD EXEMPTION .
SO LET ME GET INTO SOME DETAILS HERE.
THANK YOU VERY MUCH, DR. BRIDGER.
>> DR. BRIDGER: YOU'RE WELCOME.
>> PERRY: JENNIFER, I'VE GOT SOME QUESTIONS HERE FOR YOU.
YOU HAD -- YOU BROUGHT UP A PROGRAM BREATHE, I THINK YOU SAID IT WAS.
>> PERRY: AND HOW MUCH DID WE FUND FROM THAT PROGRAM.
AND HOW MANY -- HOW MANY FOLKS DID WE HELP IN THIS PROGRAM?
>> AT THIS POINT, WE'VE GOTTEN 43 ELIGIBLE PARTICIPANTS.
SO WE HAVE 43 PEOPLE ENROLLED IN THE PROGRAM.
AND PART OF THE CHALLENGE WITH ANY STARTUP OF A PROGRAM IS THAT WE -- FEBRUARY, EARLY MARCH, AND SO WE'VE ONLY BEEN ABLE TO ENROLL FOLKS IN MAY, JUNE AND JULY.
>> PERRY: DO YOU KNOW HOW MUCH THAT IS PER PERSON? DID YOU DO THE MATH.
>> THERE WILL BE SOME SAVINGS, BECAUSE THERE WERE SALARY SAVINGS, SO WE WILL NOT BE SPENDING THAT FULL $355,000 THIS YEAR.
>> PERRY: WHAT WILL YOU BE SPENDING?
>> AT THIS POINT, I BELIEVE WE'VE SPENT -- I DON'T KNOW IF THEY'RE STILL HERE, ABOUT 200,000, 215,000 IS WHAT I RECALL.
>> DR. BRIDGER: AND IF I COULD ADD, COUNCILMAN --
>> PERRY: THAT'S STILL $5,000 PER PERSON.
>> DR. BRIDGER: SO THINK ABOUT THE COST OF THESE KIDS WHEN THEY HAVE TO GO TO THE EMERGENCY DEPARTMENT.
>> PERRY: I'M ASKING TROUBLE DPAISH HAVING TROUBLE HEARING YOU.
>> DR. BRIDGER: THE REASON WE STARTED THIS PROGRAM WAS TO KEEP KIDS OUT OF THE EMERGENCY DEPARTMENT AND OUT OF THE HOSPITAL, AND IT WILL COST MORE THAN THAT IF THESE KIDS END UP GOING TO THE EMERGENCY DEPARTMENT AND BEING ADMITTED FOR AN ASTHMA FLAREUP OR EXACERBATION.
>> PERRY: I'D LIKE TO SEE WHAT THAT COST IS COMPARED TO THE $8,000 PER PERSON.
I MEAN, THAT'S A BIG INSURANCE POLICY RIGHT THERE PER YEAR.
SO, YEAH, I'D LIKE TO SEE THAT COMPARISON.
>> DR. BRIDGER: WE CAN GET YOU
[02:50:03]
THAT.LET'S TALK ABOUT THESE PLACARDS.
>> PERRY: I MISSED SOME INFORMATION THERE.
YOU TOLD -- WHAT WAS IT ON CUSTOMERS GOING INTO RESTAURANTS, WHAT WAS -- WHAT WAS THE QUESTION AND HOW DID THEY RESPOND?
>> HERRIOTT: THE QUESTION WE ASKED WAS, ONE, WERE THEY INTERESTED IN HAVING THE PLACARDS DISFLAID? AND WHERE WOULD THEY PREFER TO HAVE THE PLACARDS DISPLAYED? AND THE MAJORITY OF THEM, I BELIEVE IT'S 96%, WHEN YOU PUT BOTH OF THOSE QUESTIONS TOGETHER, SAID THAT THEY WOULD LIKE PLACARDS DISPLAY AND THEY'D LIKE TIKHEM TO BE IN A CLEARLY VISIBLE PLACE.
AND HOW MANY RESPONDENTS WERE THERE?
>> HERRIOTT: LET ME LOOK TO SEE EXACTLY HOW MANY THERE WERE.
IT WAS MY LAST SLIDE, WASN'T IT? JUST ONE SEC, SORRY.
