SR-9
ccs .hs:bs.Jr:f:\hsd\share\strepts\nscevale.613
City Council Meeting' June 17, 1997
Santa MOnica, California
TO. Mayor and City Council
FROM: City Staff
SUBJECT Recommendation to Receive Public Comment and Hold DIScussion In
Preparation for Council Action on June 24, 1997 Regarding City Support
of the Neighborhood Support Center and Neighborhood ASSOCiatIOn
Model
INTRODUCTION
This report transmits the May 1997 staff evaluation of the City-funded Neighborhood
Support Center (NSCl and neighborhood association model, provides a summary of the
evaluation process, details the consequent recommendations for FY 1997-98 and
examines the changing nature of community partiCipation and the City's role In this
effort. The report recommends that the City CounCil receive public Input and hold a
diSCUSSion on the recommendations In the attached report prior to adoption of the CD
Plan budget on June 24, 1997
BACKGROUND
In June 1996, the City CounCil requested an evaluation of the Neighborhood Support
Center and neighborhood aSSOCiation model to determine ItS effectiveness In meeting
the City's goal of ensuring broad-based community partiCipation and Involvement In
City deCISion-making. The evaluation methodology was based on two Councll-
approved documents: (1) the 1987 report that established the NSC model of support
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to neighborhood associations and outlined goals for the model, roles and
responsibilities of the NSC and organizational criteria for those participating
associations; and (2) the 1992 "Mid-POint Review" that assessed the effectiveness of
the model after eight years of operation and presented reVised organizational criteria
based on that review. Through interviews, surveys, attendance at meetings and
events and a thorough review of written records and documents, City staff assessed
the extent to which current NSC and association activities met the CounCil-approved
gUidelines and criteria In these documents. The attached report further details
evaluatIOn methodology and transmits the findings and recommendatIOns resulting
from thiS six-month long evaluation.
Based on thiS report, proposed FY 1997-98 budget recommendations were developed
for CounCil review. These Include.
Phased out funding to the Neighborhood Support Center after a three-month period.
Fund a one-year pilot proJect, for currently-supported neighborhood associations
providing vendor resources such as printing, vOice mall, mailing and general office
supplies. The level of support would depend upon the associations' meeting
specified criteria (Attachment I) to be approved by the CounCil and mOnitored by
City staff (Annual support total $60,443).
Proceed With previously planned efforts to enhance the City's ongoing community
outreach and commUnications effort, periodically evaluating Its overall goals and
structure through forums and feedback to ensure mechanisms that address current
needs
DISCUSSION
The Changing Nature of Community Participation. The evaluation found that while
some Santa MOnica reSidents continue their long standing Involvement in CIVIC
2
decIsion-making, decreasing neighborhood association general membership, difficulties
In attracting new leaders, and problems In sustaining the Involvement of residents over
time are key Issues faced by neighborhoods. The survey of models for community
Involvement In other CitieS showed that there IS no single successful strategy that
could be adapted In Santa Monica Today's tYPical Santa MOnica neighborhood
association differs little from advocacy groups or neighborhood associations In other
cOmmUnities, regardless of the support or encouragement of the governments
Involved. A relatively small core group of dedicated volunteer leaders tends to sustain
the organization Infrastructure The leadership "core" IS challenged to create an
environment that encourages expanded Involvement by others In Santa MOnica, as
elsewhere, tYPical methods Include the diSSemination of periodic newsletters, direct
marl flyers and updates on specific Issues, the use of committees In areas of speCial
Interest, and annual meetings of the general membership BUilding positive leadership
Within the group to ensure that there IS continUity and capacity IS an elusive goal.
While typical of many organizatIOns With similar goals, the current performance of
Santa Monica's neighborhood aSSOCiations departs from the expectations established
for the City'S model of support Through the use of a centralized support organizatIOn
(the Neighborhood Support Center), this model envIsioned a higher level of sustained
Involvement by a larger number of neighborhood residents. The associatIOn's board
of directors was expected to prOVide leadership and Implement the actiVities Identified
as Important by the general membership. Larger numbers of residents were expected
to be Involved In ongoing block clubs and committees to develop pOSitions, seta
3
projects and make decIsions for the board to carry out As noted 10 the attached
evaluation, this broader level of sustarned rnvolvement has not been achieved. There
has been an overall 19% decrease 10 association membership srnce 1991, a decrease
10 systematic communicatIOn wIth neIghborhood resIdents through newsletters and a
low level of activity through block clubs or committees. Decisions, at the annual
meetings and throughout the year, are made by a relatively small group of residents
In spite of outreach efforts by the associations and the NSC
This decrease 10 sustained rnvolvement 10 neighborhood aSSOCiations by community
members appears to be due to a combrnatlon of factors'
changing and busy lifestyles which lead to "Issue-specific" as opposed to ongorng
Involvement by residents,
choosing other areas of focus for one's actiVism Includrng other local Issues (e.g.
the schools) or areas of regional Impact (e g the environment);
a relatively high level of satisfaction with Santa MOnica's quality of life;
reluctance to get Involved 10 CIVIC Issues due to perceptions that government IS too
complicated or unresponSive,
perceptions that neighborhood aSSOCiations do not Invite disparate pOints of views
and are not democratically governed.
The City's Role. The nature of the Santa Monica community and the changrng
lifestyles of Its residents necessitates a reexamination of the way In which the City
and neighborhood associations go about the busrness of rnformrng and rnvolvlng ItS
residents. While the 1970's and 80'5 saw larger numbers of Santa MOnica neighbors
sustarnlng their Involvement 10 neighborhood-based groups, the 1990's challenges the
4
relevancy and effectiveness of advocacy models structured for a high level of
sustained actiVism. ThIS presents a major challenge for the City, In determining the
best ways to support residents and their neighborhoods
The budget for the coming year IS based on a combination of Involvement strategies
that were developed With this challenge In mind. It proposes phaSing out of a model
of support that was relevant for the time In which It was created but IS no longer
effective In responding to changing needs, It proposes a "transitional year" for
neighborhood aSSOCiatIOns that prOVides a baSIC level of support to sustain
neighborhood-based and volunteer-directed actiVities yet also requires accountability
to the neighborhood and the City; and It IS complemented by parallel efforts on the
part of the City to better Inform reSidents as well as continuation of technical
assistance from City staff.
The task ahead IS to shape the City's direct role In promoting reSident and
neighborhood Involvement In CIVIC affairS A responsive departmental structure that
recognizes current commUnication preferences and Involvement strategies IS essential.
An assessment of the continuing effectiveness of traditional outreach approaches and
development of a broader menu of strategies for informing, involVing and bUilding
leadership In the community will form the baSIS of thiS effort. Reliance on one
predominant method of Involvement may well evolve Into creating many convenient
methods for partiCipation The coming year Will mark a tranSitIOn from reliance on a
5
singular approach to a more flexible, comprehensive and coordinated effort for resident
and neighborhood Involvement.
BUDGET AND FINANCIAL IMPACT
The staff recommendation for FY 1997-98 Includes $63,668 for three-months
transitional support for the Neighborhood Support Center and $60,443 for a pilot
project that would support qualifYing neighborhood associations. These are Included
In the Proposed Community Development (CD) Plan and the Proposed City Budget.
No additional appropriations are needed
RECOMMENDATION
City staff recommends that the City CounCil receive public Input and hold a diSCUSSion
on the recommendations contained In thiS and the attached report In preparation for
CounCil action on June 24, 1997 when the Council Will adopt the FY 1997-98 CD Plan
and City Budget.
Prepared by. Barbara Stinchfield, Acting Director
Julie Rusk, Human Services Manager
Betty MaCias, Senior Administrative Analyst
Department of Community and Cultural Services
Attachments. I - Proposed Criteria for Neighborhood ASSOCiation Support (ReVised)
II - Overview of Other City Models
Evaluation of the Neighborhood Support Center (NSC) and
Neighborhood ASSOCiation Model
6
ATTACHMENT I
PROPOSED CRITERIA FOR NEIGHBORHOOD ASSOCIATION SUPPORT
The staff recommendation provides for a one-year pilot project that provides support
to the five neighborhood associatIOns hlstoncally supported through the NSC In the
form of accounts between local vendors and the City Neighborhood associations
could access support services such as pnntlng, translation, computer graphics, mailing,
postage, vOice-mail, a post office box, storage, and general office supplies. The
resources provided by the City would serve as a match for other neighborhood
association resources (such as membership fees, newsletter advertisements, volunteer
time). Access to these services would be conditIOned on demonstration by
neighborhood associations that they actively Inform and Involve residents In CIVIC
Issues.
