Regular City Council Meeting - March 5, 2024
View Agenda - Watch Entire Meeting
The land that Eureka rests on is known in the Wiyot language as Jaroujiji. Past actions by local, State and Federal governments removed the Wiyot and other indigenous peoples from the land and threatened to destroy their cultural practices. The City of Eureka acknowledge the Wiyot community, their elders both past and present, as well as future generations. This acknowledgement demonstrates the City’s commitment to dismantle the ongoing legacies of settler colonialism.
Mayor Pro Tem Castellano presiding; Councilmember Moulton, Councilmember Fernandez, Councilmember Bauer, and Councilmember Contreras-DeLoach present in chambers. Absent: Mayor Bergel
Report Out of Closed Session - Watch
No report out of closed session.
A. Mayor’s Announcements - Watch
Proclamation: Sons and Daughters of Italy 100th Anniversary
Read by Councilmember Moulton, in recognition of the 100th anniversary of the Sons and Daughters of Italy.
Proclamation: Brain Injury Awareness Month
Read by Councilmember Fernandez, in recognition of Brain Injury Awareness Month.
Mayor’s Announcements, continued
Nearly all of Council participated in Bowl for Kids Sake, fundraiser for Big Brothers Big Sisters. Councilmember Moulton won trophy for best costume for the City of Eureka bowling team.
B.1. CARE - Mental Health Update - Watch
Presented by Managing Mental Health Clinician Jacob Rosen
Crisis Alternative Response of Eureka (CARE) began in January of last year, and have first year of data, have just completed first big expansion.
Managing Mental Health Clinician Rosen joined staff in August of 2022, and staff Tyler and Shamieka began in January of 2023. Shamieka has since left to go back to school to become a clinician, and the CARE team is supportive of that. have hired three other staff in January of 2024.
In 2023 had 784 total client contacts. 145 individual clients, 192 crisis contacts and 570 case management contacts, accomplished this with approximately 2.25 staff, as Managing Mental Health Clinician Rosen's ability to be out in the field is limited as he is working on the development of the program. The bulk of the work was performed by Tyler and Shamieka.
The number of client encounters rose with each quarter until Shamieka left the program in October, but the number of clients seen in the last quarter of 2023 were greater than the number of clients seen in the beginning of the year.
About a quarter of the client contacts were crisis-related, which means that CARE either got the information dispatched from EPD and are co-responding with law enforcement, or have identified someone in crisis from a community member or another agency. The other 75% of contacts were case management contacts, which is either follow-up or crisis prevention; it isn't a crisis in that moment and CARE staff are working to engage the client to prevent a crisis from happening.
In 2023, CARE diverted 76% of individuals being contacted for a crisis from being placed on a 5150 hold. ["5150" references the California law allowing a person to be placed on an involuntary psychiatric hold of up to 72 hours if a doctor or a police officer determines that the person is a danger to themselves or to others.] About 13% of people are placed on a 5150, and when that happens, the CARE team is able to walk the client through the system. The CARE team provides a warm hand-off to the emergency room and the Mobile Response Team with the County; aiming to streamline the process and minimize trauma as much as possible. [A "warm hand-off" here means that staff makes contact with another treatment provider or agency with the client present, as opposed to a "cold referral" where staff would give the client a brochure or phone number and let the client initiate contact.] The remaining 11% of client outcomes were people who were arrested for a crime.
Anosognosia—or the symptomatic lack of insight—rates are an important indicator, can predict how many clients will return. When people have a severe mental illness and lose the ability to recognize that they are sick, that will often mean that there will be treatment resistance, and that will mean that CARE will have to engage in longer-term contacts to build more rapport to be able to get that person into treatment when they are ready for it. About 35% of the clients that CARE contacts exhibit that symptom, and has held steady from quarter to quarter.
About 65% of clients are homeless or do not have permanent housing of some sort. About 35% are housed in some sort of supportive living or permanent residence.
Client contacts broken down by what type of call from 2023, 182 of the calls were for someone who is danger to themself, 103 were for someone who is a danger to others, and 206 were related to a grave disability. Grave disability means that they were not able to provide food, shelter, or clothing due to a psychiatric condition. The number that was the most surprising was the 289 calls had a medical condition was either the primary reason that the crisis occurred or was exacerbating their mental status.
