HomeMy WebLinkAbout1997-02-27 City CouncilCity of Palo Alto
City Manager’s Report
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT: Community Services
DATE:February 27,1997 CMR: 148:97
SUBJECT:Evaluation of the Seasonal Employment Opportunity Program for the
Homeless
REQUEST
This report evaluates ,the recently-completed pilot program "Seasonal Employment
Opportunity Program for the Homeless." No action is being requested by staff at this time.
RECOMMENDATIONS
This is an information report, and no recommendations are made at this time.
POLICY IMPLICATIONS
No change in policy is proposed.
EXECUTIVE SUMMARY
Background
On August 5, 1996 (CMR 365:96), staff requested Council to approve the establishment of
a pilot Seasonal Employment Opportunity Program for people who are homeless or at-risk
ofhomelessness. The mission of the project was twofold:
To provide temporary employment experience for low-income homeless individuals;
and
To assist with various beautification and maintenance projects throughout the City.
Program goals included offering opportunities for individuals to experience vocational
success, increased self-esteem and improved prospect of an employable future. This program
also established an opportunity for those employed to learn and demonstrate work skills,
show a track record documenting their abilities_ to be punctual, perform assignments dutifully
and to develop a dependable attendance record.
CMR:148:97 Page 1 of 4
The program commerl : on September 16, 1996 and ended: ~ January 3, 1997. It was
stated in the aforementioned CMR that staff would return to Council, after the program
completion, with a written evaluation of the pilot project’s effectiveness.
Establishment of Program
Following Council approval of the Homeless Employment Opportunity Program, staff from
Community Services, Public Works, Human Resources and the City Manager’s Office met
to define the supervisory department’s requirements and program elements. These elements
included recruitment, selection, training and orientation of supervisors and employees, plus
acquisition of support materials.The Community Services and Human Resources
departments handled these jointly.
Outreach, Recruitment and Selection
The Urban Ministry of Palo Alto (UMPA) agreed to assist the City with outreach and
selection efforts. Flyers were posted at UMPA’s morning Homeless Service Center for two
weeks. Community Service staff held two informational seminars for more than eighty
people interested in applying for the trainee positions. Roberta’s Enterprises (a temporary
employment agency) agreed to provide contract and payroll services, and assisted staff in the
application, interview and selection process. Twenty-five applicants participated in the
interview process held over a two-day period, and eight were selected.
The selected trainees attended an orientation session with representatives from Human
Resources, Community Services and Roberta’s Enterprises discussing the program
ramifications, job descriptions (attachment two), expectations and assignments.
Project Time Line
When staff went to Council, it was envisioned that the pilot program would last twelve weeks
with a closing date of December 6, 1996. However, due to the need to complete additional
assignments, and the approaching holiday season, a four-week extension was approved under
City Manager’s authority..
Fiscal Impact
Council was asked to approve a Budget Amendment Ordinance in the amount of $26,160 to
start the program. The additional four weeks brought the totalof City funds expended to
$33,398 for the sixteen-week program.
Evaluation of Program
Three effectiveness measures were used in evaluating the pilot program as follows:
Individual Achievement of Self-Sufficiency
Community Acknowledgment and Satisfaction
Cost Effectiveness
CMR:148:97 Page 2 of 4
End of Item 2.
I di id IA hi fS lf-S ffi i ....n v ua c eveme. :~ e u cencv
Three trainees were assigned to the Public Works Division, which handles infrastructure
needs, i.e., painting, electrical, plumbing, graffiti removal. They provided outstanding
service as documented by their supervisor who continually provided exemplary evaluations,
and then became instrumental in supporting one worker to apply for a permanent Motor Pool
Division position.
Two workers were assigned to Foothills Park to assist Park Rangers with assignments such
as trail-clear!ng, tree-trimming, and general maintenance. By the end of the sixteen-week
period, the homeless workers at the Park were leading Explorer Scout Volunteer projects and
working with the Scouts and their families on special beautification assignments. Those two
workers have since been placed in seasonal park positions available through the Open Space
and Sciences Division, assigned to Foothills Park, the Baylands and Arastradero Preserve.
One trainee was posted at the Landfill, ensuring that items dropped off for recycling truly fit
the posted guidelines. Many times in the past, the deposits of prohibited materials caused
malfunctions in the mulching equipment. Since the trainee has been posted there,
malfunctions have been nonexistent. The individual performing this assignment performed
so well, that he is currently employed by the Public Works Department in an hourly position
at the Landfill.
Community Acknowledgment and Satisfaction
The City, with the assistance of the seasonal workers, was able to complete several
noteworthy beautification projects of note in the downtown area, shopping centers, medians,
parks, Baylands, and landfill areas. These enhancements have received positive comments
from the citizenry. Letters to Community Service staff, and to local newspapers, document
community commentary.