The follOWing IS proposed as minimum crltena for neighborhood associations to receive
support. 1) conduct an annual meeting of the association membership by June 30,
1997 that IS open to the public, Involves the neighborhood In IdentifYing critical Issues
and pnOrltles, and IS well noticed; 2) maintain a tax exempt, nonprofit status; 3) not
make political endorsements or take positIOns on ballot measures; 4) Implement a
policy on what constitutes legitimate position-taking and maintain records of the
democratic process; 5) abide by a Memorandum of Understanding with the City of
Santa Monica; 6) use City funds to Inform the public on Issues In a manner that
promotes public dialogue, IncluSive of a diverSity of Views, including bilingual
translation and interpretation; 7) demonstrate support of the residents It Intends to
represent through a process such as the petition; and 8) develop provIsions In bylaws
regarding rotatIOn of board officers and members that balances the need for stability
and continUity with the need for new leadership and ensure that no member Will hold
the same board offICe for more than four consecutive years.
City staff has discussed this proposed recommendation with the chairs of the five
neighborhood aSSOCiation boards. Overall, there IS support for the recommendation
with the exception of the cntena regarding board term limits. Some associatIOn
leaders feel that any cntena for City support requiring board term limits (members or
officers) IS unacceptable. Other aSSOCiation leaders feel that term limits are a
reasonable goal (some associations have begun to Introduce term limits Into their
bylaws already.) These representatives suggest pOSSibly phasing In this crltena,
applYing It only to terms of board officers or allOWing for some type of rotation
system Based on these diSCUSSions, City staff revised the cntena to allow for a
maximum of four consecutive years In anyone board office
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City of Santa Monica
Evaluation of the
Neighborhood Support Center (NSC)
and
Neighborhood Association Model
Human Services DIvIsion
Community and Cultural Services Department
1685 Main Street, Santa MOnica, CA 90401
"B' (310) 458-8701
TABLE OF CONTENTS
Introduction
II
History of Neighborhood Organizing and the NSC Model
.2
III
Methodology of 1996-97 EvaluatIOn .. "
.5
IV
Findings. Neighborhood Support Center . . . . . .
..........6
V
Findings: Neighborhood Associations .......
10
VI
Conclusions . ....
18
VII
Recommendations ..........
..20
ATTACHMENT I
Map of City-funded Neighborhood Associations
. 22
ATTACHMENT II
The FY 1992 GUidelines for the Neighborhood Support Center Model . 23
ATTACHMENT III
Other Cities - Community Participation Models
. " .......24
(, <> <>
Evaluation of the Neighborhood Support Center (NSC)
and Neighborhood Association Model
I. Introduction
In June of 1996, City Council requested that staff conduct an evaluation of the Clty-
funded Neighborhood Support Center (NSC) and neighborhood association model to
determine Its current effectiveness In meeting the City's goal of ensunng a broad range
of community partiCipation and Involvement This evaluation was Included In the
Human Services DIvIsion's Fiscal Year 1996-97 Budget Objectives to be Implemented
by
conducting an Internal review of past program reports and documentation of
neighborhood membership levels and citizen Involvement In neighborhood-specific
and community-wide organizing and planning activities;
researching alternative program models for community Involvement Implemented
by other cities, and
developing program recommendations to Include options for Improvement and/or
changes to the current model by spring of 1 997.
This report prOVides an analYSIS of key findings from the quantitative and qualitative
data. It examines the extent to which the NSC and neighborhood aSSOCiatIOns meet
CounCil-approved organizational criteria for City support and the relevancy of the
current model to meet the changing needs of neighborhoods and the City. The report
proVides recommended changes to thiS model. In addition, the report proVides
Information on community participation models In other Cities In order to gain a broader
perspective on the role and changing trends of community participatIOn In local
governments.
(, (, (>
II. History of Neiqhborhood Organizing and the NSC Model
Growing out of the Model Cities and Community Action Programs funded by the
Federal Government In the late 1960's and early 1970's, neighborhood associatIOns,
district councils and community adVisory boards were organized throughout the
country to promote Citizen participation In the planning of public policies and services
In partnership with local government. In 1975, the Community Development Block
Grant Program (CDBG) required Cities to Include neighborhood reSidents In the planning
process for expenditure of those funds. Subsequent federal programs, such as the
Neighborhood Self Help Development Program and the Department of Justice
Community Anti-Crime Program, promoted neighborhoods as participants In resource
allocation and urban revitalization. DUring the 1980's, reductions In federal funding
resulted In a shift toward "self sufficiency" of neighborhood groups and a greater
emphasIs on local government support By that time, many Cities had formalized their
commitment to neighborhood participation by reorganizing their administrative
structures to ensure that City poliCies and programs are Informed by broad-based
publiC Input and to maximize City responsiveness to local concerns. Some of these
early models are stili In operation and referenced later In thiS report.
Neighborhood aSSOCiations continued to form addressing local Issues ranging from land
use and development to neighborhood beautification proJects. In Santa MOnica, the
Ocean Park Community Organization (OPCO) was the first neighborhood association
to Incorporate In 1 978. OPCO Initially organized upon receiving a federal crime
prevention grant. In 1 981, OPCO received City funding to continue ItS crime
prevention program and to address resident concerns With neighborhood Issues
including the growth of development In the Ocean Park area of Santa MOnica The
PICO Neighborhood ASSOCiation (PNA) Incorporated In 1980 to address Issues such as
Improved services In The PICO Neighborhood, schools, affordable hOUSing, public parks
and cnme prevention. Mid-City Neighbors IMCN) formed In 1982 primarily to address
land use and crime Issues Other neighborhood-based organizations developed,
including Sunset Park ASSOCiated Neighbors (SPAN) and Wilshire Montana
Neighborhood CoalitIOn (W/MNC) PNA, OPCO and MCN received direct City funding
through January of 198B as Independent non profits With neighborhood-based staff
In June of 1 987, the Council approved the creation of the Santa MOnica Neighborhood
Support Center (NSC) to centralize staff support and resources to the City's growing
numbers of neighborhood aSSOCiations. ThiS model was based on recommendations
from a broad-based City Manager's Working Group which met to evaluate and
recommend the most effective way of prOViding fundmg to neighborhood aSSOCiations
The NSC model for community partiCipation prOVided a nonprofit umbrella organization
to deliver an array of organizing and support services to neighborhood aSSOCiations.
2
In 1987, the Neighborhood Support Center was Incorporated as a 501c (3) nonprofit
organization. The basIc premise of the model was "to support Santa MOnica
neighborhood associatIOns In order to ensure broad-based citizen participation and
Involvement In Issues that affect neighborhoods." By January of 1988, the City
Council approved detailed organizational criteria for all neighborhood associations
receIving NSC support and awarded funding for the NSC to provIde servIces to
qualified neighborhood associations. In 1989 and 1990, W/MNC and SPAN obtained
their nonprofit status and began to receive support from the NSC. Since then, the
Neighborhood Support Center has continued to provide staff support and organizing
resources to five nonprofit neighborhood associatIOns. Attachment I provides a map
of the geographic boundaries of the neighborhood associations.
In June of 1991, the City Council requested that staff conduct a review of the NSC
model and neighborhood association compliance With the organizational criteria for
receiving NSC support. At the conclUSion of an extensive staff review and community
Input process, the "MidpOint ReView of the Neighborhood Support Center Model" and
"ReVised Organizational GUidelines" (Attachment II) were transmitted to and approved
by the City CounCil in May of 1992. The gUidelines were created to provide a
common structure Within which neighborhood associations could then Identify Issues
of neighborhood concern and participate In advocacy. Upon evaluating the first four
years of operation, the "MidpOint ReView" concluded that the NSC model was
operating as Originally conceived and that the follOWing goals of the model had been
Significantly achieved'
prOVISion of a "funding mechanism" that stressed both accountability to the City
and the neighborhoods It supports,
the need for skilled staff that would be senSitive to both community-wide needs for
Citizen partiCipatIOn and also to neighborhood speCifiC Issues,
the need for a support organization that was perceived by the community as an
entity that could effectively and fairly administer funds and assess the ability of
member associations to meet the approved organizational criteria;
. the need to preserve the autonomy of neighborhood aSSOCiations through the
preservation of their own board of directors and leadership structure while prOViding
administrative support through the new organization; and
the need for a cost-effective structure that aVOided duplication of administrative
staffing and overhead costs.
