The URL can be used to link to this page

Home My WebLink About2012-11-05 WORK SESSIONAGENDA CITY COUNCIL WORK SESSION CITY OF EDINA, MINNESOTA EDINA CITY HALL NOVEMBER 5, 2012 5:30 P.M. CALL TO ORDER II. ROLL CALL III. HUMAN SERVICES FUNDING TASK FORCE REPORT IV. FINANCIAL REIVEW V. WORK PLAN UPDATE AND PRIORITIZATION VI. ADJOURNMENT The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing amplification, an interpreter, large -print documents or something else, please call 952- 927- 8861" 72 hours in advance of the meeting. SCHEDULE. OF UPCOMING MEETINGS /DATES /EVENTS Mon Nov 5 Work Session — Human Services Funding /Business Meeting 5:30 P.M. COMMUNITY ROOM Mon Nov 5 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues Nov 6 ELECTION DAY — Polls Open 7:00 A.M. until 8:00 P.M. Fri Nov 9 Canvass of Election Returns 5:00 P.M. COUNCIL CHAMBERS Sat Nov 10 Town Hall Meeting 10:00 A.M. —Noon EDINA SENIOR CENTER Mon Nov 12 VETERANS DAY HOLIDAY OBSERVED — City Hall Closed Tues Nov 20 Work Session — Liquor Ordinance /Rental Housing 5:00 P.M. COMMUNITY ROOM Tues Nov 20 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues Dec 4 Work Session — Name Your Neighborhood 5:30 P.M. COMMUNITY ROOM Tues Dec 4 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues Dec 11 Special Meeting —Public Improvement Hearings 6:00 P.M. COUNCIL CHAMBERS Tues Dec 18 Work Session — Finalize 2013 Work Plans 5:30 P.M. COMMUNITY ROOM Tues Dec 18 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS �.s Jan 1 NEW YEAR'S DAY HOLIDAY OBSERVED — City Hall Closed A Jan 2 Work Session - TBD 5:30 P.M. COMMUNITY ROOM Wed Jan 2 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Tues Jan 15 Work Session -TBD 5:30 P.M. COMMUNITY ROOM Tues Jan 15 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Mon Jan 21 DOCTOR MARTIN LUTHER KING JR. HOLIDAY OBSERVED — City Hall Closed To: MAYOR & COUNCIL Prom: Susan Howl Executive Assistant Date: November 5, 2012 Subject: Human Services Funding Task Force Report O Ce:. V� v .�y •'��RPORA�� • laaa Agenda Item #: W S. III. Action ❑ Discussion Information ❑ Action Requested: No Action. Review the proposed 2013 Human Services Budget submitted by the Human Services Task Force. Attachments: Task Force Memo, Funding History, Providers' Descriptions, Providers' Trends and Projections and 2013 RFP City of Edina • 4801 W. 50th St • Edina, MN 55424 CITY OF EDINA 4801 WEST 50TH STREET EDINA, MN 55424 Memoim&m To: Mayor Hovland &Council Members From: Colleen Curran, Chair, Edina 2012 Human Services Task Force Date: November 5, 2012 Re: PROPOSED 2013 HUMAN SERVICES BUDGET At the third and final meeting of the Edina 2012 Human Services Task Force on October 31st, a proposed 2013 human services. budget was prepared for your review. It reflects a two percent increase over the City's current funding of human services. The proposal is outlined below. Additionally, supporting information is attached —the history of the City funding of human services over the past 11 years, a description of the providers of human services, Trends and Projections submitted by providers, and the 2013 Request for Human Services Funding Form. PROPOSED 2013 HUMAN SERVICES BUDGET 1. Senior Community Services, 24,500.00 2. Cornerstone 14,500.00 3. VEAP 25,000.00 4. The fridge 5,300.00 5. Conflict'Resolution Center 2,500.00 6. Store To Door 4,700.00 7. Normandale Center 4,200.00 8. Oasis for Youth 2,200.00 TOTAL 82,900.00 Members of the Edina 2012 Human Services Task Force are: • Ann Braden, Transportation Commission • Colleen Curran, Heritage Preservation Board • Bob Gubrud, Energy & Environment Commission • Barbara La Valleur, Art Center Board • Ray Meifert, Art Center Board • Russ Stanton, Human Rights & Relations Commission HUMAN SERVICES FUNDING HISTORY Task Force Provider 20131- 2012 2011 2010 2009 2008 2007 - 2006 2005 20041 2003 2002 SeniorComm.Services 24,500 ° 23,056 23,605 24,120 28,500 27,400 27,800 26,635 26,250 26,250 25,500 203000 Cornerstone 14,500 13,650 14,750 15,098 15,635 15,100 15,100 15,000 15,100 15,100 15,100 15,100 VEAP 25,000- 24,005 21,645 21,204 20,360 18,800 17,500_ 17;075 16,000 15,000 15,000 15,000 The Bridge, 5,-300 4,932 4,921 4,824 5,000 4,200 4,000 _ '21240 4,000 4,000 2,500 2,500 Conflict Resolution Ctr. -2,500 2,947 2,322 4,100. 5,000 5,000 5,000 5,000 3,595 Store To Door 4,700 -41000 4,921 6,732 6,160 3,800 3,600 .3,150. 21660 Normandale Center -4,200- 3,400 3,366 6,720 6,500 5,000 5,475 5,180 4,775 Oasis for Youth 2 ,200 2,000 School Readiness 6,235 5;908 1,458 Tubman 987 1,908 4,225 4,000 3,600 Women in Transition 5,000 5,000 4,750 41 660 .5,200 5,200 - 5,035 5,000 Neigh._ P'ships 4,650 Ready for Success Commun.of Nations 2,850 3,000 3,000 5,000 Sr.N'hood Assess. 5,000 5,000 Family /Child.Serv. 3,595 The Storefront Grp.. 18,575 TOTALS 82,900 `81,278 .79,684 81,032 913600- 88,'900-',, 86,350 _'83,885 82;240 78,325 78,325 86,175 e PROVIDERS OF HUMAN SERVICES Senior Community Services Senior Community Services identifies, develops, coordinates and provides services that help meet the needs of people 55 and older. The Senior Outreach Program assists vulnerable adults to remain independent in the community and assists them and their families in securing and monitoring needed services, including counseling for issues such as financial concerns, housing changes, medical insurance, grief and depression. Family members and friends receive coaching and counseling so that they can be effective in their role as caregivers. In 2011, 304 Edina residents —frail elders and their family members — received Senior Outreach services. The average Edina resident receiving ongoing, services was a woman.in her 80's with a low income and serious health problems. Cornerstone Cornerstone provides advocacy for victims of domestic abuse. Victims and their children are helped to overcome the barriers they encounter in their struggle to live violence -free lives. Through short -term safe housing, Cornerstone provides shelters and meals for two to three days for persons in imminent danger of domestic assault: Their 24 -hour Help Line provides immediate access to emergency services. The program's continuing goals are to provide comprehensive services to victims of domestic violence, increase the resiliency of youth, provide domestic violence education, provide volunteer service opportunities, increase the safety of victims and provide affordable housing with a continuum of supportive