WE HAD 1,790 WHO HAVE RESPONDED TO -- RESIDENTS WHO HAVE RESPONDED TO THE SURVEY.
AND WE'VE HAD 2,700 ACTUAL RESTAURANT EMPLOYEES RESPOND TO THE SURVEY THAT WAS DONE WITH RESTAURANTS SPECIFICALLY.
AND YOU GAVE THAT PERCENTAGE FOR THE COMMUNITY RESPONDING WHO THEY WOULD LIKE TO SEE.
>> PERRY: WHAT WAS THE PERCENTAGE OF YAY VERSUS NAY FROM THE RESTAURANTS.
>> HERRIOTT: THE RESTAURANT SURVEY HAD SOME DIFFERENT QUESTIONS ON IT.
>> PERRY: WHY WOULD THEY HAVE DIFFERENT QUESTIONS? LET'S SEE, THAT'S KIND OF COMPARING APPLES AND OARNLS -- ORANGES HERE.
>> HERRIOTT: THAT'S A GOOD QUESTION.
THE ONE THAT WAS FOR THE FOOD ESTABLISHMENTS WAS ASKING THEM ABOUT WHAT KIND -- WHETHER THEY WOULD -- HOW THEY WOULD LIKE THOSE OPTIONS THAT WE PROVIDED, DID THEY WANT TO JUST HAVE THE LAST VISIT AND HAVE THAT BE THEIR SCORE, DID THEY WANT IT TO BE THE AVERAGE OF THE FOUR SCORES? SO WE REALLY GAVE THEM OPTIONS SPECIFICALLY ABOUT THE PLACARDS AND WHAT KIND OF SCORING THEY WOULD PREFER.
DID YOU ASK THEM, DID YOU WANT TO PARTICIPATE IN THIS PROGRAM.
>> HERRIOTT: THERE WERE -- THERE WAS AN OPEN-ENDED QUESTION, AND SO WE DID GET RESPONSES FROM SOME OF THEM WHERE THEY WROTE IN SOME COMMENTS.
I CAN PROVIDE YOU WITH EXACTLY THAT INFORMATION, BUT THERE WERE SOME RESTAURANTS THAT SAID THEY'D LIKE TO KEEP IT THE WAY IT WAS.
THERE WERE ALSO SOME RESTAURANTS THAT SAID THANK YOU, WE'RE REALLY EXCITED ABOUT HAVING MORE TRANSPARENCY AND WE'RE EXCITED ABOUT THIS INITIATIVE, SO IT WAS A COMBINATION.
>> PERRY: WELL, LET ME TELL YOU.
I'VE BEEN APPROACHED BY A NUMBER OF RESTAURANTS AND NOBODY SAID THAT THEY WANTED THESE PLACARDS.
>> PERRY: SO I'M REALLY KIND OF CONFUSED AS TO WHY WE HAD TWO DIFFERENT -- AND WE DIDN'T HAVE A STRAIGHT QUESTION, DO YOU WANT TO PARTICIPATE IN THIS PROGRAM -- AUDIO] -- WHICH OPTION WOULD YOU LIKE TO HAVE.
>> PERRY: I THINK WE REALLY NEED TO GO BACK OUT THERE AND CHECK WITH THAT.
I MEAN, HAVE YOU GOTTEN INPUT FROM THE RESTAURANT ASSOCIATION?
>> HERRIOTT: WE DID MEET WITH THE RESTAURANT ASSOCIATION IN APRIL.
ACTUALLY, MY ASSISTANT DIRECTOR IS MEETING WITH THEM THIS AFTERNOON.
HE HAD TO MEET A LITTLE BIT EARLY TO MEET WITH THE RESTAURANT ASSOCIATION TO TALK TO THEM, BOTH ABOUT PLACARDS AND ALSO ABOUT SOME OF THE OTHER INITIATIVES WE'RE INVOLVED IN.
SO WE ARE WORKING TO INTERACT WITH THEM AND GET THEIR INPUT.
THEY CHOSE EARLY ON TO NOT ENGAGE WITH US WHEN WE STARTED THIS, BECAUSE --
>> HERRIOTT: BECAUSE THE RESTAURANT ASSOCIATION IS NOT IN SUPPORT, AT LEAST THE BOARD MEMBERS ON THE RESTAURANT ASSOCIATION WERE NOT IN SUPPORT OF THE PLACARDS.