3
City staff also Identified areas for refinement. These Included the need for:
Improved and Increased communicatIOn between the NSC Board and neighborhood
associations;
clarification of NSC Board and staff roles;
Increased emphaSIS on the organizational criteria and neighborhood association
work plans, broad-based citizen participation In neighborhood planning and
associatIOn decIsion-making;
Increased access to NSC resources by neighborhood associations; and
Improved planning, reporting, and evaluatIOn for the NSC and neighborhoods
The 1992 "Mid-POint Review" recommended changes to the original gUidelines In order
to address the above concerns. The review also led to several significant operational
changes including' speCifYing an amount of time With which NSC staff could support
emerging neighborhood groups not affiliated With the eXisting neighborhood
aSSOCiations and adopting a team approach to the allocation of NSC staff, ensuring one
main contact for each group With support from other staff based on their speCific skills
and expertise
(> (> (,
4
III. MethodologVof 1996-97 Evaluation
City staff mOnitor and review program and fiscal reports of all City Community
Development Program grantees on an ongoing basIs. In November of 1996, City staff
undertook a more extensive evaluation of the NSC and neighborhood association
model, including:
Attendance at 27 neighborhood association and NSC Board meetings/committee
meetings, Including annual neighborhood association meetings held In spring of
1996,
Interviews with 34 neighborhood associatIOn and NSC leaders and NSC staff
(Including three former staff members);
questIOnnaires to 34 neighborhood aSSOCiation leaders with 13 responses received;
and
1 50 hours of site mOnitoring at the NSC reviewing documentation of neighborhood
associations and NSC actiVities conducted from FY 1993-94 through midyear FY
1996-97 (Including a review of bylaws, board minutes, reports, newsletters,
membership rosters, annual congress resolutions, attendance sheets, budgets,
outreach matenals and notices, surveys, correspondence and memoranda of
understanding (MOUs) between the neighborhood associatIOns and the NSC);
InterViews with 10 City staff who have regular contact with NSC and neighborhood
aSSOCiation representatives;
research of Citizen partiCipatIOn models In 13 other cities including interviews with
key staff responsible for the Implementation of programs; and
analysIs of data, conSideration of options and development of recommendations.
<, () 0
5
IV. Findings: Neighborhood Support Center
The City has funded the Neighborhood Support Center (NSC) to prOVide organizing and
technical assistance to neighborhood aSSOCiations since 1 988 DUring FY 1 996-97,
the NSC received $293,843 to support staff salaries and operational costs. NSC staff
Includes: Administrative Director (1.0 FTEL Office Manager (1.0 FTEL Community
Coordinators (4.0 FTE)
NSC actiVities Include assisting the neighborhood associatIOns with:
clerical support to neighborhood association boards;
coordination of neighborhood associatIOn meetings,
neighborhood aSSOCiation membership recrUitment,
formation of Issues groups or block clubs;
production and distribution of neighborhood aSSOCiation newsletters and
announcements,
record keeping of neighborhood aSSOCiation actiVities;
monitoring neighborhood aSSOCiation compliance with the City's organizational
criteria for funding, including coordination of neighborhood aSSOCiation Memoranda
of Understanding; and
addreSSing city-wide Issues that affect all neighborhoods.
The NSC Bylaws speCify a ten-member board of directors to prOVide fiscal and
administrative oversight, make decIsions regarding NSC staff and resource allocation,
review neighborhood aSSOCiation work plans and ensure compliance with organizatIOnal
criteria Currently, the NSC Board has SIX members.
The follOWing prOVides an analysIs of the extent to which the NSC model has achieved
the goals of the CounCil-approved criteria (Attachment II):
To provide a funding mechanism that stresses accountability both to the City and
to the neighborhoods it supports
Funding accountability to the City IS prOVided through the development of an annual
agreement between the City and the NSC which speCifies a line-Item budget, and
annual program plan deSCribing actiVities to be performed by the NSC and
neighborhood aSSOCiations Biannual Program Status Reports and Quarterly Fiscal
Reports are reviewed by City staff An annual Independent financial audit IS
conducted. Although NSC staff reports on the level of participation and actiVities
of the neighborhood associations In the City'S required Biannual Program Status
Reports, thiS review has found that NSC staff only report on meetings which they
attend. Information to the City regarding neighborhood association actiVities IS
6
therefore Incomplete due to a lack of follow through by the NSC and neighborhood
aSsociations In submitting documentation of all activities.
Neighborhood association accountability IS established through the annual
development and execution of a Memorandum of Understanding (MOUl between
the neIghborhood associatIons and the NSC. The MOU IdentifIes the amount staff
resources needed and the neighborhood association's work plan goals for the fiscal
year MOUs are normally due to the NSC In September Over the past two years,
most neighborhood associations did not complete the MOUs for NSC services until
November or December, well Into the fiscal year. In FY 1995-96, three
neighborhood associations declined to sign their MOUs due to unresolved conflict
With the NSC. In FY 1996-97, most neighborhood associations operated Without
completed MOUs through November. Two neighborhood associations have not
completed the annual process to date, one of which reportedly has decided to
Withdraw from the NSC entirely due to unresolved conflicts.
NSC board members formally review levels and type of support to associations
through the MOU process but have very little Input or authOrity to enforce
Implementation of agreed upon goals and level of activity. Recently, the NSC
Board took action by Withholding services to a neighborhood aSSOCiation that had
not executed the MOU. Services were offered upon compliance; however, the
neighborhood aSSOCiation board has decided to diSSOCiate Itself from the NSC.
· To provide skilled staff sensitive to both community-wide needs for citizen
participation and also to neighborhood-specific needs.
The NSC has experienced a high level of staff turnover In the "Communrty
Coordinator" pOSitIOns since FY 1994-95. ThiS has resulted In the need for staff
training In order to prOVide neighborhood associations With technrcal assistance and
support Interviews With coordinators, (two out of four were new) indicated a
range of prior organizing experience but a definite need to receive more information
about City functIOns and roles. NeIghborhood aSSOCiation leadershIp acknowledged
the difficulties of staff turnover In small non profit organizations, however, they
expressed concern that NSC may have less experience With City government than
many neighborhood associatIOn members.
Both NSC staff and neighborhood aSSOCiation leaders Identified ongoing tension
regarding staff roles and actiVities. ThiS often surfaces when NSC staff becomes
Involved In actiVities that were not generated by a neighborhood aSSOCiation.
Neighborhood associatIOn leadership perceives a reductIOn In serVices delivered or
lack of commUnication and coordination regarding the work that IS being done by
the NSC In their neighborhood.
7
To be a suppon organization that is perceived by the community as an entity that
can effectively and fairly administer funds and monitor member associations to
meet the approved organizational criteria.
In general, the NSC operates as an administrative organization. The NSC Board
focuses on administrative oversight and does not take policy pOSItions on matters
affecting neighborhoods The majority of neighborhood association leaders feel
that the NSC Board and staff would be more responsive If the NSC Board Included
members appointed by the neighborhood associations. DIvISiveness between the
NSC Board and neighborhood association boards has Increased. Conversely, the
NSC Board and staff have reported difficulties In mOnitoring for and attaining
compliance With the organizational criteria and feel that they lack authOrity to
enforce the criteria.
To preserve the autonomy of neighborhood associations through the preservation
of their own boards and leadership structures while providing administrative
suppon.
All neighborhood association boards continue to meet and operate as Independent
organizations A review of the neighborhood association and NSC Board minutes
Indicates that neighborhood priority setting and poliCY making continues to take
place at the neighborhood board level However, confUSion and tension occur
when NSC staff conduct activities In a neighborhood and the relationship of those
activities to nBlghborhood associations 15 not clear. ThiS 15 indicative of poor
commUnication between the NSC and the neighborhood aSSOCiations. Apparently
the need for clarification of roles among the various components of the NSC
partnership model Identified In the "Mid-POint ReView" has not been met. There
continue to be conflicts as to which entity directs staff and allocates other
resources. Some neighborhood aSSOCiation leaders note Inherent conflicts between
the NSC mOnitoring and support roles
To provide a cost-effective structure that avoids duplication of administrative
staffing and overhead costs.
