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Human Relations Commission

Minutes of Regular Meeting
January 9, 2003
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The Human Relations Commission of the City of Los Angeles met for its monthly meeting on Thursday, January 9, 2003, at 10:00 a.m., 200 N. Spring St., City Hall Room 1050, Los Angeles, CA 90012.

1. Approval of Minutes from December 5, 2002

(Minutes were not approved, since there was no quorum.)

2. Commission Roll Call

Commissioners introduced themselves.

(Advisors introduced themselves later on during the meeting.)


3. President’s Report (Lorraine Bradley)

President Bradley pointed out that, since there was no quorum for this meeting, the Commission had no voting power.

She also announced that, due to the size and volume of the report for the Ethics Commission, it would be more convenient for members to access it at the Commission’s office.

4. Executive Director’s Report (Rabbi Allen Freehling)

Rabbi Freehling began by announcing personnel changes. He extended his gratitude and appreciation to the work and dedication of Ruby Turner, who has left us to work at the Library Department. The Personnel Department has been notified of the vacant position. Despite of the current hiring freeze, an exemption has been granted and the process of selecting Ms. Turner’s successor is underway.

He also announced the addition of a new member of staff (Won Kim), and explained Ellie Sears’ added temporary responsibilities until Ruby’s replacement is in place.

Ellie addressed the Commission and introduced Mr. Won Kim to the Commissioners. She pointed out that his position would be to assist in the administrative management of the department.

5. Approval of the Human Relations Commission Revised Conflict of Interest Code (Ruby Turner)

Ruby Turner provided a copy of the proposed revision. The city’s ethics ordinance requires that elected officials, appointed volunteers and city employees, who occupy positions that directly influence city policy or who are in the position of approving the expenditure of money, are required to be listed in each department’s conflict of interest codes. In addition, there may be semi-annual or annual reporting requirements.

This revision only adds the two new positions that have been added to the city’s conflict of interest code since 1997 when the HRC became a city department; i.e., an Assistant Executive Director and a Senior Project Coordinator.

Rabbi Freehling clarified that when there is a quorum the Commission will be asked to adopt this policy. Ruby confirmed the need for commissioners to vote on this item when there is a quorum.

Commissioner Steinberg inquired as to why this action is required.

Chelsea Cochrane, a member of the Ethics Commission staff, explained that it is required by state law that the item be approved at departmental level before it is sent on to City Council for final review and ratification.

Commissioner Steinberg also asked who developed the policy and if there are any other related matters that the Commission should be concerned about?

Chelsea answered that the Ethics Commission worked with department’s staff to develop the policy. Since this conflict of interest code only covers these two new positions and because there are no additional disclosure items, there are no additional concerns.

6. Presentation by Department of Neighborhood Empowerment Greg Nelson, Executive Director)

First, Mr. Nelson elaborated on the strong relationship that exists between the Department of Neighborhood Empowerment (DONE) and the Human Relations Commission. He further explained that the presence of Neighborhood Councils is new to most city departments, and that our department clearly supports the concept of participatory democracy, and he most appreciates our staff’s assistance in introducing this new concept to city departments.

The Human Relations Commission’s staff members have been helpful in assisting with the Neighborhood Councils’ elections process, facilitating dispute mediations and monitoring meetings, as well as intervening in difficult situations where a third party is needed to re-start dialogue.

Mr. Nelson added that DONE will be requesting additional assistance from the Human Relations Commission. More specifically, with the upcoming Congress of Neighborhoods in April, the Human Relations staff will be asked to provide advice re: training aspects and facilitation workshops at that event.

Aside from training sessions at such gatherings, Mr. Nelson also discussed the overall orientation setup, which will be refined in three ways:

1. The use of videos as informative tools that cover subjects such as Ethics and Brown Act requirements.
2. Class room training.
3. The utilization of specialized and expert training groups to cover certain areas of interest.