About 37% of the calls that CARE went to in 2023 had a medical component as the primary stressor or an exacerbating factor. This information assists in how the program is developed and help determine what sort of staffing needs are needed when hiring in the future.
CARE obtained a grant from CARESTAR Foundation at the end of 2023, for $625,000 over three years, which lead to the most recent expansion of services. CARE hired three new staff, Shayne, Sam and Mac, who all started in January of 2024, and have been orienting and getting trained since that time. This allows for a more robust presence in the community, with CARE staff available Monday through Friday. Staff is currently available at 7:30 a.m. each weekday morning, and until 8:00 p.m. Monday through Thursday, and until 6:00 p.m. Fridays. CARE has moved into new building, and is looking forward to CSET moving in with them very soon.
CARE has fully integrated with police radios. Each staff member has go through radio training with EPD's Communications department. This will allow more rapid communication with EPD and dispatch as the team is out on calls. This will also be a key factor in being able to realize the Alternative Response component. Staff has been participating in trainings from the State, counties have been mandated to implement mobile crisis teams statewide. Part of this is standardizing trainings, and making trainings available. Staff has completed about 80 hours of this training so far. Have been steadily integrating the team with Uplift and EPD. Program leaders have been meeting monthly with City Manager Slattery, and a monthly staff meeting with all staff from all three programs to work together.
CARE has been involved with other programs in the City. CARE has been a component of the Emergency Weather Overnight Centers (EWOC), which most recently had been in use the previous weekend. This resource was accessed by 22 people over 2 nights. Part of that has been assisting in screening people and referring them to the centers, and coordinating with EPD and Uplift to get rides back to Free Meal the following morning. CARE also played a role in Crisis Intervention Team (CIT) Training. The City played a large role in that through Commander Lafrance and Managing Mental Health Clinician Rosen serving on the steering committee, and CARE and Uplift staff provided transportation for site visits. Attended by 45 people from various agencies.
The next steps for CARE are to implement a true alternative response, and move to 7 days per week coverage. Have been working up to that, and now are working to have enough staff for two-person response teams 7 days per week.
CARE will be creating triage protocols. CARE will not be primary response when there has been a crime, or if weapons are present or if there is violence. If there is a call that does not have those factors, that is likely a call that CARE can respond to directly. CARE would send a two-person response team in place of an officer, and would have the ability to radio for assistance or backup if needed. Hoping to roll this component out soon. Will be developing the protocols in the next month, and then will go from there.
CARE will be working on hiring staff to realized the 7 day coverage, including holidays. 7 day coverage requires one clinician and two case managers on duty each day, working four 10-hour shifts with a day of overlap. Working on obtaining the funding to fill the last two positions to get to that staffing level, one more case manager and one more clinician needed. Seeking funding through various grants and some other funding opportunities coming up.
Council Comments
Councilmember Moulton commented that this kind of model will be very helpful for folks who just need help and don't need to be in trouble. Asked what a diversion from 5150 looks like in practice. Answer: Managing Mental Health Clinician Rosen explained that one of the main things that CARE does is to provide deescalation, try to turn the "heat" down in a crisis. After CARE has provided deescalation, CARE works with therapeutic problem solving to see what resources someone needs, to see what the problem is and if it's something that can be remedied, can CARE provide skills or tools to be able to cope better over the next couple of days, to avoid that escalation back into that state where they may end up on that 5150. A lot of it is resource gathering or warm hand-offs—maybe that person already has a treatment team, and that would look like contacting that team to make that connection so that the treatment team can take over. For a lot of folks it is getting resources that they don't have or know how to access. Maybe they are new to the area and don't know about Free Meal. In that case, CARE would bring them to Free Meal. It can be assisting someone in getting their driver's license or ID or Social Security benefits reinstated, jumping through whatever hoops they can to deescalate that crisis and get their basic needs met and avoid having to go to a hospital.