Cost Effectiveness
The savings achieved should be viewed as a long-term proposition. These opportunities were
not "make-work" jobs designed for the vocational program. The designed jobs represented
tasks that needed to be done. The homeless workers provided services that would not have
been done. The true savings provided to the community as a whole can only be ascertained
over time.
CONCLUSION
The project was truly a collaborative effort with the coordinated efforts of the City and
private businesses. The provision of essentials such as work clothes, food vouchers and
transportation assistance, made available to the trainees by the program, was integral to the
program’s success.
Staff plans to review all aspects of the model project and discuss any opportunities that can
be pursued for the future. At that time, staff will also pursue program enhancement and will
make efforts to involve local businesses.
CMR: 148:97 Page 3 .of4
ENVIRONMENTAL ASSESSMENT
This report does not constitute a project under the California Environmental Quality Act;
therefore, no environmental assessment is required.
PREPARED BY: David F. Martin, Administrator, Office of Human Services
PAUL THILTGEN
Director of Community Services
CITY MANAGER APPROVAL:
~ ~E FLE1V~NG /
City Mana, ger
Attachment One:
Attachment Two:
Related CMR 365:96
Job Description and Program Overview Sheet
CMR: 148:97 Page 4 of 4
ATTACHMENT ONE
City of Palo Alto
City Manager’s Report
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT: Community Services
DATE:August 5, 1996 CMR: 365:96
SUBJECT:Seasonal Jobs for the Homeless Pilot Program
REOUEST
Staff requests that City Council approve the establishment of a pilot Seasonal Jobs Program
for people who are homeless or at risk ofhomelessness. This seasonal program would start
in late September or early October and operate for twelve weeks. At completion of the trial
period, staffwill evaluate the program and return to Council.
RECOMMENDATIONS
Staff recommends that the City Council approve this pilot trial project for a twelve-week
period and the attached Budget Amendment Ordinance to fund the program.
POLICY IMPLICATIONS
The proposed pilot program would employ no more than eight temporary employees, under
a Roberta Enterprises (Roberta’s) temporary employment services contract for no more than
twelve weeks, in duration, so no change in policy is proposed.
EXECUTIVE SUMMARY
Back~ound
When staff convened a committee to discuss assistance options relative to the homeless and
those at risk of homelessness in our community, the idea which generated the most
enthusiasm was the exploration of a jobs program. This concept grew from discussions and
assessments of City department and community needs. As potential work options were
discussed, staff was receiving an increased number of requests from residents and merchants
for an enhanced program to provide cleanliness in the downtown area and other parts of the
City. At the same time, City staff could not undertake adding more clean-up duties 4o their
already burgeoning assignments. However, there is an underutilized source of people who
could address such concems. On occasion, this underemployed group has indicated a need
for employment and a willingness to provide employment services. The Urban Ministry’s
CMR:365:96 Page 1 of 4
Homeless Garden, their Lawn and Garden Service projects, and the miscellaneous visible
signs in the City requesting employment are some of the indications of an existing,
underutilized, temporary work force. A City-organized Seasonal Employment Program
designed for such individuals could be beneficial to the community and to the unemployed.
In developing this pilot project, staff believes the following benefits will occur:
Selected members of the homeless population will receive valuable vocational
training and work experience,
There will be a cleaner downtown, community facilities and parks.
Successful participation by homeless clients could be a stepping stone needed
to re-establish self-sufficiency.
The additional cleaning and maintenance will help meet the needs of the City.
Homeless workers will be joint partners in a better maintained community.
Program Description
A maximum of eight workers would be recruited for the program and hired through
Roberta’s employment services. Staff has consulted with the Urban Ministry, and they have
agreed to assist in outreach efforts. Urban Ministry feels it is inappropriate for their
organization to review or.screen applicants. Therefore, staff will work with Roberta’s on the
application and screening process. Selected applicants would be assigned to various City
work details. Based on staff’s experience with past vocational programs, such as CETA and
the California Conservation Corps, keeping the participant numbers small initially creates
a higher level of productivity, while easing the supervisorial responsibilities which ensue
with such a program. The number of proposed employees and types of assignments which
could be made available for this work program include:
0
Landfill (1)
Graffiti Abatement (1)
Facilities Maintenance and Clean-Up (2)
Parks and Facility Clean-Up (2)
Parks and Golf Maintenance (2)
Staff believes flexibility in work assignments will be required. For example, a downtown
clean-up detail might be formed, or tasks could be performed such as setting up and taking
down chairs for the Summer Concert Series. While work assignments may vary, a four-day
work week at six hours daily would be established for the program. This would allow time
for in-house problem-solving sessions should that be necessary.
