uponreconsidering posted: " Basic urban problems and "mental health" It is reported that roughly three people in Toronto die each week because of homelessness and addiction problems (although Toronto has passed resolutions this week which may seriously attempt to deal with those" Upon reconsidering...
It is reported that roughly three people in Toronto die each week because of homelessness and addiction problems (although Toronto has passed resolutions this week which may seriously attempt to deal with those problems). There have been numerous studies over the past four decades about what causes urban unrest in our area, along with specific proposals to solve those problems. They have been largely ignored or hobbled. I know from my work on many advisory committees in my regional municipality and from conversations with many front-line service providers, that all too often new programs get only short-term funding. Staff routinely are hired and let go at six-month intervals, making consistent delivery of services nearly impossible. Such shallow approaches have existed since the 1990s to my own knowledge, but perhaps much longer. We have a long history of avoiding engaging these problems -- discrimination of several kinds, inadequate housing, and drug-related criminal violence, warrant peoples' attention (other than increasing police responsibilities) only when they culminate in unsafe transit. But then we blame mental health issues.
Cybernetics includes the study of how people fit into processes and systems and is a useful approach. But satellite imagery was not going to provide solutions to mental health problems. I'm not sure what would: Healing: Our Path from Mental Illness to Mental Health, by a former director of the National Institute of Mental Health Dr. Thomas Insel, says that how to heal mental health problems has not been discovered. I'm not quite so pessimistic. My own training progressed from my undergraduate thesis on "Moral Responsibility in the Ideas of Freud and Jung," through Piaget, psychotropic medicine, milieu therapy, conjoint family therapy, transactional analysis, psychotherapy, mental health farms, community mental health programs, and the contributions of neurology. So I know that many people get effective help to some extent. But not enough people get enough help, soon enough.
I have been a mental health chaplain in the U.S., as well as a parish minister in downtown urban areas, rural areas, and suburban places in Canada. In all locations I have worked with the poor, hungry, mentally ill, people who haven't the place or funds to attend to their hygiene, (including feminine hygiene), and homeless. I know about these matters.
Anyone who is without reliable income, food, medication, hygiene, shelter, warmth in winter and coolness in extreme summer temperatures, may lose any sense of control over their lives. They adopt whatever behaviour helps them get through the day and the night. The inadequate income provided to our poor and our disabled not only does not provide their basic needs, it is constructed to deliberately limit what they can achieve on their own, and then make them feel badly about themselves for being poor. Yes, we provide free (to some extent) medical care and hospitalization, but once you return "to the community", that disappears. If your eyesight is not corrected because, being homeless, you have difficulty keeping your glasses; when on the streets or in crowded shelters; if your hearing is degrading but you can't get the kind of hearing aid you need; or if you can't afford the medications or over-the-counter pharmacy support, hygiene products, cane (let alone walker or wheelchair), or assistance for blindness, or mask, what then? It's very difficult to get on with life, although I have seen, daily, evidence that it is not impossible – for a while. Mental illness is not necessarily the cause of these people living on transit. But it may be the result of what drives them to live on transit What I saw riding the 505 Dundas streetcar in Toronto - The Globe and Mail.
People who are homeless are not necessarily that way because they are mentally ill, but homelessness may bring on mental health problems.
I support space exploration and cybernetics and all that, but we do not need to go look there, to understand and deal with urban problems here. We need to be caring, attentive, thinking individuals who form supportive communities. We need to be here, not there, to solve here's problems.
How to organize our efforts here?
Let us reconsider some more of the past.