Councilmember Moulton asked about the calls that turned out to be medical issues, what medical issues could lead to someone being in a mental health crisis. Answer: Managing Mental Health Care Clinician Rosen explained that medical issues can lead to people entering a crisis, one that is seen often is older people with urinary tract infection (UTI), which if untreated, can present like psychosis or delirium. Someone may be hallucinating or talking to unseen others, may be disoriented and disorganized. In those situations there may be mental health call and when CARE responds may find out that they don't have a history of mental health issues, this has never happened before, and they are 65 years old. In those situations it is oftentimes a UTI. The thyroid can play a role in mental health issues, if levels are too high or too low can influence mania or depression. There are a lot of people stressed by circumstances; may have just received a terminal illness diagnosis, or have hurt themselves in some fashion and that is limiting their ability to care for themselves, and as a result have entered into crisis based on situational stress. In that situation, the medical issue isn't necessarily directly causing it, but it is the exacerbating factor that's entering them into crisis. The hope is to eventually seek funding through the CARESTAR Foundation in their next grant cycle to hire EMT case managers, so that we can provide more medical assessment capacity in the field, to accommodate this; it's a third of the calls to CARE where there is a chronic or acute medical component.
Councilmember Moulton asked who is providing the medical assessment now, if it is the clinicians. Answer: Managing Mental Health Clinician Rosen explained that the team has some basic training in being able to rule out when it's not mental health, and in those situations will call in medical or delegate to law enforcement or to an EMT.
Councilmember Fernandez noted that how UTI can affect people is widely known, thanked for explaining that. Asked if could help explain the relationship between the three distinct programs CARE and CSET and EPD, noted that one is housed within EPD and one is housed within the City. Answer: Managing Mental Health Clinician Rosen explained is as the programs being on a continuum of care. On one end there is Uplift Eureka, which provides social services and housing element, provide a lot of street outreach. The street outreach workers do provide a lot of mental health case management as well, engaging in deescalation and providing connection to services. CARE falls into acute mental health, substance use, crisis related arena. CSET touches on the mental health, substance use, crisis related arena but also then has an accountability component. There's a different effect on some folks when a uniformed officer is present, especially if its in collaboration with someone from CARE, and can have a dual approach. CSET is very important, as oftentimes that is who will have first contact with somebody who is having a mental health crisis. Having officers within EPD who are trained to go out and field mental health calls, especially as CARE is still building out the availability, is critically important. CSET are not officers who are on patrol and going from call to call, which allows for CARE to have a thorough co-response. If there is a client who is known to be in crisis, if they are dangerous and aggressive, CARE can respond with CSET and spend an hour or an hour and a half with that client with CSET present. That is not something that patrol would have the capacity to do because calls would be stacking up. City Manager Slattery made an organizational point, EPD is a department of the City. City Manager Slattery took over as city manager, moved social services programing under Economic Development, which falls under the City Manager's Office. When added CARE, included in with the Social Services programming, felt that providing community members with jobs and better quality of life, all of those things fell under Economic Development. Organizationally it falls under Economic Development which is overseen by the City Manager right now. Managing Mental Health Clinician Rosen brought up that when there is a crime, a weapon, or violence, that if there is a mental health component co-responding with CSET or patrol and CARE staff or Uplift staff.
Councilmember Fernadenz asked when CARE is diverting from 5150, is that through a recommendation to law enforcement, how is that determination made. Answer: Managing Mental health Clinician Rosen said that over the last year, it's been mutual and there has been a lot of consultation. Has appreciated EPD's willingness to work with CARE and discuss openly what the best avenue would be for a client. Oftentimes before any decision is made will step back, situation allowing, and will consult what the best option will be, if a crime has been committed and in that case performing the mental health evaluation for the jail, or if something that can be diverted to a lower level of care and jail and hospital are not necessary, in which case CARE can take over and dismiss patrol back into the community, and CARE will continue to work. That's what is being seen in 76% of the time, CARE taking over the call, getting someone what they need without law enforcement needing to be further involved. It is a collaborative approach, especially becuase clinicians within the County must be employed by County Behavioral Health in order to write a 5150. Currently Rosen cannot write that 5150 hold, but that is in process to be changed in the future.