services. Cornerstone's Intervention Program works within the Criminal Court arena to make sure that people who assault their partners are held accountable by entering a guilty plea to the domestic assault. The Program supports the victim throughout the entire process to help her /him with safety issues, "hear" what type of treatment program would-Work best in each specific case, and work towards a satisfactory disposition to each case. Cornerstone's Criminal Justice System utilizes a 24- hour.crisis line and is available 24 hours a day, 365 days a year for Police referrals and victim support services. In -2011, Cornerstone provided (direct service to 116 unduplicated Edina residents in Emergency Shelter, Family Court services and /or Criminal Court Intervention services. VEAP VEAP helps individuals who cannot financially, physically or emotionally provide for their own well -being in the following ways: back -to- school supplies, emergency financial assistance, food shelves, vouchers, furniture, holiday meals and transportation. VEAP serves residents who are low- income, disabled or elderly, with' a,focus on theongoing effects of poverty, the problems of hunger and isolation. With 900 vol unteers. participating -in the programs; VEAP's mission and goal are supported- neighbors serving neighbors in need in order to :improve lives in our community. The highest percentages of Edina clients are found in Transportation Services and the Holiday..Meal Delivery Program, and atypical Edinan served is an elderly widowed woman in need of transportation. In 2011, VEAP provided services to 1,064 residents of Edina. The Bridge for Youth The mission of The Bridge is to provide youth with safe shelter, assist in the resolution of family conflicts and reunite families whenever possible. The four types of youth, served are: 1) Those from ages 10 to 17 in family or school conflict; 2) Those who come from abuse and /or drug use; 3) Those who are called throw - aways, unwanted by their families; and 4) Those whose families are homeless, which would involve help to find housing. The Bridge is open 24/7, and the services are free. The Bridge served 68 Edina youth and their family members in 2011 with crisis intervention, emergency therapeutic shelter, physical health screening, family counseling services, street outreach and case management, and transitional living. Conflict Resolution Center This program strives to promote the use of mediation, conciliation and training throughout the metropolitan area, with services free of charge or for a nominal administrative fee. Edinans have primarily utilized the mediation services for issues such as business, relationship /family, neighborhood and landlord /tenant -with volunteer mediators trained in these areas. The program is focused on providing dispute resolution services and training to all people but is focused especially on those whom traditional methods don't serve well or for whom the methods would be detrimental or costly. Using neutral volunteers, the Program helps people resolve their differences outside of court, preventing the need for intervention and eliminating expensive services. In 2011, the program served 29 Edinans. Store to Door Store to Door is a 27 year -old nonprofit grocery shopping and prescription delivery service for frail elders and disabled residents. Anyone who is physically unable to shop qualifies for service, and the average client is 82 years old, female and living alone. With volunteers shopping at a Cub Foods store, Store to Door is able to support a homebound person's independence by providing low -cost groceries delivered right to the kitchen. With a dietician's assistance, clients' nutritional needs are met through a single bi- weekly delivery. All clients pay for groceries and prescriptions, and there is a sliding fee scale used to determine a delivery contribution. Clients all have two things in common: they experience a variety of health issues and are trying to remain independent. With the support of direct service volunteers, 51 Edina residents were served in 2011. Normandale Center The Center seeks to establish and /or maintain elders' sense of connection with the community and alleviate isolation by organizing and supporting community volunteers in Care Teams that support elders and their caregivers. Care Teams —with a network of volunteer support — provide social support, transportation, grocery shopping, errands and other basic services that allow elders to remain in their homes. The services are designed to supplement rather than duplicate existing community services or family support. Two new programs were launched — "Healthy Moves for Aging Well," concerning mobility or falls issues and "Volunteer Telephonic Coaching," to promote and encourage healthy behavior among elders and family members. In 2011, the Center provided care to 251 Edina residents, with 19 care teams utilizing approximately 60 trained volunteers. Oasis for Youth . The mission of Oasis for Youth is to provide a pathway to stability and self- sufficiency for homeless youth so that they can become contributing members of the community. Services provided are housing referrals, transportation, referrals to legal aid, referrals for counseling, clothing and hygiene products, school supplies, help with housing applications and healthy snacks. When possible, Oasis works to reunite youth with parents, identifies other family members with whom the youth can live, or helps youth identify people in their community who may be able to house them. In 2011, six Edina youth were served. Three of nine members of the Board are Edina residents. SENIOR COMMUNITY SERVICES (SCS) -TRENDS AND PROJECTIONS Trends - The downturn in the economy has had serious repercussions for the frail older adults served by SCS's Senior Outreach program, since most live on fixed incomes, with the vast majority of Edina clients living on incomes below 200% of poverty. With many years of experience in the field of services to seniors, Senior Outreach staff are actively engaged in connecting these clients, the majority over 80 years old, with a broad range of services, including financial resources to make ends meet e.g. Food Stamps, Medical Assistance, Elderly Waiver and CADI, Energy Assistance, SNAP, Telephone Assistance Program, food shelves, Loaves and Fishes, subsidized housing, Prescription Medication Assistance, etc. Senior Outreach works with over 255 other programs - many at low or no cost - to provide for elderly clients' needs. Both the complexity of this service system and its required procedures have continued to increase -for professionals and consumers alike. Now more than ever, containing health care costs for seniors is a vital component in their overall wellbeing. SCS's Medicare Health Insurance Counseling Program finds that seniors continue to experience problems with health insurance, especially Medicare Part D, owing to the volatile changes in the cost and coverage of these plans from year to year. Also, the number of appeals filed by the program on behalf of older adults has increased. Beginning this spring, SCS has accepted management of Senior Partners Care, a program to provide much needed health care coverage for low-income seniors who don't qualify for Medical Assistance. Another growing trend is the rise in incidents of hoarding and "gross and unsanitary" living conditions, a problem for municipalities as well as for affected elders. In most cases, clean -up includes city departments of Inspection, Health, Fire and Police. Senior Outreach often acts as a liaison, locating resources and providing support and encouragement throughout the process. Senior Outreach finds growing numbers of adult children caregivers (including those who are retirees themselves) who need and are actively seeking help in navigating the complex service system for their increasingly frail older family members. This is only one component in the program's award - winning family coaching /consultation service and caregiver support groups. Both evidence - informed services have been shown to be particularly effective in reducing caregiver stress and depression. Projections for the Future - The public awareness of the needs of elders and the vital role played by their family caregivers continues to grow. The older adult population will increase even more, with vast numbers of baby boomers joining its ranks. Suburban Hennepin County will see the largest increase in the number of older adults, with the percentage of those 85+ . continuing to be the.fastest growing age cohort in the overall population. These greater numbers'of seniors will need expert help in accessing the most appropriate and affordable mix of services,to help them maintain their independence. The numbers of elders of diverse race and ethnicity will also continue to. increase, but at a,much,slower rateahan that.of their younger family members. Possibly the greatestimpacton public policy is the dramatic shift in the ratio,of seniors to caregivers. As the average family size'has shrunk, so too have thenumbers..of available caregivers, and many provide care<for more than one:,person. Add,to_this the high percentage of women work, Ing outside the home. Currently in Minnesota, family and friends provide 92% o'f, eldercare; it is estimated that every 1% drop in informal caregiving costs an additional $30 million in public funds. As family members shoulder an ever greater burden, they require additional support to continue in their role as caregivers. Because there are fewer caregivers with more limited time - between work and caring for children and grandchildren - technology must be part of the solution to serving more caregivers in a convenient, efficient, and cost - effective way. SCS's innovative CareNextion program is experiencing a steady, rise in the numbers of visitors to the free website that provides a "high tech" approach as well as access to our "high touch" services. Along with its resources and educational features, it offers a tool to set up an online care team of family and friends (and, potentially, volunteers and professionals) to, provide various services for their loved ones. P.ROV,I. )ERS' TRENDS AND.HROJECTIONS CORNERSTONE 'The deepening of the economic recession continues to take a devastating toll on the farnilles we serve. For many community residents, the dran-ratic shift from abundance and economic prosperity to job loss -and the resulting hardships that come with such a crisis can create enormous stress on the families we serve. r, Over the. past eighteen n•ronths we have provided 42 homeless families with affordable housing and assisted. an additional 200 at risk f�rmilles with financial assistance to avoid becoming homeless. In mid-.20112, our rental subsidy program will end. This three year errrergency grant from the MinnesOta Mousing Trust Fund was made possible by the Pohlad Family Foundation, •The services we are providing fOCUS on family stability and job readiness. The goal is famillos.will br able to sustain tl7elr housing �rftcer the: suhsldios end: Given the State's financial outlook, it is unlikely that tine State will renew this grant Cornerstone will pursue every appropriate funding opportunity, however most major foundations no longer identify abused women and children as a high priority. The Minnesota Office of JustiCe.IS the primary funder of victim services. Funding of OJP is slated for between a'17.5 to 20 percent reduction. That funding reduction wil l he passed on to the grantees. The government shut -down further exacerbates the funding outlook for the coming year. Cornerstone has put in place a contingency plan and will, to the best of 'our ability, continue to provide the comprehceiisive services to Edina familles affected by domestic violence. One of the few bright spots this year has been . two year Violence Against Women Act grant to implementthe BLUEPRINT PROJECT in the five cities we serve. This initiative involves all of the police departments, prosecutors, the County Attorney's Office, and court personnel. Tl e project will replicate the very successful Ramsey County Blueprint pilot project. The implementation will result In improved investigation and prosecution results, Appendix G PROVIDERS' TRENDS AND PROJECTIONS VEAP 2013 Funding Proposal Based on 2010 Census figures of the 47,425 residents in Edina; 3,305 had income at or below poverty. VEAP served 1,064 Edina residents in 2011 or 35% of the population that is classified as in poverty or low - income. Edina residents used services in all of VEAP's programs in 2011. The most utilized service was rides, followed by social services, food and services for children. In 2011 services to VEAP clients in Edina increased by 15 %. Specifically there was a 52% increase in requests for rides overall, and a 31 %o increase in requests for rides home from the Food Pantry. After rides