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<br />Final Recommendation of Social Services <br />Advisory Board <br />October 20, 1986 <br />Page Two <br /> <br />l. City should press toward a unified application process with the <br />County and United Way so that social Service Agencies submit only one <br />application to the three major funding sources. This will optimize <br />financial resources and planning. <br /> <br />2. City should implement a cooperative Budget structuring Program with <br />the following four elements.: <br /> <br />A. <br /> <br />council designate a set dollar amount for Social Service <br />funding <br /> <br />B. <br /> <br />council designate which organizations be participants in the <br />Cooperative Budget structuring program, based on current <br />applications for funding. <br /> <br />C. <br /> <br />A panel of moderators which includes one City staff person <br />and two citizens, one of which should be a Social Service <br />Advisory Board member, be appointed by Council to facilitate <br />the Cooperative Budget structuring process. <br /> <br />Final allocation of all funding be subject to review and <br />approval of Council. <br /> <br />D. <br /> <br />with the above ground rules established, the SSAB recommends that <br />Social Service Agency heads then be instructed to sit down together, <br />and among themselves, trim their individual budget requests in order to <br />meet the Council's target funding amount (SSAB earlier recommended 2% <br />of city general fund revenues). <br /> <br />We feel this cooperative effort would eventually produce several long <br />term benefits: <br /> <br />More cooperation, communication, and a greater awareness of <br />overall community needs among Social service Agencies. <br /> <br />Less duplication of services because cooperation would force <br />agency heads to take a closer look at their peers' programs. <br /> <br />Remove the budget structuring from the political spotlight and <br />allow a give-and-take forum in an air of mutual cooperation. <br /> <br />Take advantage of the expertise of Social Service professionals in <br />the analysis of funding agencies within the City. <br /> <br />Include within the decision-making process those who must work <br />within the constraints of the decisions made. <br /> <br />3. In addition to the above two recommendations, we suggest that the <br />Council order City staff to implement a monitoring system for Social <br />Service expenditures as soon as possible. This monitoring system <br />