In addition, Mr. Nelson stated that DONE would like to find ways of encouraging members of commissions’ advisory boards to be actively involved in Neighborhood Councils.

President Bradley inquired about the meetings notification methods being used by DONE. Mr. Nelson explained that there are different levels of notifications. If a group is just forming and has not yet been certified, DONE will assist with setting up notifications. He said that the massive distribution of flyers announcing Neighborhood Council events is an ineffective way of getting people involved. Professional organizers have advised DONE that the real key to success is face-toface communication. So, it is necessary that the forming Neighborhood Councils go to the religious institutions, block clubs, coordinating councils, chambers of commerce, home owner groups, etc. to find people who will get involved in leadership role, and - in return – recruit more people to become involved. An electronic notification system is set up for councils to communicate throughout the process. Once a group is certified and has a governing board, it is eligible to receive $50,000 from the city. The Charter mandates that they must communicate with all stakeholders on regular basis; thus, part of that money should be used for mass communications. DONE is using a combination of two techniques of communication. The first one is a door-to-door delivery of flyers; however, there is a problem gaining access to gated communities and secured apartment buildings. The other technique is called “Saturation Mailing,” wherein flyers are delivered to every Post Office mailbox. Also, the Daily News has agreed to announce San Fernando Valley Neighborhood Councils’ meeting events. The Neighborhood Councils are responsible for initiating contacts with all local newspapers.

The question of the type of power given to Neighborhood Councils was asked of Mr. Nelson. He replied by specifying that once a Neighborhood Council is certified it is not given any power, influence, or credibility. Since this is a system of participatory democracy, a Neighborhood Council must form in such a way as to represent the diversity of its diverse constituency. As such, conflict and disagreements are expected. The idea is to see if they can resolve disputes and discuss differences in a rational and meaningful way. Finding common goals can help them to work together. DONE can help train leaders with proven techniques and guide them by providing advisors. Neighborhood Councils must be able to involve as many people as they possible can to assist them.

Also, the issue of language diversity and how DONE is dealing with pluralism was brought up. Mr. Nelson reported that interpreters are used along with translation equipment. However, due to the cost of professional translators and the number of meetings going on almost simultaneously, Neighborhood Councils have been asked to find skilled volunteers to render this kind of assistance. Professional interpreters are usually present at important meetings; e.g., certification sessions and elections. Moreover, there is a on-going challenge because of the vast number of languages and dialects used in many neighborhoods, so that it becomes very difficult to provide an adequate number of translators at any given location.

Commissioner Hussain praised the efforts of DONE and offered two comments. First, he asked how the cost and expenditure for events, such as the Neighborhood Congress, are covered. Second, in terms of communication, he suggested posting flyers in local stores as a way of reaching out to all members of a neighborhood. Mr. Nelson replied to the posters suggestions by confirming that they have been used in some areas, and, based on a survey in Los Feliz, the use of posters was voted number two in terms of effectiveness. This method is highly recommended and DONE covers the expense of printing posters and allows the members of Neighborhood Councils to distribute them. Regarding costs, DONE is covered in the Mayor’s Annual Budget proposal. During the current year, $100,000 was provided to cover the expense of DONE’s Congress events. Other creative methods are being used to figure out how best to cover all expenses within the limits of money allocated in the budget. For instance, moving the Congress event from a hotel to the Convention Center saved money while providing all the space needed. Budget Day was another event in which Neighborhood Councils met together with representatives of all city departments to discuss the 2003-04 budget. This event was very successful in opening up channels of communications, while encouraging collaboration amongst the various departments.

Commissioner Hussain then asked if all communications and advertising are channeled through DONE. Mr. Nelson said that, since the $50,000 per Neighborhood Council has not yet been allocated, advertising for meetings has been prepared with DONE’s assistance.