the greatest increase in services from 2010 to 2011 was the use of VEAP's Social Service Agency by 10 %. Specifically a rise in assistance with rent and mortgage payments of 50% and a 30% rise in requests for gas and bus certificates. The increase in use of services by Edina Residents is encouraging. It indicates that VEAP's partnerships with agencies such as the Edina Resource Center and outreach efforts to organizations such as housing units and senior centers are producing results. Based on the first six months of 2012 service numbers VEAP estimates the number of residents it serves in Edina will increase. VEAP will continue-to assess service numbers and outreach efforts to Edina Residents, in order to continue to meet the needs of low income residents in Edina. THE BRIDGE FOR YOUTH Trends Both The Bridge as an organization and the individual youth and families we serve face continued challenges due to the effects of the economic downturn. Demand for our services continues to remain high, with the impact of the recession leaving more youth out on the streets alone. The number of youth served from Edina increased by 17% between 2010 and 2011, from 58 to 68. On the whole, our program is achieving the results we anticipated. Youth and families are using The Bridge's services:to change their lives —both immediately and for the long -term. Youth and parents reunite in a stronger, safer family. Homeless youth make the difficult transition from 'a life on the street to stability and independence. The importance of'our 24 -hour directly:accessible services. for youth and families in need is greater than ever. One trend we are seeing is more youth with significant (or severe and persistent) mental health needs. The primary goal held by most parents of these youth is to gain access to longer term inpatient/residential treatment programs to meet their youth's mental health needs. As a result, they tend to use The Bridge's Emergency Services Program as respite during their search for ongoing resources. Given our scope of practice within our own Emergency Services Program, coupled with the increased needs of youth with significant mental health problems, this has provided additional challenges for our staff as we are not;designed to be a mental health facility. Another growing trend or source of conflict in client families is cell phone usage. Parents are discovering their youth engaging'in "sexting" or texting nude pictures or inappropriate language in texts. Other youth are getting in trouble for cell phone use in school or overuse in general:and the increased charges on bills associated with overuse. Parents are also taking cell phone privileges away as a source of punishment/consequences.for their youth. We are also seeing more youth needing longer or repeated shelter stays before their situation resolves sufficiently to ensure'their health and safety. More youth are arriving atThe Bridge due to their whole family unit experiencing homelessness, or the inability of their parent /guardian.. o provide stable housing due to ongoing health or other difficulties. These youth may`stay for an extended period, or come for multiple stays over several months. Staff can find it challenging to see youth return, questioning if their approach was effective the. first time around. But these occasions can also be seen as a success, since the youth is able and willing to reach out for help. Bridge staff are committed to going the "extra mile" when faced with these complex situations. .Projections We plan to develop and leverage additional capacity across the following areas: o Emergency Services Program. The Bridge's core expertise in family reunification is more important than ever in preventing youth homelessness, and has been recognized at the federal level as a key strategy along"with rapid re- housing as the most effective means of ending homelessness. Within our*Emergency Services Program, we plan to 1) continue to strengthen our.family reunification model, building our intake, aftercare -and referrals to address physical, chemical, sexual, and mental health; 2) develop an effective program model for serving sexually, exploited youth, in anticipation of an influx of these youth by,20.14'as the Safe Harbors law goes into effect and youth picked up for prostitution are brought to The Bridge instead of being prosecuted; 3) increase the rate of county- funded beds in our, emergency shelter from 54% to 75 %, and securing private support for the remaining 25% to fund full utilization of the range of services provided youth and families within our family reunification model. Transitional Living Program. After dropping capacity to 10 youth with budget cuts in the fall of 2010, this program is currently funded to maintain a census of 14 youth. With 18 beds, we are looking to make this existing capacity fully available to the community, seeking sufficient funding to serve. 16 youth at any given time with two beds for youth transitioning in or out of the program. In addition to utilizing beds to full capacity, we plan to strengthen. our family connection program model, which focuses on connecting youth back to their communities of care, including family, relatives, church; school, etc. We will also continue to explore innovative partnerships to bring creative approaches to life skills for youth. For example, we will be bringing cooking classes into our Transitional Living Program through "Cooking Matters a hands '-on, cooking -based nutrition education program that teaches people to prepare healthy meals on a limited budget. Part of the University of Minnesota Extension, this program connects volunteer chefs and nutrition `educators with community partners like The Bridge to reach low- income youth and adults. Permanent Supportive Housing. The Bridge's Independent 365 and 24 -Seven Programs are unique solutions to youth homelessness, supporting youth to lease market rate apartments directly through partnerships with area landlords willing to rent to youth, along with comprehensive support services. After participating in an intensive year -long program to develop independent.living skills and achieve personal, education, and career goals, youth graduate the program and have the option to remain in their own apartment, taking over or renewing their existing lease. During their time in. the program, youth are not only building rental history but are forming community ties they can maintain