The NSC model, when compared to the histOriC level of direct funding, consolidates
administrative functions as well as supervIsorial, outreach and clerical staff
Operating expenses such as faCility, rent, equipment purchase or rental, and
Insurance have been consolidated.
A review of neighborhood aSSOCiation budgets when funded directly by the City
Indicates that In the last year of direct funding (1984-85), City funding totaled
$353,023 for the support of three neighborhood aSSOCiations. If the City had
directly funded these groups In 1996-97, With an annual adjustment of 2%
(average COLA) for Inflation, the total cost would now be $447,718; direct funding
for the five current groups would total approximately $ 746,197 The FY 1996-97
Neighborhood Support Center budget IS $293,843 and supports five neighborhood
associations.
In FY 1984-85, when the City directly funded the neighborhood associatIOns, 45%
of City funding was for administrative costs. The current NSC administrative cost
IS 24%.
However, this review did Identify duplication of cost and efforts. The City, the
NSC and the neighborhood associations often use resources to communicate the
same Information to the public Improved coordinatIOn would be necessary In order
to preserve resources and to clarify the function of commUnication matenals The
Interest In fostering community participation In City projects and Issues has
Increased within the City's departments over the past several years, with outreach
to neighborhood aSSOCiation members and other reSidents In both citywide and
neighborhood speCifiC Issues. The City did not rely on the inconsistent level of
commUnication between the neighborhood aSSOCiations and their members.
Consequently, reSident participatIOn at times has been Simultaneously and
separately brought by the City, the NSC and neighborhood aSSOCiations. ThiS IS
not cost effective and may confuse the public
Furthermore, the NSC staffing level IS established to support organizing actiVities
of the five neighborhood associations and to respond to emerging citywide Issues.
Three out of the five aSSOCiations conducted organizing activities In addition to
holding a congress and/or board meetings between July 1 and December 31, 1996.
At thiS level of neighborhood association actiVIty, the NSC staff resources of 240
hours per week are underutillzed
<> <> (>
9
V. Findinqs: Neighborhood Associations
The staff review of neighborhood associatIOn activities compliance with
"Organizational Criteria for City-recognized Neighborhood Associations" (Attachment
II) focused on the following areas: general membership; the board of directors;
commUnication with neighborhood residents; annual congresses; committees,
community forums and block clubs, and record keeping.
Qualitative Impacts were Identified, specifically Issues that the neighborhood
associations list as accomplishments or outcomes of their work which are not easily
evaluated by quantitative measures
General Membership: The criteria require that a neighborhood association have 350
members or 10% of the neighborhood's population to qualify for NSC support. The
goal of haVing 350 dues-paYing members indicates the extent of neighborhood
commitment to the neighborhood association and ensures that a large number of
residents are regularly Informed of Issues and afforded the opportunity to partiCipate.
The following table provides a history of paid neighborhood association membership
since 1991:
1991-92
1992-93
350
1993-94
368
1994-95
372
249
350
1995-96
MCN
W/MNC
OPCO
350
200
428
600
426
398
320
278
302
300
300
265
PNA
SPAN
280
280
1,774
288
310
286
320
1.527
320
280
Total
1,858
1,546
1.515
In FY 1991-1992, three out of five neighborhood associatIOns met or surpassed the
organizational criteria of 350 members With a total of 1,858 members. A 19% drop
CitYWide occurred between FY 1991-1992 and FY 1995-96 A final year-end
comparison for FY 1996-97 cannot yet be made since most of the new membership
drives occur In the spring Most neighborhood aSSOCiations have experienced varYing
decreases In membership between FY 1991-92 and FY 1995-96. Membership IS
dependent on the strength of each associatIOn's membership committee chair and
participation of board members In phone-banking RecrUitment IS done through phone
solicitation, newsletters, canvassing, and presence at community events
10
The NSC has encouraged and assisted neighborhood associations In recruiting
members, but has not effectively enforced compliance of attaining membership goals
If neighborhood aSSOciations demonstrate active recruitment efforts and provide other
avenues for participation by residents
Boards of Directors' The organizational criteria call for the election of representative
and diverse neighborhood association boards All neighborhood associations conduct
elections at their annual meetings. Between meetings, members are appointed as
needed. Neighborhood association bylaws specify the number of directors to be
elected. Currently, three out of five neighborhood associations board membershIp
levels are consistent with their bylaws. Neighborhood aSSOCiation leaders report
difficulties In recruiting residents to run for board positions, resulting In uncontested
board elections and difficulties In ensuring a balanced and diverse board. Another
recruitment problem IS the limited notification of board vacancies by most
neighborhood aSSOCiations Review of four out of five neighborhood associatIOn
newsletters and board minutes from FY 1 993-94 through midyear FY 1 996-97
indicates that formal and broad-based notification of board vacancies rarely occurs
other than at the annual meetings.
Board terms vary according to the bylaws of each neighborhood aSSOCiation and some
neighborhood aSSOCiations do not stipulate term limits Neighborhood aSSOCiations
report that their most effective method for board recruitment occurs when residents
demonstrate commitment and leadership by first working on a neighborhood proJect.
The follOWing table prOVides a history of neighborhood aSSOCiation board membership
since 1993.
1993-94 1994-95 1995-96 1996-97 Total
Unduphcated*
MCN 13 11 8 15 28
(bvlaws reqUire
15 members)
W/MNC 12 12 9 10 21
(bylaws reqUire
8-15 members)
OPCO 17 17 15 16 33
(bylaws requIre
8-16 members)
PNA 15 11 13 10 24
(bylaws reqUire
13-15 members)
SPAN 20 22 15 13 28
(bylaws reqUire
25-35 members)
Total 77 73 60 64 134
The number of different IndiViduals filling board pOSitions In four years
11
Citywide, each month approximately 60 (10-12 average per meeting) neighborhood
association board members participate In planning and decIsion-making with regard to
Issues In neighborhoods. These are the cntlcal decIsion making bodies of the
neighborhoods. Standing committees of each neighborhood association are mostly
compnsed of board members The average attendance at standing committee
meetings (e.g., newsletter, land-use, traffic, public safety) IS 4-6 persons.
Neighborhood aSSOCiation members report sending notices for committee meetings to
the general membership, however, general membership partiCipation remains
significantly low Although community forums and educational workshops may Inform
board deCISions, minutes Indicate that most actions and pOSitions are taken as a result
of diSCUSSions during board meetings. Board minutes also Indicated the extent to
which neighborhood association boards record minority opinions on positions Two
aSSOCiations regularly record votes and dissents while the others do so less
consistently.
Communication with Neighborhood Residents: The organizational cntena speCify that
neighborhood aSSOCiation publications should Include pOintS of view that reflect the
diverSity of the board, general membership and residents Pnmary communication to
residents occurs via newsletters, flyers or post cards. The organizational cntena
require neighborhood associations to dlstnbute newsletters each year.
Four types of mailings are used by the NSC and neighborhood aSSOCiations The
Circulation or broadcast radiUS of mailed correspondence vanes according to the
activity
A "big drop" IS a once-a-year dlstnbutlon of newsletters announcing each
neighborhood aSSOCiation's annual congress With forms for the submission of
resolutions and board nominations. Dlstnbutlon IS determined by the
approximate number of addresses Within the geographical area represented by
the neighborhood aSSOCiation as defined by a profeSSional mailing service The
newsletters are dlstnbuted by hand, door-to-door by a service. In cases where
the house or apartment IS secure or there are multiple Units, matenals are
dropped off at the central mailbox In stacks
Targeted neighborhood maIlings use the NSC and neighborhood aSSOCiation data
base of 3,661 reSidents In all neighborhoods who are members or have ever
Signed In at a neighborhood aSSOCiation activity. Regularly distributed
newsletters and flyers for community meetings use thiS list and are sent by first
class or bulk mall
12
General membership mailings are sent to paid members. If notices for
committee meetings are sent, they may go to the membership or only
committee members. Notices of City meetings are often sent to the general
membership, as well
The following table provides a general overvIew of the number of households receIving
mailings from neighborhood associations and the NSC from July through December of
1996
"Big Drop" Neighborhood MembershIp
Mailings Mailings
OpeD 7,500 700 233
PNA 10,000 597 178
W/MC 12,000 769 88
SPAN 12,000 918 218
MCN 12,000 677 343
TOTAL 53,500 3,661 1,060
DUring the first SIX months of FY 1996-97, only two neighborhood associations
published newsletters distributed to a total of 1,377 households. Reasons given by
associations that did not produce newsletters varied from not sensing a need to
produce one to experiencing difficulties In organizing volunteers to write articles
An analysIs of newsletters published between July of 1992 and December of 1996
found that a total of 40 newsletters was published, representing an average of eIght
editions per association within a three and a half year period. Most neighborhood
associations average two newsletters per year Two associations averaged three to
four publications per year The number of reSidents Involved In the production of a
newsletter averages four persons per Issue. In general, two newsletters are distributed
to the neighborhood data base (3,661 households) each year and one "big drop" IS
made before the annual congress.