Gal Beckerman (The Quiet Before: on the Unexpected Origins of Radical Ideas) examines what was going on (conversations, meetings, rallies) before major revolutions. He examines movements from the beginning of the twentieth century on, into very recent years, e.g. Black Lives Matter, Black Identity, Dream Defenders, in reaction to assaults on Blacks in the U.S. and the resultant calls for defunding the police in Milwaukee. The Soviet-era prisoners' Samizdat communicated by hand-written and hand- delivered small pieces of paper, and BLM and others tended to use social media, but all can be described by an analogy he borrows from Hanna Arendt, "the table". He says that some of us need a table of our own, away from the main tables at which sit the powerful and important majority. A table where we can sit and talk with a few. He recounts how some groups got away from Twitter and the other large tables, and use smaller, secure apps for more limited communications. Some of these apps even inhibit immediate responses to a post, affording some time to contemplate. Some are so restrictive that it's like writing a letter to someone, giving them time to read the entire message, taking some time to think, and then writing a letter back. (I don't know why gmail isn't considered sufficient to this task, but there you are.) Slow communication, both low- and high-tech, has had some profound effects.
These benefits of slow, quiet communication leads me to another book, The Republic of Letters, by Marc Fumaroli, an account of certain people in Europe in the 15th through 18th centuries. They felt the need to communicate with their peers (intellectuals, well-to-do businesses, academics, scientists) to preserve and share knowledge; keep discussion and dialogue going, and carry out cooperative efforts (such as viewing the same part of the sky at the same hour and reporting findings to help establish longitude), through the fog of never-ending European wars. This book has great detail about the format and courtesies involved in these correspondences. I urge readers to examine this book themselves. **** (The book is part of Yale University Press' efforts to disseminate translations of many books to enable scholars and others to be aware of thought in other parts of the world.) As we see in this and in Beckerman's book, the table analogy is very helpful and should be kept in mind.
Conclusions
Not all technology over there is as useful here as it claims. Just as Toronto had to walk away from Sidewalk because the information gathered would benefit Google but not necessarily the community; just as U.S. cities returned to normal air mapping and turned away from satellite mapping; so some recent revolutionary thinkers needed to turn away from mass media to communicate around a table of their own, and the correspondents in the republic of letters needed to stay at their own table to keep civilized thought going.
So do we. But there must be a time to join the big tables here. Join the big tables. Don't throw them out with some sort of revolution. Bring your attention from over there to here.
** I have had much experience in the area of mental health and physical community. In the 1970s when Detroit was the murder capital of America, I was the "community chaplain" provided by the Michigan Dept. of Health to the Detroit Psychiatric Institute, as well as to the 24/7 emergency psychiatry clinic at Detroit General Hospital (no longer extant, I hear), and also to 130 room-and-board and nursing homes in Detroit and three counties. The department I worked for had a heavy emphasis on statistics, so I learned that the usual newcomer to the Detroit General facility landed there in roughly a week after arriving in the city from the rural American South. The culture clash was too much, and they simply lost their place anywhere. Because the Detroit Psychiatric Institute was one of the few buildings still standing after the riots of 1967, and because most of the community facilities I visited regularly were in slum areas, I learned quickly the relationship between physical and social environment, and mental health. I studied the plans for urban redevelopment centering around the Renaissance Centre, sponsored primarily by the Ford Motor Company. I preached at Black Presbyterian churches in the city and talked with people there, and tied to help the "community leave" patients find spiritual support and care at nearby churches. Talking with my patients and their families, the pastors, the home administrators, and community activists, and the hospital staff, I learned a great deal about how physical and social environments affect mental health, and how mental health difficulties influence perceptions of the social and physical environments.
****I regret that this blog is not the same level of discussion as did the Republic of Letters, but who knows? Perhaps ore of my readers will decide to pick up a virtual pen and express their views to others as well as to myself.
BayNet posted: " Compensation $115,877.16 - $140,849.40 Annually Description Contra Costa County's Library Department is seeking qualified candidates to fill one (1) vacancy for the Library Services Manager classification. The Library is made up of nearl" BayNet
Contra Costa County's Library Department is seeking qualified candidates to fill one (1) vacancy for the Library Services Manager classification.