SO, AGAIN, I THINK THE DIRECT QUESTION SHOULD HAVE BEEN PUT OUT THERE TO THE RESTAURANTS, THE INDIVIDUAL RESTAURANTS, DO YOU WANT TO PARTICIPATE? AND NOT KIND OF WORK AROUND, WELL, WHICH OPTION WOULD YOU WANT TO -- PREFER FOR THAT PROGRAM? SO I'M JUST SAYING I THINK THAT DATA IS KIND OF SKEWED ON WHAT YOU'RE SEEING FROM THE ACTUAL BUSINESSES VERSUS WHAT YOU'RE SEEING FROM THE COMMUNITY.
>> DR. BRIDGER: THERE WILL BE A B SESSION ON THIS TOPIC SPECIFICALLY, SO WE'LL HAVE LOTS OF OPPORTUNITIES TO GET INTO THOSE DETAILS.
WELL, BUT THIS IS -- THIS IS BUDGETARY HERE.
>> DR. BRIDGER: THERE'S NO -- THIS IS JUST LETTING YOU KNOW THESE ARE SOME OF THE OTHER INITIATIVES THAT WE'RE PURSUING BUT THERE'S NO MONEY ALLOCATED IN THE BUDGET TO FUND THIS.
I TOOK IT THAT THIS WAS GOING TO BE A BUDGETARY ITEM.
SO NO ADDITIONAL PEOPLE OR ANYTHING FOR THIS --
>> PERRY: SO THAT BRINGS UP ANOTHER QUESTION WHY CAN'T WE DO THE PAID SICK LEAVES WITH IN-HOUSE -- INSTEAD OF BRINGING ON FOUR ADDITIONAL PEOPLE THAT MAY OR MAY NOT BE USED BECAUSE OF THIS LAWSUIT THAT'S GOING ON ON THIS PAID
[02:55:03]
SICK LEAVE.>> HERRIOTT: SO WITH THE RESTAURANT PLACARDS WE HAVE SAN SANITARIANS THAT GO OUT AND VISIT THESE RESTAURANTS SO IT'S NOT NECESSARY TO INCREASE OUR STAFFING.
PAID SICK LEAVE IS SOMETHING THAT'S COMPLETELY BRAND-NEW TO THE HEALTH DEPARTMENT, AND SO WE ARE IN NEED OF BRINGING ON STAFF TO MAKE SURE THAT WE CAN EDUCATE THE COMMUNITY SO THAT WE CAN ROLE IT OUT TO THE MANY BUSINESSES IN OUR COMMUNITY AND SO THAT WE MAKE SURE THAT WE HAVE STAFF THAT CAN GO OUT AND INVESTIGATE IF WE RECEIVE COMPLAINTS.
JUST ANOTHER THING ON THE PLACARDS, YOU KNOW, I DON'T UNDERSTAND THEM, BUT -- AND WHY, BECAUSE WHEN I FIND A GOOD PLACE TO EAT, I GO BACK.
>> PERRY: IF SOMEBODY DOESN'T HAVE WHAT I LIKE, I DON'T GO BACK.
I DON'T UNDERSTAND WHY WE HAVE TO GET INVOLVED IN THAT, BUT -- OKAY.
LET'S GO ON TO -- THANK YOU VERY MUCH.
>> PERRY: YOU HAVE TO EXCUSE ME.
THIS IS A LOT OF INFORMATION HERE AND A LOT OF DETAIL AND DATA, WHICH IS GREAT.
I LOVE NUMBERS, BUT LET ME GET MYSELF STRAIGHT HERE AS FAR AS WHERE I'M AT.
MELODY, THE OVERALL DELEGATE AGENCY PROGRAM, AND YOU KNOW WHEN I FIRST CAME ON COUNCIL, I HAD SOME ISSUES WITH THE DELEGATE AGENCY PROGRAM ABOUT WHAT I PERCEIVED AS DUPLICATION ACROSS EACH MAJOR HEADING, AND I STILL GO THROUGH IT AND STILL SEE A LOT OF AGENCIES THAT ARE -- THE DESCRIPTION IS EXACTLY THE SAME.