CMR:365:96 Page 2 of 4
Employment services would be purchased through Roberta Enterprises. Roberta’s agency
fee of 42 percent of the salaries handles ancillary employment issues such as payroll, benefits
and liability insurance.
Staffproposes a starting pay scale of $7 an hour, as well as a $5 a day allowance for food.
In addition, a $50 voucher would be allotted up front for each worker to purchase standard
work clothing at the local Goodwill Industries Store. Some safety gear, such as goggles,
gloves and toe boots may have to be purchased for the eight workers as well.
Staffwill arrange for vouchers for each person involved. For those needing transportation,
bicycles will be assigned from the Police Department’s bicycle recovery inventory. If
helmets are needed., the City will provide them on a checkout basis. As the program
develops, staffacknowledges there probably will be a need to make some minor adjustments.
In addition to assisting the City with necessary assignments, it is important that this program
be viewed as a life skills training. Staff considers this program to be a positive effort to
improvethe overall situation for the participants; and, to that end, recommends that food
allowances and clothing vouchers be provided. This support would assist in creating better
worker effectiveness, positive working relationships with City staff and encourage the
growth of self-esteem.
If program effectiveness is determined after the initial twelve-week period, upon further.
Council review, potential community partners of the program such as the Chamber of
Commerce, the Downtown MarketingAssociation and the California Avenue Development
Association could be approached as economic co-sponsors in developing phase two of this
project.
Staff does not propose this project as a panacea. It is not intended to be a permanent job
solution, nor is the project designed to be the single impetus toward making individuals
employable. It is a helping hand, an incentive, and a way to achieve work in areas where
temporary staffing is needed. The program is a trial, and staff will exercise flexible
implementation. Although the program will require close supervision, this can be
accomplished by using existing staff.
FISCAL IMPACT
Approximate costs for this twelve-week pilot project are estimated at $26,160. This includes
salaries for eight workers at 24 hours weekly for twelve weeks ($16,128), Roberta’s
temporary services administrative costs ($6,774), clothes vouchers for participants ($400),
CMR:365:96 Page 3 of 4
purchase of mandated safety equipment ($938) and a $5 daily allowance for food. for
participants ($1,920).
ENVIRONMENTAL ASSESSMENT
This does not constitute a project under the Califomia Environmental Quality Act; therefore,
no environmental assessment is required.
PREPARED BY: David F. Martin, Administrator of Human Services
DEPARTMENT HEAD REVIEW:
CITY MANAGER APPROVAL:
PAUL THILTGEN
Services
FLEMIN
Manager
Attachment: Budget Amendment Ordinance
CMR:365:96 Page 4 of 4
ORDINANCE NO.
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE BUDGET FOR THE FISCAL YEAR 1996-97 TO
PROVIDE AN ADDITIONAL APPROPRIATION FOR A SEASONAL JOBS
FOR THE HOMELESS PILOT PROGRAM
WHEREAS, pursuant to the provisions~of Section 12 of Article
III of the Charter of the City of Palo Alto, the Council on June
24, 1996 did adopt a budget for fiscal year 1996-97; and
WHEREAS, a committee studying options relative to homeless
people and those at risk of becoming homeless has identified a need~
for employment opportunities for such people; and
WHEREAS, various local nonprofit organizations have
demonstrated that such employment opportunities can increase the
skills of people who are homeless and lead to increased self-
sufficiency; and
WHEREAS, citizens and merchants have indicated their desire to
see a cleaner downtown area, as well as cleaner community facilities
and parks; and
WHEREAS, it is proposed~that a pilot program be established
that will provide employment opportunities to people who are
homeless by employing them through a temporary agency and then
assigning them to various city work details,~ thus also addressing
resident concerns regarding cleanliness in the downtown area,
community facilities, and parks; and
WHEREAS, the pilot program is estimated to cost $26,160, and
City Council authorization is needed to amend the 1996-97 budgei to
appropriate the funds for the program, as hereinafter set forth..
~_E_C_T~. The sum of Twenty Six Thousand One Hundred Sixty
Dollars ($26,160) is hereby appropriated to non-salary expenses in
the Human Services Functional Area in the Community Services
Department, and the Budget Stabilization Reserve is~correspondingly
reduced.
~uC_T_~Q!~_~ ¯ This transaction will reduce the
Stabilization Reserve from $15,900,782 to $15~874,622.
Budget
SECTION 3. As specified in Section 2.28.080(a) of the Palo
Alto Municipal Code, a two-thirds vote of the City Council is
required to adopt this ordinance.
SECTION 4. The Council of the City of Palo Alto hereby finds
that this is not a project under the California Environmental
Quality Act and, therefore, no environmental impact assessment is
necessary.