Councilmember Fernandez very glad to see the EWOCs available now; asked if there have been any behavioral or safety issues that have been brought up since these have been instituted in the last year. Answer: Managing Mental Health Clinician Rosen said that there haven't been issues at the centers themselves. There had been some issues in transporting people back, but then staff will dive in and do case-management work, and learn that other issues are arising, and at that point that is CARE staff fielding that. As far as the staff and community partners hosting those sites, there haven't been any issues.
Councilmember Fernadenz asked if someone is intoxicated in some way, if they are still able to access the EWOC. Noted that these were implemented with the aim of having as few barriers as possible, and there haven't been any issues. Answer: Managing Mental Health Clinician Rosen agreed that there haven't been issues. When conducting the screening process, looking for lowest barriers possible, so unless someone is actively intoxicated to the degree where their behavior is going to become a problem or they're a medical risk due to the degree of intoxication, then letting people in to the EWOC. As far as behavioral or psychiatric issues, as long as people are able to maintain in a group setting, they can come in. The EWOCs also are equipped with kennels, had two dogs the first night and one dog the second night. Those people were people who otherwise would not have been able to access other shelters becuase the EWOCs do allow dogs and other pets. Have worked hard to keep the barriers to access low; as long as someone is not actively dying from a medical condition or actively acting out due to mental health or intoxication, we are getting folks in.
Councilmember Fernandez asked for clarification on moving to a 7 day per week response. Answer: Managing Mental Health Clinician Rosen clarified that they are working toward the Alternative Response component over the next couple of months, will be implementing those protocols. Will also be seeking funding from grants and other potential funding sources to go to the 7 day per week model, but will need funding to fill those last two positions. Councilmember Fernandez asked if it would be a 24 hour program. Answer:To go to a 24 hour model, would need 3 more clinicians and 3 more case managers at minimum. Councilmember Fernandez asked how staffing times were determined. Answer: Staffing times are determined by analyzing 911 data from EPD, able to determine when peak number of mental health service requests are coming through, and able to stagger staffing times to meet those peaks. Currently, peak begins at about 10:00 a.m., and begin to decrease at 8:00 p.m. and hit the low for the night at 10:00 p.m.
Councilmember Bauer noted the impact that the program has had in a short period of time. Noted that it is a difficult job, and affects things like the emergency room. Noted that hears a lot from the public about people yelling in the streets. Asked if that is a problem that is unique to Eureka. Answer: Managing Mental Health Clinician Rosen said that this is not a problem that is unique to Eureka, and seeing mental health service needs and demands rising across the country, finding that the rate that the mental health workforce is growing is not enough to meet the need. This gap leads to measures and initiatives being pushed to try to solve some issues legislatively. There have been a slew of studies, one from the Rand corporation, one from San Diego Workforce Partnership identifying that they will be approximately 18,000 workers short in the next 10 years. There's a lot of data that shows that we are coming up short and that we need more.
Councilmember Bauer asked where people are coming from, are they part of the community that fall out of services, and when making contact, is staff asking that question. Answer: Managing Mental Health Clinician Rosen certainly follow up with that; one of the evidence-based practices for working with folks in crisis, especially once they are deescalated in that moment, is trying to return them to natural supports. What has worked in the past to deescalate and stabilize them, and how do we get that. Part of that is asking if they have family or friends or a social network that has supported them in the past and what has helped to enable their stability. Absolutely exploring that with the clients that are willing to work with and talk with the CARE team.
Councilmember Contreras-DeLoach noted that all the questions she would have asked have already been asked, shared appreciation for the program and all of the work that staff is doing across the different organizations and programs.
Mayor Pro Tem Castellano noted for viewers that the slide that discussed the new location for the CARE offices showed a photo of the Pink Lady Mansion, but the offices are not in the Pink Lady. Managing Mental Health Clinician Rosen clarified that the new offices are in what they are calling the Waterfront Annex, located at the former Englund Marine location, at the foot of Commercial Street.
Mayor Pro Tem Castellano noted that there is coming legislation in California related to people with disabilites, and that Managing Mental Health Clinician Rosen has a unique insight into this area. Asked if he was able to provide information or suggestions to the people implementing legislation or the people thinking about future work around people with disabilities. Answer: Managing Mental Health Clinician Rosen said that he does his best to advocate as much as he can; haven't had the direct ability to advocate. Clarified that Mayor Pro Tem Castallano was referring to the recent Senate Bill (SB) 43 expansion of the gravely disabled definition. Have not had a direct chance to speak about that, but would be happy to provide more information to Council about that.