Commissioner Steinberg asked for some statistics regarding the number of Councils that now exist and how many more are expected to be founded? Based on the summary report provided by DONE, Mr. Nelson pointed out that there are almost sixty certified groups. Once a group is certified, its leaders begin to plan for elections with DONE’s assistance. Of those now certified, twenty-eight have completed their elections. There are seven or eight groups that are still going through the application process. Ultimately, the Charter requires that all parts of the city have Neighborhood Councils, so more than 110 will ultimately exist. Once all areas are covered, the Neighborhood Councils will determine their own governance.

Commissioner Muskin asked if a Neighborhood Council’s decision is binding and if they have to process it through the City Council. Again, Mr. Nelson specified that they have no power; rather, this is an example of participatory democracy. They are not part of the City Hall system. The idea is to give them tools to form good working relationships so they may influence policy makers. Their power comes from the amount of influence they possess and their ability to form and act in a way that will address issues and get involved with school boards, zoning boards, etc. DONE trains Neighborhood Councils’ leaders and provides them with needed information so they may make appropriate decisions.

There was also a question regarding the map of Neighborhood Councils areas and the meaning of the “A” marked area. In response, Mr. Nelson stated that this area represents Pacific Palisades, where there are no active efforts towards a group becoming a certified Neighborhood Council. The area already has an existing community council that represents the diversity of the residents and merchants who are located there. It appears that they do not have a strong urge to change their current set up and become a certified Neighborhood Council. DONE is mainly concerned with areas that do not have any representative leadership in place.

7. Reconsideration of Proposed Sub-Committees

President Bradley acknowledged the commissioners’ receipt of the proposed subcommittees list, and she asked Commissioner Bartenetti to discuss the role of the suggested Board of Advisors.

Commissioner Bartenetti stated that it was decided that at this point there is no pressing need to form an entire organization of sub-committees, primarily because of the pressure this would exert on the staff by creating additional work for them. The Board of Advisors may only be needed when there are some pressing needs. If it is determined that other sub-committees are needed, it would be up to that group to decide on how often its members need to meet.

Moreover, Commissioner Bartenetti explained that it would be best to look at the issues on a case-by-case bases to decide if there are going to be continuing issues that will require a sub-committee to act, or if there is an issue that can be addressed by the Commission-at-large. If it is determined that a sub-committee is needed, a decision would have to be made of whether or not to establish a standing subcommittee within the context of complying with the Brown Act, or that organizing an ad-hoc committee is required.

Rabbi Freehling pointed out that in late December a letter was sent to each of the members of City Council, who have not yet made their appointments to our Board of Advisors. Also, a similar request went to the Mayor’s Office, since its staff has the ability to name advisors, as well. He also mentioned that another letter was sent to the Mayor’s Office regarding the four vacancies on our Board of Commissioners.

Commissioner Steinberg inquired about establishing additional sub-committees, such as one that would focus on educational issuers and another that would do research – its existence would reveal subject matter with which the Human Relations Commission could be involved. He suggested that we could establish an evaluation or a report card of activity in which the Human Relations Commission is interested. Such a report card would help to establish an objective means by which we could evaluate the success of the Commission, as well as to provide public relations exposure. Commissioner Steinberg expressed his willingness to participate in such committees.

Rabbi Freehling elaborated on the importance of the relationship between the Human Relations Commission and many other city departments. The approach that he has fostered is one of suggesting collaboration and offering our assistance. We have been establishing these relationships by approaching department managers and asking how the HRC can be of help to their department. He expressed his concern regarding Commissioner Steinberg’s recommendation for fear that we may appear to be attempting to criticize the abilities of other departments, rather than engaging them in collaborative efforts.

Commissioner Steinberg clarified his perceived need for research. Such a committee will not take over the functions of a department. Rather, a research will attempt to find out the types of human relationship problems that are extant in Los Angeles. If such data is already available, the Human Relations Commission should have knowledge of it.