indefinitely. It is a unique feature of this program that .youth. do not,have to transition to another housing situation upon completion of the program unless they choose to do so. Our goal is'to expand case loads in our permanent supportive housing to make thisjservice available to a greater number of youth. ® Youth in Crisis Technology Project. The Bridge will continue developing YCTP, our Youth in Crisis Technology Project, to improve practice management while empowering you to access the highest'quality care. This`project includes digitizing our record keeping, converting,to an electronic database management system, and utilizing .,RBA Consulting to design aweb -based application.for.intake, referral and assessment. It will. also include developing and hosting. a -local shelterlhousiog count system, . providing centralized intake to track the number of beds available in, the area A aily,. allowing for ease in referral, communication, and information- sharing among participating organizations. The Bridge will also become a National Safe Place Host Organization and implement a "Text for Help" system connected to our 24 -hour crisis line, to be accessible to youth through current technologies. In partnership with the Wilder Foundation, The Bridge will work with youth to create "youth apps" for mobile devices,. to increase access to services and empower youth to make choices in their care. Strategic Planning The Bridge has been in a strategic planning process in throughout 2012, with extensive planning sessions led by..the Board of Directors and incorporating the voices of a wide group of community stakeholders including youth, parents, and staff. The Bridge will be finalizing and adopting a new Strategic Plan in the fall of 201,2, with goals and strategies to carry the organization through 2015. . Expected focus areas will be expanding services for youth under age 18, increasing youth access through technology (including "Text -4- Help "), and building cross- sector collaboration to reach more youth in need. CONFLICT RE S 0 LU T""" Helping find common ground since 1983 CENTER Mediation Trends and Projections The.US News and World Report named mediation one of the best careers for 2009, commenting that success may be more likely in a slow economy as people and businesses seek lower -cost alternatives .to solve their disputes. The Conflict Resolution Center has seen this trend in action, through a large increase in demand for mediation in many areas. For example, restorative mediation for first -time juvenile offenders and for behavioral issues in schools is on thexise. Neighbors and businesses, under;stress and lacking conflict resolution tools, are turning to police, who in turn, are turning to Conflict Resolution Center to resolve disputes. With regard to mediation and homelessness, in a 2005 Housing and Urban Development report on strategies for preventing homelessness, w-ww.huduser.org, mediation in Housing Courts was determined to be one of the most effective activities in preserving tenancies, even after the landlord has filed for eviction. Sixty -nine percent of cases filed against families in the Hennepin County Housing Court Were settled without eviction and the family retained housing. Mediation is also being seen across the country as an essential service in preventing home foreclosures. Conflict Resolution Center projects an increase in demand for services in many areas. Schools, with severe budget cuts and overworked teachers and staff, will turn to our 150 trained volunteer mediators for help with truancy, behavioral issues and other barriers to school success. Police Departments will continue to divert first —time juvenile offender to restorative mediation, rather than induct a juvenile into the harsh criminal justice system. Landlords and tenants, unable to afford the massive court filing fees will turn to mediation as a way to cost - effectively resolve tenancy issues. Older adults will turn to mediation to help with family disputes around long -term care, health issues and end -of- life decisions. Businesses, needing both customer satisfaction and collection issues resolved, will continue to utilize CRC services instead of costly and time - consuming litigation. 'Recently, CRC developed a new child protection mediation program, new conflict consulting'' rogram and is working on developing an adult restorative mediation program. CRC knows that with increased visibility and effectiveness, come increas ed demand. We hope that increased funding from Edina Human Services and other long- term supporters will place CRC in an even stronger position to respond to the increased', demand for services. PROVIDERS' TRENDS AND PROJECTIONS Store To Door Updated August 2012 In Edina, in calendar 2011, Store To Door served 51 Edina residents living in 46 households scattered throughout the city, making a total of 619 deliveries. Clients served reflect an increase of 21% from one year to the next. With an average age of 80, Edina clients represent these demographics: • 13% male, 87 %,female • 4% African American, 96% Caucasian Edina retained approximately the same_ percentage of our total customer base (approximately 4 %). A very. small proportion of clients (2) is eligible for and uses SNAP (food stamps) to pay for their eligible groceries. While all clients are asked to make a delivery contribution, that contribution does not cover the cost of the service. All deliveries are subsidized to varying levels. The subsidization breaks down as follows: • 55% of Edina's clients are eligible for funding made available from'the State of Minnesota for Nutrition Support Services and administered by the Minnesota Board on Aging through the - Metro Area on Aging; • 21% are eligible for Elderly Waiver /Alternative Care benefits. The clients choose to allocate a portion of their total benefits to offset the cost of grocery shopping and delivery from Store To Door. These benefits, administered by Hennepin County, are part of a Federal Funding program intended to assist elderly to remain living in the community. The reimbursement rate for each delivery is set by the county; Store To Door bills the county directly for reimbursement. Twenty -four percent of Edina clients make the maximum delivery contribution of $15.00, but are eligible for no other specific subsidy, so the balance of their delivery cost is paid by Store To Door general operating funds; raised through a variety of funding activities, including grant- writing. 