Mayor Pro Tem Castellano said that any time that the City of Eureka can help inform legislators about rural northern California and the creative solutions as well as the struggles; that is an important perspective to share. Would be excited for staff to participate in those conversations whenever possible. Response: Managing Mental Health Clinician Rosen said that with regards to SB 43, he and Commander LaFrance, in collaboration with Redwood Coast Regional Center and County Behavioral Health are providing trainings on 5150 writing, autism spectrum disorder, and SB 43, and invited Councilmembers to attend the trainings to learn more if interested. County Behavioral Health Deputy Director Paul Bugnacki will be presenting on SB 43 and the County's approach, could see if that is something that could be presented to Council at a later date.
Three people shared public comment. One commenter spoke about the land acknowledgement. One commenter spoke about PTSD and war in Gaza, asking for a ceasefire. One commenter spoke about detectable warning plates at intersections and crosswalks near Sequoia Park becoming tripping hazards.
F.1. Approve City Council regular minutes of February 20, 2024
F.2. Elk River WWTP Cogeneration System Upgrade - Acceptance
F.3. DOJ & FBI Background Check Authorization
Agenda Summary - Background Check Authorization
Resolution - Background Check Authorization
F.4. Prohousing Incentive Program Funds Resolution
Agenda Summary - Prohousing Incentive Program Funds
Resolution - Prohousing Incentive Program Funds
Motion to Council
No items requested to be pulled from the Consent Calendar. Council voted to pass the entirety of the calendar; motion passed unanimously.
G. Legislative Action Correspondence - Watch
Councilmember Bauer would like staff to review SB [1119], dealing with hospitals and seismic retrofitting. Would like more information about whether the hospital operations would be affected, and would like to have a letter to bring back to the next Council meeting to support the hospital to give them more time.
I. Reports & Action Items - Watch
I.1. 2024 Participatory Budget Program - Watch
Agenda Summary - 2024 Participatory Budget Program
Presented by Finance Director Millar.
Participatory Budgets are where community members decide how to spend part of the City's budget. It requires public participation with the help of City staff and Council. The guidelines are that projects must be a "public good", within City limits and reflect the vision and values of the City of Eureka. Participatory Budgets are also a great tool for educating the public about the realities of budgeting and project management, is a great way to encourage civic engagement, and the potential to identify future City leadership through this program.
The process for the City of Eureka starts with budget allocation. Staff reviewed the last year's budget and determined that there was enough of a surplus to set aside $75,000 for this program. Planning to allocate a budget of $15,000 to each ward. Council approved that step already, and the program is ready for the next step.
The second step is to assign community leaders. Would like to identify two community members from each ward to serve as a Budget Delegate and an Alternate, determined by the Councilmember for that ward.
The third step hosting an introductory meeting with ward delegates to review the program guidelines and to begin the planning process. Staff will work with delegates to decide where to have the meetings, if they will be in-person or video conference, how to initiate outreach, and deciding how to select projects. When that is complete, staff will work with the delegates to help with outreach, staff will help with communications and selecting applicants to participate in each of these meetings.
Step four is to hold meetings with the public to identify potential projects. Staff from different departments will be available during the meetings to help determine feasibility and cost estimates. The participants will select the project or projects for each ward.
Once the project or projects are determined, the fifth step is staff working with the delegates to present the proposed projects at a City Council meeting for final approval.
Last year, funded five different projects, including Rental Assistance program, Utility Assistance program, hosting a tiny home/authorized encampment workshop, installed pedestrian safety devices at the intersection of California and Wabash, and funded an intersection mural at Summer and West 14th Street. The mural project is not yet completed, but hope to have that completed this summer.
Addressing the Rental Assistance and Utility Assistance programs from the last round, they were very successful and the funds were completely exhausted. The City has recently identified nearly $300,00 in funding available for the Housing Assistance program, in funding from the Homeless Housing Assistance & Prevention Program, will hopefully have these funds available around April. The CAPE program secured these funds, and are earmarking them for Housing Assistance. The Utility Assistance side isn't as successful, but staff does have leads on funding and will report back to Council. Utility Assistance isn't as easy to fund now, staff will continue to pursue that.