In response, Commission Bartenetti underscored the growing demand on staff time that is a direct result of Rabbi Freehling’s efforts, and the time commitment required of Commissioners if certain kinds of sub-committees are brought on line. For these main reasons there is a concern over the success of such sub-committees. Therefore, it was suggested that it is best to approach their formation gradually by first determining actual needs, rather than imposing a structure without finding out if it is really needed.

Again, Commissioner Steinberg emphasized his willingness to commit his time to guarantee the success of certain sub-committees, and he stressed the importance of research so we may identify problems and those subject matters that the Commission should cover.

President Bradley pointed out that similar research may have been performed by other departments, which could provide us with data. Perhaps, a request can be made to obtain their reports. A question can be directed to the staff to get the needed information to the Commission, rather than our establishing a research subcommittee.

Commissioner Steinberg said that since the staff is deeply involved in its own work, a sub-committee could be established to help with the research. Furthermore, Commissioner Steinberg then asked about the function of the Board of Commissioners and its accomplishments to date.

President Bradley asked Commissioner Steinberg if he does not think that our staff can provide some needed information. Commissioner Steinberg confirmed that he feels that staff is already overworked. President Bradley asked if an ad-hoc committee would be able to handle research through the advisors. But, Commissioner Steinberg eluted to the fact that there are only four advisors at the moment.

Rabbi Muskin asked about the number of advisors that may be participating once all slots are filled, and if they will meet as a group?

Rabbi Freehling stated that the Board of Advisors is a group-in-formation. Each member of the City Council can appoint up to two, the Mayor appoints up to five, and the President of the Commission has already appointed her designates. Until more are in place, it is unlikely that the advisors will meet as a group.

A veteran advisor elaborated on the efforts put forth by former advisory committees. She indicated that they met regularly and helped support the Commission, while performing functions that the staff currently covers. Rabbi Freehling’s predecessor did not find their efforts to be functions of importance. Furthermore, she explained that their activities involved social, economic, and racial issues. Since the Board of Advisors is viewed as a humanitarian and non-government entity, it allowed members to be more approachable in certain areas than were commissioners. Also, she encouraged the involvement of the Commission especially in certain areas such as the Board of Education and the City Housing Authority, and she expressed her willingness to put in the time and efforts required.

Rabbi Muskin elaborated on Commissioner Steinberg’s concerns regarding the functions of the Board of Commissioners and their relationship with the department’s staff. He praised the staff’s work and effort; however, he eluted to the need to identify the role of the commissioners. Furthermore, he suggested that, based on the knowledge of current commissioners in the fields of education and the work of faith communities, it might be possible to create sub-commission that would concentrate on these particular areas of concern.

President Bradley responded by first stating that there is a need to have certain subcommittees in place but that we need to avoid making a connection with the Board of Education which would interfere with on-going communication between some of its members are our Commission’s staff.

Rabbi Freehling stated that there have been several confidential conversations regarding our role within the context of LAUSD and he requested that the issue of public education be set aside until it becomes appropriate for him to render a report to the commissioners about what might transpire

Commissioner Steinberg recalled that, aside from the Board of Education, the Commission sponsored activities such as the preparation and distribution of an annual Human Relations Commission-sponsored calendar and several essay contests in which students were involved.

With respect to Commissioner Steinberg’s “report card” idea, President Bradley requested clarification in the form of a written report that he would submit to the Board of Commissioners.

In response, Commissioner Steinberg re-stated that one of the things he would like to do is to organize a group of people who would discuses certain human relations elements that can be evaluated objectively.

President Bradley elaborated on the need for an understanding of the idea, and the importance of a written report that would detail the format and functions of the subcommittee Commissioner Steinberg is proposing. Once it is reviewed and there is a quorum, the Commission could vote on its status. She also mentioned that any sub-committee that is established will be open to the participation of Board of Advisors members.

It was pointed out by one of the current advisors that there is a crisis in housing and that the information is available for the commissioners to review.

Another stated that, in the past, there had been a number of project set up in which commissioners and advisors were involved; e.g., transportation, immigration, education, media, and housing.