SECTION 5. As provided in Section 2.04.350 of the Palo Alto
Municipal. Code, this ordinance shall become effective upon adoption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST:APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:City Manager
Senior Asst. City Attorney Deputy City
Administrative
Department
Manager,
Services
Director of CommunitY Services
ATTACHMENT TWO
City ;. Palo Alto
Department of Human Resources
Seasonal Jobs for the Homeless Pilot Program
Program Overview
Employment
Employee
Compensation
Employee
Relations
The City Council approved Seasonal Jobs for the Homeless (SJH) pilot program is
managed by the Office of Human Services - Community Services Department. David
Martin (329-2639) is the primary contact for information about or questions regarding the
program. Urban Ministries and additional City departments (i.e., other divisions of
Community Services, Human Resources and Public Works) are involved in supporting
the program.
Program Goals/Objectives
The SJH program was established for people who are homeless or at risk of homelessness
and is designed to: 1) provide vocational training and work experience to selected
members of the homeless population; 2) provide cleaner community facilities, parks and
downtown area; 3) serve as a potential stepping stone for the homeless participants to
reestablish self-sufficiency; 4) provide additional cleaning and maintenance to help meet
the needs of the City; and 5) establish the homeless participants as joint partners in a
better maintained community.
Program Procedures
The program will run for a period of twelve (12) weeks beginning on Monday, September
16, 1996. A maximum of eight (8) people will work as temporary agency employees
through Roberta Enterprises, Inc. The people will work in laborer type positions
typically held by hourly employees in the following areas of the Community Services and
Public Works departments: 1) Landfill (1 position); 2) Graffiti Abatement (1 position); 3)
Facilities Management (2 positions); 4) Parks & Golf Maintenance (2 positions); and 5)
Open Space & Sciences (2 positions). A review and evaluation of the program will occur
after it ends on December 6, 1996. Decisions regarding any future plans or activities
regarding this program will be made after the review process has been completed.
The SJH workers will work six (6) hours a day, four days per week (Monday through
Thursday). They will be paid $7.00 per hour, receive a $5.00 per day food allowance, be
given a $50.00 voucher for work clothing at the local Goodwill Industries store, and will
have a bicycle made available for transportation.
The standard work rules and procedures fo~" any temporary agency employee with the
City of Palo Alto will be applicable to these workers except that initial problems should
be referred to David Martin prior to any final employment action (e:g., disciplinary or
termination) being taken.
C:\WPDOCSklLECKUIT~SJHDESC,WPD -September 10, 1996 P.O. Box 10250
Palo Alto, CA94303
415.329.2376
415. 329. 2696Fax
City of Pale Alto
Departmen~ ofHuman Rer, o.rces
Seasonal Jobs for the Homeless Pilot Program
LABORER Position
POSITION DESCRIPTION:
C_S_D/Parks and_Golf, Open Space & Soiences;_p~blie Works/Facilities Management,
Operations, Under supervision, performs a wide variety of general mainten~ce, operation
and repair tasks to maintain City facilities or operations in safe and efficient condition.
Duties are roudne in nature and may involve the use of hand tools. Individuals will work
with assigned City staffto gain skill.
]E~sential Functions:
Cleans restrooms and park facilities.
Picks up litter and empties garbage.
Maintains grounds and tuff in parks, City faoilities and playing areas by trimming,
weeding and grooming.
Maintains designated landscape through pruning and clearihg debris.
Operates a variety of hand tools.
Performs trail maintenance.
Assists in performing basic maintenance duties in all related building trades (plumbing,
electrical, carpentry, etc.).
Performs minor repairs with hand tools.
REQUIREMENTS:
Ability to communicate with other~ and to assimilate and understand information in a
manner consistent with the essential job functions. -
-Ability to follow written and verbal instruotions.
-Ability to make sound de¢isions in a manner consistent with the essential job funct!ons.
-Ability to use a variety of hand tools and equipment.
-Ability to perform manual labor requiring bending, stooping, lmeeling, and Iifling.
-Ability to maintain physical condition appropriate to the performance of assigned duties
and responsibilities which inolude walking, climbing or standing for extended periods
of time and operating assigned equipment.
Ability to lift and carry up to 50 pounds.
Ability to work under all weather ¢ondltlons and in rough terrain.
WOtlKING CONDITIONS:
Travel from site to site, exposure to.dust, fumes, noise, and inclement ~,eather;
climbing, stooping, heavy lifting and work at heights; work around construction and
operating equipment.
C:\W’PDOt~’&ECRLrrI~EASJOB$.WPD ¯ S~p~mb~r li. 1996 P.O, Box
Pale Alto, CA 94203
415, 329. 2376
"415, 329, 2696