A review of the content of 40 newsletters from July 1993 through December 1996
found the follOWing'
46 articles regarding community Issues/positions;
1 opposing view article,
3 opposing views In the opinion/editorial section;
55 articles informing reSidents of City poliCies, serVices, meetings, events or
proJects,
131 articles regarding social serVices, neighborhood events and activities,
13
1 6 announcements or nomination forms for board of directors, and
26 advertisements.
In addition to providing general Information regarding City services, meetings, events
or planning, the pnmary focus of neighborhood association newsletters has been to
transmit positions of the boards on neighborhood Issues Most contnbutors to the
newsletters are neighborhood aSsociation board members Some neighborhood
associations have made efforts to Include others, however, according to association
leaders and NSC staff, reSidents express a lack of time to participate unless Issues are
of Immediate concern.
Staff reviewed a total of ten survey Instruments that were used by neighborhood
associations and the NSC between 1 993 through 1 996 to assess the needs of
neighborhood reSidents. City and NSC staff were unable to locate reports or
documentation of survey results for more than one of the surveys, Indicating that this
method of information gathenng, while used, has been poorly documented
Annual Congress' The annual congress IS held for the purpose of establishing
community goals through resolutIOns voted upon by the membership. Neighborhood
associations generally hold their annual congress In the spnng. The congress IS usually
advertised In the neighborhood association's spring newsletter. Neighborhood
association board members set the agenda.
Between 1994 and 1996, 14 annual congresses were held The follOWing provides
an average number of reSidents, members and resolutions for these congresses.
1994
1995
1996
Average # neighborhood reSidents attending
Average # members voting
Average # resolutIOns passed
58
29
12
46
32
15
35
29
13
The figures above represent only documented sign-In and tally sheets. The NSC has
poor documentation of attendance at annual congresses due to a reported lack of
clarity as to who IS responsible for the collection of sign-in sheets. Records Indicate
that at least 60% of the resolutions at each annual congress are submitted by
neighborhood aSSOCiatIOn board members The number of members voting on these
resolutions IS cntlcal Since most of the neighborhood association boards report that
they take their direction from the resolutions that are passed and represent the
neighborhood based on board elections which take place at the congress. The
numbers of resolutions passed usually translate Into work objectives In the
14
neighborhood aSSociation work plan for the following fiscal year. The follow-through
on resolutions IS inconsistent among neighborhood associations and varies from year
to year
Committees. Community Forums and Block Clubs: In the course of reviewing
documentation of activities and In Interviews with Santa MOnica's neighborhood
association leaders, It became apparent that each organization has ItS particular style
of organizing Some conduct regular committee meetings, while others focus on
community workshops One neighborhood associatIOn rarely meets unless there IS a
pressing Issue that they consider warrants attention. Most neighborhood associations
report that even when notified of committee meetings, most residents do not seem
Interested or do not have the time to attend regular meetings. Traffic and
environmental Issues draw the most people. Some organizations have ongoing
committees that meet over the course of several years In order to complete a particular
proJect. Others have become effective In organizing one-time major Issue community
meetings, perhaps because reSidents have increasingly demonstrated that their level
of participation IS Issue-driven.
The following summanzes committee partiCipation from July through December 1996'
4 Lincoln Boulevard Steering Committee meetings
5 Newsletter Committees - Board members
1 Membership RecrUitment Phone Bank
2 St John's Community Meetings
4th Street Menorah Housing Planning Meeting
OpeD 4th Street Task Force
Average Attendance' 13
Average Attendance 3
Average Attendance 7
Average Attendance' 57
Average Attendance 4
Attendance - Not Available
Review of available attendance sheets Indicates that 90% of neighborhood association
committee members are also board members One neighborhood aSSOCiation reports
that the land use and new housing committees are attempting to recrUit non-board
members.
In reviewing the actiVities of committees as well as community forums since 1993,
a Significant lack of attendance documentation was discovered Attendance sheets
have been lost or were not reqUired at small committee meetings (52% of attendance
sheets are missing) Most committee meetings are not regularly advertised
15
The information below was obtained from a review of printed meeting notices on file
at the NSC which were mailed to residents from FY 1993-94 through FY 1996-97.
Total Committee Meetings' 114
OPCO: 54
MCN: 41
W/M: 4
SPAN' 7
PNA. 8
Avg. Attendance: 8
Total Communltv Forums/WorkshoDs:
W/M:
OPCO
MCN.
SPAN:
PNA:
Avg Attendance:
52
17
12
11
7
5
28
Announcements for CltV
Meetings 50
(82% attendance sheets missing)
Range of Attendance: 9-23
Other Events:
Documented Avg. Attendance:
19
23
Between July and December of 1996, the follOWing attendance was documented at
community forums and workshops:
Citywide Blue Bus: 23
SPAN/OPCO Lincoln Night Out: 48
OPCO Main Street Design' 30
OPCO Main Street Entertainment 60
Other committees such as land use, environment, airport, and education are mentioned
at board meetings through verbal reports, however, many of these committees either
have not met this year or consist of three to eight board members who do not meet
regularly The meetings are not usually documented with minutes or sign-In sheets
Although the first neighborhood associations created In Santa Monica were essentially
based on block club activity, the number of reSidents requesting block clubs has
decreased and the number of reSidents Interested In neighborhood watch has
Increased. Recently, NSC and City staff including Police Department representatives
met to clarify the roles of the NSC and Police Department In establishing neighborhood
watch meetings. It was deCided that neighborhood watch activities would remain
within the purview of the Police Department and that the NSC would focus on
neighborhood block clubs. Between July 1, 1993 through December 31, 1996, 19
block club meetings were conducted. The breakdown per neighborhood association
IS SPAN: 2, PNA 6, W/MNC 1, OPCO 3, and MCN: 7. Average attendance was
12 persons. Currently there are seven active block clubs.
Record Keeping and Evaluation A review of all records and files available at the NSC,
which document neighborhood association and NSC activity, mdlcates that the NSC
16
has established a (;entralized re(;ord keeping system Sln(;e the "Mid-Point Review" In
1992. Outreach matenals, board documentation and records of organizing activities
are kept In a central area Mailing lists, reports and budgets are kept on a computer
data base However, the system IS not consistently used, resulting In a lack of
documentation for participation In meetings and events.
The "Organizational Cnterla" (Attachment II) specify that neighborhood associations
shall evaluate the organization's effectiveness In serving the neighborhood and meeting
stated goals by:
Conducting an annual review of bylaws:
A review of records indicates that the neighborhood associations Informally review
their bylaws pnor to the annual congress which IS the forum for voting on changes
to these documents
Tracking levels of participation by residents and actual impacts on neighborhood
livability
As addressed above, while the NSC has established re(;ord keeping systems,
neither the NSC staff nor neighborhood aSsociation members consistently collect
thiS information. The NSC staff indicate that thiS IS further example of their
inability to enforce poli(;les. Several neighborhood associations Indicated that as
volunteers they have not been focused on the administrative tasks Involved In
documenting activities. The Impacts on neighborhood liveability are addressed In
the qualitative Impact sectIOn below.
Participating in a quarterly work plan review.
Neighborhood associations review their work plans sporadically. A yearly self-
evaluation report IS submitted to the NSC with the association's MOU Periodically,
the neighborhood associations summanze their accomplishments In newsletters and
membership recrUitment matenals. The NSC reports neighborhood aSSOCiation
a(;tlvltles to the City on a biannual basIs.
Periodic evaluation by neighborhood residents regarding the effectiveness of the
organization by the neighborhood
Very little IS done in thiS area by any of the associations. Records indicate that ten
surveys were taken Since 1992 but documentation of survey results could be found
for only two surveys. Most of the surveys focused on an assessment of
community needs and not necessanly the effectiveness of the neighborhood
association.