1. Store Toboor continue to affirm that the continuing growth among the elderly population in Edina positions it as one of three communities most likely to.need the services of Store To Door. Consequently, an emphasis on identifying and reaching out to those in need in Edina continues. From Sep 2010 -Sep 2011, these issues have impacted Store To Door and its clients: • Isolation, lack of access to or information about aging service options; • Overall economic conditions continuing to negatively impact fixed incomes of the elderly; • Inability of low- income homebound elderly to access food shelves, where hunger relief is most visible in community; • Difficulty in becoming eligible for SNAP benefit, to stretch food dollars available; • Ongoing wariness and suspicion among elderly to having anyone access -their home: "I am doing the best I can and I am fine ". Store To Door's planned response to these - issues Reach through the isolation of clients to alert them to the existence of Store To Door • Continuing exposure to Store To Door's service through WCCO -AM radio • Continuing contact with and outreach to faith -based communities in Edina, using them as a conduit for identifying and reaching isolated and vulnerable senior members • Hosting of well- attended Groceries for Seniors informational meeting in Edina in June • Participation in Edina Professionals Serving Seniors as well as maintaining a mutual referral relationship with VEAP. To address worsening economic conditions, continued to promote the use of SNAP for potential and current 'clients. Work daily<to overcome the learned wariness of homebound elderly by stressing attention and caring behaviors.among all paid and volunteer staff, supported by regular staff training in customer service as well as in how to work with vulnerable.adults. By supporting a service like Store To Door, the community is allowing the elderly to stay in place, paying taxes and being part of the neighborhood, while saving the State of Minnesota the cost of providing board and bed. At $642 /year to shop for and deliver groceries for a year (in contrast to the cost of a board and care facility), Store To Door brings a simple solution to the issue of nutrition and hunger among homebound elderly. Store To Door will continue to focus on Edina, with its present swelling population of elderly, attempting Mto serve each client to the best of our ability. Normandale Center For Healing & Wholeness - Trends & Projections -2012 Trends in Minnesota and in Edina.include an aging population, transportation difficulties, shrinking resources for health and long -term care services, and strains on family members (working age-adults) providing care to elders while also balancing work and family. These trends 'are driving the need to find innovative solutions to helping people "age in place," to build up the strengths of elders, and to shore up the capacity of families who are the first- responders to assist older relatives as they face functional, physical, cognitive, or 1 emotional decline. Population is.aking and at -risk The number of people aged 85± is the fastest growing cohort and also the population most at- risk'. Edina is one of the "grayest" cities in Minnesota with about one quarter of its population made up of older adults. The single largest senior household type is seniors living alone, and the vast majority of this group is female. Some of the unmet needs that we see include: isolation (need for social support and friendship /connections), need for transportation, risk of falls (need for falls prevention), need for additional support to ensure nutritional health (home delivered meals, grocery shopping assistance, etc.) and improvement in functional abilities (greater involvement in wellness /prevention efforts). We also see an ongoing need around "navigation" of the health, social support,.and long term care systems of care - especially during and following health event shmedical crises, as the older person and their family tries to adjust to a "new normal" in teens of disability or. illness. There is also a need for coaching around reaching or maintaining health status goals. Many older adults living alone are at risk for falls, isolation, malnutrition,` and depression. A Minnesota study found that the strongest predictors of repeated Emergency Department use by older adults in the community were "social" risk factors including isolation, °living alone, recent bereavement, and depression. z Family members /friends are key support system According to a-national, study, about two thirds of older people with functional limitations rely exclusively on informal care from family members or friends .3 Surveys show that older people would like to "age in place" in communities that are familiar to them. Who will help these older people as they age? National and state surveys say it will be the daughters, sons, and other relatives, including grandchildren. Surveys of families in Minnesota show that relatives and friends provide 91 percent of all assistance needed by the elderly. While this is high, ifis down from 97 percent about 15 years "ago. Every 1 %,decline in these efforts costs the public sector $30 million dollars a year (MAAA Newsletter, November 2008). Prominent gaps in services include transportation, access to respite care, and one -to -one help in finding and coordinating services. „ Disability can be prevented or delayed . While aging brings some limitations in physical functioning, it is also true that disability can be prevented or delayed when there is an "investment" in physical activity, proper nutrition, and good health and lifestyle behaviors. The dividends from these investments pay, off in a longer, healthier, more vibrant quality of life. It is never too late to make a change--even! elders living in a nursing home who begin carefully monitored and calibrated strength training and balance exercises can improve their physical functioning and slow decline.4 While there have been some local efforts to encourage community; wide efforts to "move," these programs often leave out elders who may already have some limitations. In actuality it is even more important for these individuals to be included in community-wide efforts: Minnesota Board on Aging (2005) Survey of Older Minnesotans. - - '` Whitebird, R., et al. (2005) The Relationship of Psychological, Social, and Health. Factors and Continuity of Primary Care to Emergency Department Use Among Seniors. Presentation at the Minnesota Health Services Research Conference, March 1. ' Federal Interagency Forum on Aging Related Statistics. (2000). Older Americans 2.000: Key Indicators of Well- Being (Table 31b). Washington, DC: Federal Interagency Forum on Aging Related Statistics. ' Fiatarone et al. (1994) Exercise Training and Nutritional Supplementation for Physical Frailty in Very Elderly People. New England Journal of Medicine. 