Council Questions
Mayor Pro Tem Castellano asked if there will be opportunities for "cross-pollination" between wards if there are similar projects or potentials for collaboration. Finance Director Millar: the plan is to compile lists of the project ideas collected from the meetings, and share those with each group. If the groups see projects that they may want to copy or piggy-back on, they will have that opportunity.
Councilmember Fernandez asked if there was a stipend available for people who serve as delegates or alternates. Answer: Finance Director Millar confirmed that.
Councilmember Fernandez asked if the projects could be ward by ward, or if it could be something City-wide. Answer: Finance Director Millar confirmed that.
Public comment for this item
No public comment for this item.
Council Comments
Councilmember Fernandez commented that he is very enthused by this initiative and what has come out of it so far. Sees it as an opportunity to engage those not otherwise engaged around the periphery of City engagement. Wishes the budget amount were a little more, but understands the constraints. The opportunity for people to collaborate on this project is very exciting.
Mayor Pro Tem Castellano appreciates the Housing Assistance funding being brought forward to assist people with housing, and to also use the Participatory Budget funds for other projects this year.
Motion to Council
Council voted to approve the 2024 Participatory Budget Program; motion passed unanimously.
J. Future Agenda Items - Watch
No items requested.
K. City Manager Reports - Watch
City Manager Slattery adding to the presentation from Managing Mental Health Clinician Rosen about CARE's increase in staffed hours coverage. In discussions with a local entity to make that happen. The overall intent is first to get to 7 day coverage during peak call hours, and the ultimate intent is to have 24/7 coverage. At that point, plan on combining that overall social services programming into a department of its own. Feel that there is a high likelihood of doing that, trying to reach that goal by the end of either the fiscal year end in June or by the end of the calendar year in December.
Additionally, Commander Lafrance is working with EPD, CSET, CAPE and CARE to conduct the City's bi-annual survey of community members experiencing homelessness. That will be starting up this week, and there is an incentive of a steak dinner with the City Manager for the person who conducts the most interviews, and invites Council to participate if they choose. The survey has been invaluable, and speaks to some of the points that Councilmember Bauer was asking about, where people are from, how they got here, and those types of things. Provides information that is used to shape the programs to better fit the needs of the people in the community.
M. Council Reports & City Related Travel Reports - Watch
Councilmember Contreras-DeLoach attended the Human Rights Commission discussion on free speech, was particularly moved by what Betty Chinn shared. There was a good turnout from people from the City and County. Participated in Bowl for Kids Sake, and will be traveling to the CalCities Redwood Empire Division meeting in Willits.
Councilmember Moulton attended 2x2 meeting with Eureka City Schools where they presented the synthesis of their Portrait of a Graduate survey, a sort of strategic visioning of what the community wants to see a graduate of Eureka City Schools look like, the results of the survey is aiming for a well-rounded person who can be productive in the modern world, not just rolling along with things as they have always been, but moving forward with a useful education. Raised funds for Bowl for Kids Sake, attended dinner at Humboldt Bay Fire Station One and ate dinner with firefighters.
Councilmember Bauer attended mother's 80th birthday, went to Keep Eureka Beautiful meeting ahead of street tree planting on March 16th, went to Bowl for Kids Sake, will be hosting an invasive species removal and clean up of Cooper Gulch on March 30th, invites the public to attend. Will also be attending the CalCities Redwood Empire Division meeting in Willits.
Councilmember Fernandez also attended Eureka City Schools 2x2 meeting, able to attend Bowl for Kids Sake, will be attending the Civic Well Policy Conference, topics for discussion include energy, infrastructure, transportation and disaster preparedness. Will be participating in a ride-along with EPD, and will be at the Gazebo in Old Town this Saturday, March 9th at 5:30 p.m. attending event co-hosted by Queer Humboldt and Sisters of Perpetual Indulgence in remembrance of Oklahoma teen Nex Benedict.
Mayor Pro Tem Castellano will also be traveling to the CalCities Redwood Empire Division meeting in Willits.
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