]7
Qualitative Impacts: In addition to reviewing the quantitative data, It IS Important to
examine the outcomes or accomplishment of the neighborhood associations that are
not easily counted or quantified. The neighborhood associations or NSC Identified the
following results of their efforts since 1 992:
Main Street becoming an Historic District;
Increased street lighting throughout the City,
restrlpplng of streets In at least four neighborhoods,
rerouting of City buses,
. the development of median strip parking;
community Input on the development of new schools,
neighborhood landscaping, and tree preservation;
Initiating diSCUSSion on off-leash dog parks outside of the park system;
~ community participation In support of the development of affordable housing;
providing regular Input on Main Street, Pico and Lincoln Boulevards slgnage;
regular Input on Crime prevention and public safety through public meetings and
neighborhood watch;
Input regarding airport residual land,
~ community participatIOn In traffic mitigation planning;
providing regular Input on nOise abatement,
Initiating the renovatIOn of a neighborhood library;
community Input on land use and development;
community Input on airport operations - reSident and airport compatibility;
Initiating a citywide, anti graffiti program,
Increased community partiCipation In recycling,
Initiation of stop sign and traffiC Signal Installations;
the development of local commerCial markets and farmers markets;
negotiating with a developer for park space;
neighborhood clean up proJects;
assisting the City with outreach efforts,
residential down zoning;
changes in a City ordinance for fast food drive - through restaurants In reSidential
areas
Since 1992, there have been 17 community projects including urban tree planting, a
youth and family architectural program, food drives, and contributions to local schools.
Of these 17 proJects, one was SPAN, five were PNA, five were OPCO, SIX were MCN
and none were W/MNC
<> <> ()
18
VI. Conclusions
In reviewing and evaluating the activities and operations of the Neighborhood Support
Center and neighborhood associatIOns from FY 1993-94 through December of 1996,
It IS clear that, espeCially over the past year and a half, the model has not been
operating as originally conceived. There IS a general consensus among neighborhood
association leadership, NSC Board members, NSC staff and key City staff that the
model's current structure no longer supports the needs of the neighborhoods and no
longer effectively promotes achievement of the City's goals for community
partiCipation
The neighborhood associations themselves are made up of a small but highly dedicated
group of community volunteers whose work represents a valuable community asset.
ThiS pattern IS generally tYPical of membership organizations They are sustained by
the work of a small core group of people However, the Neighborhood Support Center
Model, funded by government, was Intended to achieve a higher standard of
Involvement on Issues of local concern. To the extent that the term "neighborhood
aSSOCiation" gives an ImpreSSion of a group that truly represents a neighborhood, It
may be misleading These associations reflect the only formal geographically based
structure for community Involvement In City government, their ranks represent well
under 1 % of City population Sustained Involvement In most aSSOCiations has dropped
over the last decade
While some neighborhood aSSOCiations have attempted to broaden their base and
change ways of operating to Involve more people, as a whole, thiS has not occurred
As With many organizations, people With like opinions and Interests tend to gravitate
to one another and work well together However, It IS the City'S goal to support broad
partiCipation In CIVIC life. The neighborhood aSSOCiations, as currently configured,
represent only one vehicle for achieVing broad partiCipation. It IS apparent that In many
Instances these associations do not represent the diverse perspectives of their
neighbors In reviewing neighborhood association board minutes and correspondence,
It appears that at least two of the neighborhood aSSOCiations communicate pOSitions
to the City on a regular baSIS Without the support of a community meeting to allow
other reSidents to partiCipate In pOSitIOn formulation The neighborhood aSSOCiations
seem to be most successful when involVing people In one-time events or Issue-driven
meetings They have not been as successful at proViding a forum for sustained
Involvement of a large number of neighborhood reSidents In community life.
The 1992 "ReVised GUidelines for the Neighborhood Support Center Model"
(Attachment II) may set forth an unrealistiC standard for CIVIC volunteensm given the
more targeted ways that people partiCipate In their commUnities today. However, It
19
IS clear that the neighborhood aSSOCiationS, In spite of the administrative support of
the NSC, have not maintained the levels of service or some of the basIc functions
expected when City support was allocated.
The dual role of the NSC to support neighborhood aSSociations while mOnitoring
compliance of the associations with City crltena has been difficult. The Neighborhood
Support Center Model IS no longer effective In prOViding stable and ongoing support
to neighborhoods due to the lack of partnership between the NSC and neighborhood
aSSOCiations Given the cost of the model, the Increased c1encal role of staff and the
limited numbers of people who partiCipate, the model IS no longer Justifiable as the
Clty's pnmary vehicle to ensure and Increase community partiCipation.
000
20
VII. Recommendations
The Neighborhood Support Center Model was Intended to provide a vehicle for
informing, Involving and organIZIng It has also provided support for leadership
development In the community. The following recommendations seek to propose new
ways to address these Important functions
Neighborhood Support Center INSCI: It IS recommended that funding to the NSC be
eliminated. Staff recommends a three-month transition grant for the organization
($63,668) to cover staff and operational costs while closing out the grant. Close out
requirements for the NSC are Included In ItS contract With the City and In the proposed
FY 1997-98 Community Development Plan.
Neighborhood Associations: The City has Invested Significant resources over the years
In developing and supporting neighborhood leaders who have become skillful In their
knowledge of City process and organIZIng Staff recommends that neighborhood
association volunteers assume the responsibility for neighborhood organizing With
limited non-staff operating support proVided by City funds. (Most cities interviewed
reported that volunteers perform the functIOn of canvassing, membership recrUitment,
meeting faCilitation and record keeping). City support would be contingent upon
compliance With criteria to be developed In consultation With neighborhood
aSSOCiations and proposed prior to Council budget adoption In June of 1997. Resource
allocations to each neighborhood aSSOCiation would be based on their demonstrated
level of service In FY 1996-97.
Funding ($60,443 maximum) for a pilot project that proVides support to the five
histOrically supported neighborhood aSSOCiations (OPCO, PNA, Mid-City Neighbors,
Wilshire /Montana, and SPAN), would not be In the form of a monetary grant Based
on the needs of neighborhood aSSOCiations Identified by the aSSOCiation leadership
dUring this reView, support would be prOVided In the form of accounts between local
vendors and the City. Neighborhood aSSOCiations could access support services such
as printing, translation, computer graphiCS, mailing, postage, vOice-mail, a post office
box, storage, and general office supplies. There would be no staff costs funded. The
resources prOVided by the City would serve as a match for other neighborhood
aSSOCiation resources (such as membership fees, newsletter advertisements, volunteer
time). The City would continue to proVide priority reservations of the Ken Edwards
Center, City parks and libraries faCilities for board and community meetings and
events.
Continued access to services would be conditioned on clear criteria for how Clty-
supported neighborhood associations will actively Inform and Involve reSidents to
advocate on CIVIC Issues. The following IS suggested as minimum criteria for
21
neighborhood associations support, which will be refined with their participation as
noted above. The neighborhood associations: 1) will have conducted an annual
meeting of their membership by June 30, 1997 that IS open to the public, Involves the
neighborhood In IdentifYing critical Issues and pnorlties, and IS well noticed; 2) Will
maintain a tax exempt, nonprofit status; 3) Will not make political endorsements or
take positions on ballot measures; 4) Will implement a poliCY on what constitutes
legitimate positIOn-taking and maintain records of the democratic process; 5) Will
abide by a Memorandum of Understanding with the City of Santa MOnica; 6) Will use
City funds to Inform the public on Issues In a manner that promotes public dialogue,
inclUSive of a diversity of Views, Including bilingual translation and interpretatIOn, 7)
will demonstrate support of the residents It Intends to represent through a process
such as the petition currently required for a block party or street lights, and 8) will
conduct open elections of board members reflecting the diversity of the neighborhood
with a maximum term for board members and officers of two years.