330:1769 -1775. June. .Oasis for Youth Trends and Projections Two important facts.about youth homelessness stand out: • The suburbs of Hennepin County are'the fastest growing region in Minnesota of homeless'and highly mobile students.3 • Unaccompanied youth ages 18 — 21 are the fastest growing segment of the homeless population in Minnesota.4 There is no indication that this situation will be changing anytime soon. Demographic trends tell us that the number of people living in poverty in first and second ring suburbs will continue to rise, and we know that homelessness and housing instability are correlated with poverty. The rising number of youth seeking assistance at Oasis for Youth confirms that the issue of youth homelessness in Edina, Richfield, and Bloomington is a serious and growing. problem. Resources for homeless youth, particularly in our suburbs, remain few and far between. Oasis for Youth is still the only agency in Edina, Richfield and Bloomington specifically intended to serve these vulnerable young'people. Even when one looks into Minneapolis and St. Paul, the number of beds for youth experiencing homelessness is still woefully inadequate to serve the nightly need. Most homeless youth must still fend for themselves. There is, however, some very positive work being done. New collaborations and partnerships Nare bringing focus to youth homelessness in the Twin Cities. • The Metro Youth System Redesign project is bringing together funders, providers and policy makers in an effort to improve services, align funding, and create a regional approach to homeless youth services. Oasis for Youth is an active participant. • The Otto Bremer Foundation has made youth homelessness a focus of its funding in the Twin Cities. Six major three -year grants were awarded last year, enabling agencies to open 17 additional shelter beds in Hennepin County and 11 in Ramsey County. While not one of.these six agencies, Oasis for Youth received a $20,000 grant from the Bremer Foundation in 2012. o Plymouth Church Neighborhood Foundation is constructing a building in St Paul that will provide tran'sitional housing for approximately 40 homeless youth. PCNF; and an Edina congregation are exploring a similar project in suburban Hennepin County. Oasis for Youth and others are taking part in early' discussions. Looking ahead.to the coming year for Oasis, we anticipate that we will serve at least 25% more youth next year. We expect.our funding base to broaden, with significantly more individual donors, several more foundation grants, and more numerous church partnerships. Finally, we expect that Oasis will begin exploring ways to create additional housing opportunities for youth in our three suburbs. 3 "Where We Are Now:.heading Home Hennepin 2011," Minneapolis/Hennepin County Office to End Homelessness, http / /www headinghomeminnesota orp/ assets / files 4M- WhereWeAreNow2007- 2010.ndf p.6 4 Homelessness in Minnesota: Results of the Wilder statewide survey, October 2010. www.wilder.org r City of Edina Human Services Task Force REQUEST FOR HUMAN SERVICES FUNDING For January 1, through December 31, 2013 Tlie Edina City Council leas audiorized the Human Services Task Force to solicit and consider requests for die funding of human services authorized by State Statute. The Task Force will come before die City Council with formal recommendations, having studied the funding requests from legitimate human services providers who address lhuman rights and relations and serve die population of Edina. How to Apply for Funds NAll applicants must complete the Request for Human Services Funding. These funding applications are available, at Edina City Hall and can also be downloaded from our website atwww.cityofedina.eom. Mail or hand -deliver edit copies ofyour completed fundingrequest by 4:30 PM, Friday, August 31`, to: Susan Howl City of Edina 4801 West 50th Street Edina MN 55424 Hearing You will be invited to a hearing on Wednesday, October 17'x, to make a short presentation supporting your funding request. At this hearing, you will introduce your organization and briefly share how you serve die Edina population, how the requested funds will be spent and what other sources of funding you would expect. I. Cover Page The following information must appear on your cover page: 1) organization name and address; 2) website; 3) contact name; 4) plione number; 5) e-mail address; 6) amount requested; and 7) application date II. Your Organization and How It Serves The Edina Population The Edina Human Services Task Force is looking at the delivery of liuman services in our community. This proposal will give us information about your organization mud how you intend to meet the needs of the Edina population. A. Edina Community Need and Support 1. Your organization's .pn unary purpose and mission. When were you founded? Wlhy do you exist? What is your compelling or unique work? 2. Your organization's cui-rchnt programs and activities. Please write with die assumption that the Task Force is not familiar with your organization and its work. 3. Describe aid .quantify your services (clients, providers, and partners). Include general geographic, raciaVetluhic, cultural, economic, age, gender make -up as well as any special client needs. 4. Describe die communities from which your clients are generally drawn. 5. Describe and.quantify services used by tlhe Edina population (unduplicated) for die most recently completed year. For eacln=uiii "que service, what percent of your total clients are from Edina? Calculate_die 2013 . funding request on a per -Edina client funding basis (amount requested divided by number of Edina clients). 6. Explain how Edina clients aid the Edina community benefit from your programs and services. 