In reply, President Bradley pointed out that all of the mentioned categories are listed as sub-committees. However, the commissioners were unable to vote on whether or not to accept these sub-committees because of a lack of a quorum. Certain commissioners have expressed their willingness to participate in one or more subcommittee once the matter has been voted on and accepted.

Rabbi Muskin asked Rabbi Freehling if he can elaborate on the relationship between staff and the Board of Commissioners, and what is his vision of the commissioners’ role?

Rabbi Freehling replied by first stating his concern regarding available staff time and the pressure on our personnel Vis a Vis ever-increasing responsibilities. He expressed his concern about the commissioners taking on additional responsibilities which would result in the staff’s being expected to take much of the burden. Therefore, there needs to be a commitment on the part of commissioners to accept responsibility if they elect to take on additional tasks. Rabbi Freehling further noted that he and Arturo Pina are constantly measuring the staff’s capacity as they continually broaden and deepen the involvement of the staff in new endeavors. With respect to the issue of sub-committees, Rabbi Freehling also pointed out that the suggested sub-committees would be linked to satellite groups already in existence with the exception of the Board of Advisors and a proposed Board of Neihborhood Councils Representatives. In essence, he stressed the need for the relationship between staff and commissioners to be a partnership.

Commissioner Steinberg recalled having two types of working models. The first one involved required the commitment of commissioners, advisors and community members, who brought recommendations to the Board of Commission for votes. The other model was similar to the current setup, wherein commissioners come to monthly meetings but do not participate in active sub-committees. He acknowledged the importance of the points that Rabbi Freehling brought forth in terms of commissioners’ commitment of time and energy, and he again confirmed his commitment to the sub-committees that are to be established.

Rabbi Freehling also talked about the need to consider the fact that four vacancies still exist in the Board of Commissioners, and he urged that no one assume that any newcomers may be willing to commit their the time to the demanding work of standalone sub-committees.

Commissioner Steinberg asked President Bradley if she could intervene to expedite the Mayor’s Office’s appointment of the four remaining commissioners. In response, President Bradley indicated that Rabbi Freehling is diligently pursuing this task. Commissioner Steinberg suggested that because of her elected position, she might be able to assist and further expedite the appointment process.

Rabbi Freehling noted that Deputy City Attorney Anthony Alperin, who is a specialist regarding laws that govern Commission and Department Boards, has been invited to speak at the next meeting. He will be able to provide information pertaining to the Brown Act and other related legal information.

8. Consideration of proposal offered by Charles Moorhead

(See page 8 of Nov 7, 2002 minutes)

Because of a lack of a quorum, this item was not voted on and it was carried over to the next meeting’s agenda.

9. Public Comment

Joseph Smith spoke in support of Proposition 36, and about his passion for working with the Red Cross. He indicated that, in situations of disasters, conflict might arise as to who should handle certain tasks. For that reason, the presence of a mediator is very crucial so all efforts may be coordinated. As a mediator, Mr. Smith indicated his capabilities of determining the needs and the availability of tools, which could be of help in disaster situations. Moreover, he indicated that his passion for Prop.36 arises from the humanitarian aspects therein and the need to have a budget to assist the homeless. The lack of low cost housing presents a dire problem to the City of Los Angeles, and could create a problem that is bigger than we can imagine. As an example, he cited the need of those men and women who have been recently released from prison and the frustration they face when they confront the high cost of housing; this could result in their committing crimes out of sheer desperation. Homeless people are very disparate. They are not only drug addicts and/or criminals; they and others have the need of low cost housing. Mr. Smith stated that the housing situation is an emergency one that threatens cohesion and serenity in our city. He said that it is very important that we address the issue of housing and homelessness to avoid future catastrophes. Moreover, Mr. Smith offered his assistance and support.

President Bradley announced the need for volunteers to participate in the next elections as poll workers.

10. Adjournment

The meeting was adjourned at 12:00 p.m.