c' c' <>
f cdprogram nsceval4 252
JA/8M/sqq 5/12/97
22
ATTACHMENT I
Map of City-funded Neighborhood Associations
23
, I
III
(II
~
III
Cl
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ATTACHMENT II
The FY 1992 GUidelines for the Neighborhood Support Center Model
24
REVISED GUIDELINES FOR THE :\'EIGHBORHOOD SrpPORT CE:'oiTER }IODEL
April 28, 1992
The following are gUldehnes from the onglnal Council approved report of the NSC model With
language m ItahCS refemng to current reVISIons or recommendations summanzed In the Staff Report
to Councd on Apnl 28, 1992
Functions of Nei2hborhood Associations
NeIghborhood Cornmumcatlon bUIldIng effectIve models of cornmurucatlon to ensure
accurate and timely transrmttal of mformatlon regardmg the broad d range of Issues affecting
the neIghborhood, mcludmg bllmgual commumcatlon m neIghborhoods where there IS a
need
CItizen PartiCIpatiOn mvolvmg reSIdents m determuung and advoca1lng on the Issues
affectmg the lIvabIlity of neIghborhoods through a range of actlvltles such as annual
memberslup meetings, Board memberslup, ISSUe comrmttees, block clubs, general communIty
meetmgs, Input at publlc heanngs, and 1Ielghbo,hood SOCial events, ensunng broad-based
and representative participatIOn from neIghborhood resIdents
Neighborhood Planmng partICIpatIon m the development of general neighborhood pnontles
through surveymg, canvassmg, development of neighborhood annual resolutions, Issue
committees, and in the development of plans to orgamze reSidents m addressmg the
established pnonty Issues
Cnme Prevention development and implementation of cnme watch actiVitieS, street lIght
petltlOnmg
Direct SerVIces to ResIdents mfonnatIon and referral to reSidents, advocacylh81son actiVities
on behalf of neighborhood reSIdents, specific projects based on Identified needs of the
neighborhood
Leaderslup Development prOViSion of leaderslup traimng to neighborhood reSIdents and
development ofleaderslup opponunitles Within the neighborhood association structure
Volunteer Coordmatton Identlfical1on, recruitment, and documentation of volunteers for the
above actiVities and other neighborhood assocIation activities
Functions of tbe Nei2bborbood SUODort Center
Mechamsm for City Fundmg proViSion of a "fundmg mechanism" to proVide support to
neIghborhood associatIons that stresses both accountability to the City and to the
neighborhoods It supports
"lelghborhood Support provlSlon of centralIzed staff assistance to all neighborhood
associations meetmg OrgaruzatlOn Cntena approved by the City Councll. wlule preservmg
the autonomy of neighborhood assoclatlOns through preservation of their own Board and
leaderslup structures, staff asSistance m the areas of volunteer recrUItment, leaderslup tHUnIng,
computer trainIng, communIty outreach, communIty orgaruzmg, neighborhood planmng.
lIaison and ombudsperson functlOns, mformatIon and referral
MOnItonng Neighborhood AssoClatIon ComplIance assessment of the ablhty of member
assoclatlOns to meet the approved organIZatIOnal cntena, approval of aSSOClallons' annual
work plans, and development of procedures for worlang With neighborhood aSSOCiatIOns for
ImprOVing peiformance. as necessary
AdmmlstratIOn general admInIstratIve overSight, staff and resource allocatIon of
neighborhood aSSOCiations, contract complIance, City reportmg, receptIon and clencal
support, fiscal management, personnel management, Board development
Program Development and Special Projects development of program Ideas and program
deSIgn and procedures for ImplementatIon of ongomg actiVItIes and specIal projects, lImIted
support to emergzng neighborhood groups or CItY-WIde projects and mUnIng actiVItIes
Operational Guidelines for the Neir;hborhood Support Center
Board ComposItIon The NSC shall have a 10 member Board representmg a broad range of
commumty perspectIves
usmg a commUnIty-WIde nOmInatIon procedure WIth appomtments made by the
Board, and concurrence by the CIty Manager,
ensunng a balanced board by appomtIng members of the busmess communIty,
mdlVlduais that are members of each neighborhood assoclatton, and other mterested
communIty members,
ensunng that each neighborhood aSSOCIatIOn IS mformed of any vacancy and aware
of the apphcatIon process and that at least one mdiVIdual WIth an affiliatIOn with each
neIghborhood aSSOCIatIOn WIll be selected by the NSC Board ofDrrectors,
select Board members based on theu- ability to operate m the mterests of the NSC, to
prOVIde fiscal and adnurustratIve overSight, to make eqUItable and balanced deCISIOns
regardmg staff and resource allocatIon and neighborhood assoCiatIon complIance, as
well as be senSItive to the needs ofthe neighborhoods served
2 Board Roles and Responslbt!1l1es The NSC Board shall serve the NSC by
providIng adIllIrustratlve oversight of the NSC only and not servmg as a
"neighborhood counCil" or as a coalItIOn of neighborhood associatIOns, and not bemg
Involved In polIcy-making on City or neIghborhood Issues,
revlewmg an approvmg annual or seIllI-annual workplans from each member
aSSOCiatIon winch outhnes proposed actIVitIes and staff needs,
momtonng neIghborhood aSSOCIatIOn complIance wIth orgaruzatlonal cntena and
workplan progress, m conjunctIOn WIth CIty staff and the AdIllIrustratlve Director of
the NSC,
making a vanance procedure aViillable to neighborhood assocIatIons not able to
comply WIth the Orga017.al1onal cntena WIth a 2/3 vote of the NSC Board to approve
any vanance,
Implementing procedures for noncomphance with the orgaruzattonal cntena and
annual workplan, mcludmg appropnate notIce of any breach, a heanng scheduled by
the NSC, and opponuruty for correctlon, a two-tlnrds vote of the NSC Board shall
be needed to modifY the terms of the workplan or rescind support,
revIeWIng and approvmg the NSC staffing plan, In consultatIOn WIth neIghborhood
assoClllllons and after receIVIng assocrallon workplans, that maxiIllIzes the use of staff
and meets the changmg needs of each neIghborhood,
In conjunctIOn WIth the neIghborhood aSSOCIatIOns, ensunng that NSC staff [s
addreSSing neighborhood aSSOCiatIOn needs, pursuant to the annual workplans and
NSC staffing plan
3 NeIghborhood AsSOCiatIOn CommurucatlOn The NSC shall ensure ongoIDg commurucatlOn
WIth neighborhood associatIOns by
developing formal ways of commurucatlng Board actIons, Issues and polICies WIth
neIghborhood assoClatIOns through open meetmgs, dlstnbutlon of Board agendas and
mmutes, proViding an opportumty for neIghborhood associatIon comment on each
board agenda, and mvolvmg neighborhood assOClatton members m quarterly meetmgs
to dISCUSS Issues of mutual concern
Wlnle keepmg the stated balance on the NSC Board, select neighborhood-affilIated
Board members who are WIlling to serve as a commurucatlOn link between the NSC
Board and neighborhood aSSOCIatIons
4 NSC Accountabihty: The NSC Board shall ensure accountability to both the City and the
neighborhood aSSOClatlon by
slgmng an annual agreement WIth the CIty winch outlines the NSC budget and an
annual workplan for perfomung IdentIfied NSC functIOns,
havrng an external, mdependent finanClal aueht performed on an annual baSIS to ensure
fiscal accountability to the City
submlltmg quarterly reports outhmng progress made m contracted areas with City
CouncIl reVle\v of Board and '\SC effectIveness dunng the CIty's annual fundmg
revIew process,
developmg a method to evaluate NSC progress and to report tlus progress to the
commumty m order to educate resIdents about the orgaruzatlon and member
neighborhood aSSOCIations
Staff Support to NeIghborhood AssocIations The NSC shall proVIde a stable level of
adrrurustratlve, clencal and profeSSIOnal orgaruzmg support to quahfYIng neIghborhood
aSSOCIations by
UlIllzIng a team approach to staff aIlocatlOn which ensures one maIn contact for each
neIghborhood asSOCIation but also proVIdes support based on the skdls and expertIse
of the NSC staff and current needs of the neIghborhood assocIatIon
A1locatmg aVaIlable staff resources based on the negotiated annual workplan, the
range of activities proposed by the neighborhood association, and the special needs
of the neIghborhood gIVen current demograplucs (lugh transIency, lOW-Income and
bilIngual populations),
ProvuiIng a range of support Includmg