7: In what ways have Edina clients shown their support for your group and its activities? Feedback? Financial contributions? Volunteer time? Donation of goods and services or space? B. Diversity and Outreach This information will tell us how die Edina population became aware of your organization mud its service. Base your answers on your most recently completed year. 1. What efforts Inas your organization made to increase your visibility in die Edina community? 2. How have these efforts affected your Edina client base? Increased? Decreased? Stayed die same? 3. If applicable, describe how this increase leas affected die work you do. If applicable, describe how it lias affected die decision- making process in your organization. 4. Describe the connection between your organization and die Edina Resource Center. C. Accessibility and Affordability This information tells us bow accessible your services are to die Edina population who are disabled or are unable to pay for your services. 1. How does your organization provide accessibility for persons widh disabilities? How does your organization plan to improve ADA- related accessibility? How is this accessibility communicated to the disabled population? 2. How do you ensure dhatyour activities and programs are affordable to all Edina clients? For example, do you offer no cost or low -cost services? How does your group communicate your affordability? Page III. Edina Statistics - Executive Summary - "Stand - Alone" Page Because the primary responsibility of our Task Force is proposing a budget for human services to the Edina City Council, it is paramount that our efforts higlilight your plans to identify and tackle the unmet needs of the Edina population. Therefore, dais section —Edina Sb sti[s —is intended to stand -alone as an Executive Summaiy to provide concise, pull -out i ilormatiohh. To accommodate, please answer die following questions on one page, beginning with your name and die amount requested. A. Services Used by The Edina Population 1. What services did die residents of Edina use in die most recent calendar year? 2. How many unduplicated Edihha clients were served in your most recent calendar year? Include any pertinent demographics. Of your total unduplicated client base, what percentage did die Edina population represent? 3. Projecting out to the end of die current calendar year, bow many unduplicated Edina residents will you serve? 4. Quantify unduplicated Edina statistics for die year 2013 (amount of funding divided by die projected number of Edina clients). B. Unmet Needs in Edina How do you determine die extent of unmet needs in Edina? How do you assess those needs and how do you propose to meet diem? C. Unreimbuned Costs What is your analysis of Edina client costs not reimbursed to you by die client or die client's insurance? Include percentage of Edina clients for whom you receive some reimbursement; percentage of Edina clients for whom you receive no reimbursement; I percentage of Edina clients who pay for services; average reimbursement for all clients. Page 3 IV. Mission/Vision Please include your mission and/or vision of your orgaiuzation. How are you orgahhized to achieve your mission? How are your mission and/or vision evaluated? V. Goals Wlhat are your organization's goals for the current fiscal year? Were your. goals for die most recently completed year achieved? How will you measure your success in die current year? V1. Fk ancialInformation 1. Provide die fin uicial'statements for 2011, showing revenues, expenses and die balance sheet. 2. Provide a year -to -date balance sheet, showing die revenues and expenses widuu die framework of the 2012 budget. 3. For die year 2013, list projected income sources by category (municipality, county, foundations /grants, United Way, donations from faidi communities, private donations, etc.). Widiin these categories,'nlease share the amowht anticipated from eacli ehitity, i.e. each municipality. It is not necessary to break dowhh anticipated amounts within die private /individ'ual donation category. 4. Provide die anticipated expeses for your 2011 budget and include a breakdown of paid personnel and consultants. How valuable are volunteers to your overall operation? What perceiitage of your workforce do they represent? Are your volunteers typically tenable, or is there an expected turnover each year? 5. Make a justifiable case for your funding request. Describe how the funds will be used and provide a breakdown. Why is this amount of money needed? VII. Board of Directors Attach a one -page list of your board members. Include their professions, organizational affiliations and areas of expertise. VIII. Additional Inclusions 1. Wrap up the proposal widh a short success story about your work. Give us a vivid picture of how your Agency has been able to make a positive impact in our community. 2. Provide a copy of your IRS Tax Exempt Status Determination Letter, or funhislh a letter of agreement with your fiscal agent AND a copy of your fiscal agent's IRS Tax Exempt Status Determination Letter. 3. Provide an updated Trends & Projections report. Last year's is attached. hge4 Data Collection Form To the Appliauit Please take a moment to fill out the collection form. Tliis information presents a statistical picture of applicants and the Edina population served. The Task Force does not use this uiformatioii to evaluate applications. Overall tics 9'o of your clients is senior citizens (age 60 +) gro of your clients is adults (ages 18 - 59) gro of your clients is children (ages 0 -17) Special Characteristics: Check all that represent your Edina clients. 0 Hispanic / Latino 0 Asian 0 Native Hawaiian / Pacific Islander 0 Black / African American / African 0 White 0 Other (please specify) Additional Characteristics: Check all that characterize your Edina clients. 0 Mentally /Psychologically Disabled 0 Senior Citizen (60 +) 0 Deaf /Hard of Hearing 0 Veteran 0 Blind/Low Vision 0 Physically Disabled 0 Other Disability (describe) 0 Low Income Status: Check the one that best describes your legal status. 0 Organization/Noii -profit 0 Govemineut - Municipal 0 Orgaiiization/Profit 0 Govenunent - Regional 0 None of die above Institution: Check all that apply to Your oruamation and its services. 0 Health Care 0 Community Education 0 Social Service Organization 0 Traiisition Assistance 0 Humanities Cowicil/Agency 0 Religious Organization 0 Crisis Prevention 0 Consultant 0 Counseling: Senior 0 Safe Shelter 0 Cowiseling: Family 0 Food Shelf 0 Counseling: Youth 0 Assist for Homebound Persons 0 Child/Adult Protection 0 Housing 0 Cultural Competency 0 Other (please specify) Page 5