HOW CAN WE GET RID OF THIS DUPLICATION? I MEAN, I'M LOOKING AT PAGE 266 AND 277 HERE, WE'VE GOT ONE, TWO, THREE, FOUR... FIVE DIFFERENT -- OR SOME OF THEM, THE SAME AGENCY, DOING AFTER-SCHOOL PROGRAMS TO THE TUNE OF ALMOST $800,000.
I MEAN, I -- I'M STILL STRUGGLING WITH THAT, MELODY, AND I THINK WE NEED TO REALLY DO A HARD SCRUB ON THIS, ON THIS NEXT GO-ROUND.
ALONG WITH THAT, I SEE THAT YOUR MANPOWER IS INCREASING FROM 105 TO 140 POSITIONS?
>> SO THIS IS A TRANSITION OF STAFF WHO ARE ALREADY IN PLACE UNDER A GRANT, SO IN THE SENIOR SERVICES, THEY ARE FUNDED THROUGH THE GRANT MATCH.
AND WE HAVE BEEN OVERMATCHING THAT GRANT FOR YEARS, AND SO WE'RE MOVING PART OF THAT MATCH, WHICH COMES FROM THE GENERAL FUND, TO THE GENERAL FUND.
SO RATHER THAN BEING CLASSIFIED AS GRANT-MATCH EMPLOYEES, I'LL LET MARCH -- MARIA ALSO REPLIES.
>> WALSH: I'LL GIVE YOU THE SHORT ANSWER.
>> WALSH: WE HAD EMPLOYEES THAT GO BACK 15 PLUS YEARS THAT WERE CATEGORIZED AND COUNTED IN THAT GRANT PROGRAM THAT HAD A GENERAL FUND TRANSFER TO THE GRANT PROGRAM TO PAY FOR IT.
NOW, HOW THAT GOT STARTED 15 -- IT WAS OVER 15 YEARS AGO WHEN WE IDENTIFIED IT AS WE WERE GOING THROUGH THE BUDGET, I TOLD THEM TO CLEAN IT UP.
I DON'T WANT -- I DON'T WANT PSEUDO-GENERAL FUND EMPLOYEES OVER TO GRANT THAT ARE BEING -- AND WE'RE SENDING THE TRANSFER OVER FOR ACCOUNTING PURPOSES.
IF THEY'RE DOING GENERAL FUND WORK AND THEY'RE NOT DOING GRANT WORK, PUT THE POSITIONS IN THE EXISTING EMPLOYEES IN THE GENERAL FUND.
>> VILLAGOMEZ: COUNCILMAN, I WOULD ADD TO WHAT THE CITY MANAGER SAID, THERE'S NO INCREASE IN STAFFING LEVELS, THE NUMBER IS THE SAME.
IF YOU LOOK AT SLIDE NUMBER FOUR OF THE PRESENTATION, 350 POSITIONS IN 2019, IT'S THE EXACT SAME NUMBER IN 2020.
THERE'S NO INCREASE IN DOLLAR AMOUNT FOR THOSE EMPLOYEES.
AS THE CITY MANAGER MENTIONED, IT'S JUST A REALLOCATION BETWEEN OUR RESTRICTED FUNDS WHICH IS THE GRANTS AND TO THE GENERAL FUND.
AT THIS TIME WE WILL HAVE TO CONCLUDE THE MEETING AS WE HAVE LOST QUORUM.
>> MAYOR PRO TEM ONE OF THE OPTIONS YOU HAVE IF COUNCILMAN PERRY HASN'T FINISHED TO CALL A RECESS IF WE EXPECT ONE OR MORE COUNCILMEMBERS TO RETURN.
>> MAYOR PRO TEM: I DON'T BELIEVE ANY OF THE COUNCILMEMBERS ARE RETURNING, BUT I THINK ERIK WENT TO GO CHECK.
LET'S RECESS TO CHECK AND WE'LL COME BACK TO SESSION.
[03:00:13]
>> MAYOR PRO TEM: THE MEETING IS RECESSED UNTIL TOMORROW AT
* This transcript was compiled from uncorrected Closed Captioning.