Issue Identificauon and InformatIon Gathenng proVldmg neIghborhood assocIations
\\11th tlmely mfomraoon on relevant proJect-spectfic CIty ISSUes affecting neIghborhood
hvablhty, mcludmg assistance In the creatIOn and momtonng of early notification
processes on development projects, and momtoring of orgarnzational compliance WIth
the project reVIew process,
Neighborhood Commurucatlon conductmg canvassmg and nottficatlon of
neIghborhood reSIdents or trwmng for volunteers to do notlcmg actiVIties, and
assIstIng m the productIOn of newsletters, developmg brochures and flyers
Trammg proVldmg trwrung to facdrtate volunteer efforts of neighborhood assocIation
members by
IdentIfYIng and trwrung of neIghborhood volunteers to rrnplement neIghborhood
aSSOCIation actiVIties,
Conductmg leadershIp traunng, onentatlon to nerghborhood aSSOCIation functions and
orgamzatlonal cntena, Board member roles and responslblhtles, commumty
orgarnzmg techruques, computer trwrung,
Developmg and ffiwntaJmng a neIghborhood assoclatlOn/NSC traimng manual
6 Staff AssIstance to NeIghborhood AssociatIon Boards ProVidIng admllustratlve support by
staffing Board meetmgs, coordInatmg and maIhng for Board packets,
trammg of Board members m faCIlitatIOn slaUs, parhamentary procedure, door
knoclang, phone banlong,
provldmg asslsrance In developmg annual workplans, evaluatmg and reportmg
progress
Support to Orgaruzal1onal/Board COlJllTl)ttees helpIng to develop and maIntaIn orgamzatlOnal
committees such as "memberslup", "commurncatlOn", "outreach", "by-laws", "Annual
Meetmg"
8 Membership prOVidIng assistance "'lth upkeep of memberslup database, help organize
renewal dnves
9 Meetmg Support proVldmg "logISl1cal" support and assistance for annual meetIngs, cnme
preventlon activities and other neighborhood aSSOCiatIon meetIngs,
10 Issue-Onented Orgaruzmg proVidIng support on speCIfic neighborhood Issues by
W orkmg WIth neighborhood groups on all aspects of orgaruzIng around one Issue
(assistIng In orgaruzIng meetIngs, outreach, settIng the agenda, staffing the meetIng
and follow up),
Asslstmg reSidents In prepanng for COUllcd or Comnusslon appearances through
research of Issues, assistance With speech wntmg
PrOVidIng asSistance on all aspects of developIng and mamtlllmng an Issue comnuttee
II ProvlSlon ofDrrect ServIces proVidIng direct servIces to reSidents (mformatlOn and referral,
ombudsperson sefVlces)
12 CIty-Wide Issues proVidIng a speclfied amount ofttme supportIng emergmg neighborhood
groups or City-WICk ISSUes that reqwre mter-assocllltJon coordmatton, that respond to requests
by City departments and other commumty groups to mform neIghborhoods or address general
cornmumty orgaruzmg trammg needs
13 Record-Keepmg The NSC staff team shall mlllntllln centralized records of all neighborhoods
or address general commumty orgamzmg needs
] 4 Resource Support to Neighborhood AssoCiations The NSC shall proVide non-staff resources
to support approved neIghborhood aSSOClal1on actlVlttes by
IdentIf)llng the annual monetary support available to neighborhood aSSOCiations for
supphes that support CitIZen partlclpa110n and neighborhood commumcatlOn actiVities
(e g , newsletter, pnntmg, postage) and report on the status of those funds on a
monthly baSIS to the boards,
Allowmg discretIOn and fleXibility for usmg these resources Wltlun agreed upon
constraints and upon approval of these expenses by the neighborhood aSSOCiatIOn
board,
MakIng the office space, phones, centrahzed neighborhood aSSOCiatIOn records, and
computer resources available to neighborhood aSSOCiation members acceSSible at
times appropnate for volunteers
Organizational Criteria for CIty-Recoj:;nized Neij:;hborhood Associations
Geograprucal Boundanes Neighborhood assocIatIOn boundanes shall be non-propnetary. a
minimum geograpruc sIze of 5 square nules In area, Incorporate the nuddle of commercIal
boulevards and not end at the border of resIdentially zoned property, shall be set forth In the
Bylaws, documentation on why thIS population or neIghborhood needs the servIces of the
neIghborhood assocIatIon should be documented
2 Non-Profit and Non-PolItical Status The neIghborhood aSSOCiatIon shall have tax-exempt
non-profit status and shall not make political endorsements or take pOSitIOns on ballot
measures
Broad-Based and Democratic Organl7ll1:J.on The neIghborhood assoCiation shall have a broad-
ba.~ed and democratically-controlled memberslup by
Demonstratmgthe (finanCial) support of the residents It Intends to serve by haVing a
annual IDIrumum level of dues-paYIng members of 10% of the population or 350
members and by setting a nummum memberslup fee that appropnately reflects
member's comnutment to the orgamzatlOn WIthout undue baIT1ers to partICipatIOn,
[ncluding bUSinesses, property owners, and tenants In the neIghborhood on a non-
dlscnmmatory baSIS,
ElectIng a Board ofDrrectors that IS broadly representative 10 compOSItiOn, reflecting
the dIverSity of the neIghborhood, WIth a maximum term for Board members and
officers of two years,
Conducting open electIOns for Board members and officers that are broadly notIced
(newsletters, flyers, pubhcly posted), With only pard members votmg and contested
offices requmng secret ballots, With proper notIcing of election results,
Implementing a pohey on what constItutes legItlmate position-talong by the
orgamzatlon and the Board and developmg a method that effectIvely tracks the
process offormal posItIon-takmg by mwcatmg the partIcIpatIon level and outcomes
Encouragmg formal votes of the Board, comnuttees, or larger general meetmgs WIth
IDInonty Vlewpomts summanzed 10 IDInutes of such meetIngs
Bemg a multl-lssue orgaruzatlOn
4 Neighborhood Commumcatlon and PartIcipatIOn The neIghborhood aSSOCIatIOn shall Inform
and Involve neIghborhood residents by
ProdUC1Og and dlstnbutmg a penodlc newsletter that reports posItIons taken by theoneighborhood aSSOCiation Board, Includes articles on a rage of Issues reflectIng the
dIverSity of Board, general memberslup and reSIdent pOInts of VIew, IdentIfies
leadership and participatIOn OpportuIlltIeS for neighborhood residents, IdentIfies
amcles presentIng personal oplIllons of a cItizen WIth the name of the author mcluded,
contams no statements wluch could be considered hbelous or defamatory or are 10
support of or 10 opposItIon to any pohl1caJ candIdate or ballot measure, comphes WIth
all applIcable Postal Semce and IRS regulatIOns, and IS filed WIth the NSC
Havmg an on-gomg neighborhood outreach and leadership development plan,
mcludmg goals for bl-lmgual and low-mcome outreach and for tnuIllng new
leaderslup, as well as procedures for reasonable notlcmg of major planrung Issues,
Showmg eVidence of a functlOmng network of block clubs andlor Issue conuruttees.
general commuruty meetmgs and neighborhood SOCIal events,
Offenng other servIces and mformatIon that are avaIlable and accessible to all
members of the (self-defined) neIghborhood assoclal1on
5 Neighborhood Assoclal1on Planrung The neighborhood assoclal1on shaII develop annual goals
for the orgamzatlon that Involves the neIghborhood by
conductmg at least one annual memberslup meel1ng open to the public that mvolves
the neighborhood Inldentd'ymg cntlcallssues and neighborhood pnontles, and that
IS well notIced, WIth agendas proVided,
Developmg an annual work plan that reflects neighborhood pnonties and
Incorporating actiVitIes and participatIOn levels that address the CouncIl-approved
orgamzatJonal cntena
6 Record-Keeping and EvaluatIOn The neighborhood association shall evaluate the
orgarnzatlOn's effectIveness In servIng the neighborhood and meetmg stated goals by
Conductmg an annual reView of By-Laws wluch shall be aVaJlable for pubhc reView
PrOVldmg appropnate records that document compliance With orgarnzatlOnal cntena
and organIZatIonal progress and successes WIth an emphasIS on tracking and
evaluatmg the levels of partIClpatlon by residents and actual Impacts on neighborhood
hvabllIty
PartIcipating In a quarterly work plan reView (orgarnzatlOnal audit)
Conductmg a penowc evaluatIon by neighborhood reSidents regarding the
effectIveness of the organm.tIon, mcludIng the plan for evaluatIon In the annual work
plan
ATTACHMENT III
Other Cities - Community Participation Models
25
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