The Library is made up of nearly 300 employees serving 26 communities throughout Contra Costa County. Its mission is to "Bring People and Ideas Together." It seeks to enrich lives by delivering a consistent, high-quality, and inviting experience at all points of contact. It is an innovative, entrepreneurial and dynamic civic institution that is committed to providing exceptional services to its communities.
The Library assumes a critical role in making the communities strong, equitable, resilient, and progressive. The Library's core goal is to champion personal and community engagement through literacy and reading. It has implemented several programs to ensure easy, equitable access to library services for all. This was exemplified by the Library saying "Farewell to Fines" at the beginning of 2019! By promoting Library services and programs to the community we meet our mission of "Bringing People and Ideas Together."
We are looking for someone who is:
Emotionally intelligent and effective in interpersonal interactions and authentic relationship building
A Leader/Developer/Mentor Proactive and a Strategic Planner
An Excellent Communicator/Collaborator Supportive of the Library's efforts to provide equitable service to its patrons
A Change Champion who is a visionary and creative thinker
Able to thrive in an ever-changing environment
What you will typically be responsible for:
Overseeing and coordinating operations of assigned community libraries or work units directly
Supporting the Deputy County Librarians on organization-wide projects and initiatives
Leading, advising, directing, and consulting with library managers on staffing needs, employee relations, policies, program services and library budgets
Planning, organizing, directing, and evaluating major system-wide County Library programs and services
Remaining informed of, and training staff on, advances in library management practices and resources
Analyzing/creating reports regarding budgets, staffing, projects, procedures and make recommendations.
Supervising, reviewing and evaluating the work of staff
Coordinating and/or participating in community engagement
A few reasons you might love this job:
You will enjoy a flexible work schedule which provides for a supportive work/life balance
You will work for diverse communities and with diverse groups that appreciate the library
You will be a member of a strong and supportive leadership team focused on excellent service and inclusivity
You will have continuous learning opportunities including ongoing training
You will lead or participate in innovative initiatives to bring positive and transformative change
You will have the ability to collaborate with various departments and agencies providing you with networking opportunities to achieve excellent results
You will have excellent benefits including: Health benefits, paid holidays, professional development reimbursement, paid admin leave
A few challenges you might face in this job:
You will be responsible for managing staff at multiple off-site locations
You will have to navigate a public agency that is bound by Budget/MOU/policy restrictions
You will need to learn to work within and navigate a large, complex organization
You will have to adapt and respond to constantly changing conditions
Competencies Required:
Professional & Technical Expertise: Applying technical subject matter to the job
Critical Thinking: Analytically and logically evaluating information, propositions, and claims
Decision Making: Choosing optimal courses of action in a timely manner
Professional Integrity & Ethics: Displaying honesty, adherence to principles, and personal accountability
Building & Maintaining Relationships: Establishing rapport and maintaining mutually productive relationships
Coaching & Developing Others: Supporting others in stretching and expanding their capabilities
Delegating: Sharing responsibility, authority, and accountability
Leadership: Guiding and encouraging others to accomplish a common goal
Teamwork: Collaborating with others to achieve shared goals
Valuing Diversity: Appreciating the benefits of varied backgrounds and cultures in the workplace
Leading the Organizational Culture: Driving the organization's culture through establishing and enforcing norms and/or behaviors in addition to processes
Organizational Systems Thinking: Comprehending the organization as a system of integrated and interdependent functions
Project Management: Ensuring that projects are on-time, on-budget, and achieve their objectives
Thinking & Acting Systematically: Formulating objectives and priorities, and implementing plans consistent with the long-term interests of the organization in a global environment
Desirable Qualifications:
Previous experience in a public library supervising a large number of staff
Experience leading teams through challenging times and changes
Project management experience in a deadline driven environment
Previous experience working within a limited budget
Experience with procedure and policy writing or implementation
Experience training on emotional and cultural intelligence
Analytical thinker
To read the complete job description, please visit the website, www.cccounty.us/hr. The eligible list established from this recruitment may remain in effect for 6 months.
Minimum Qualifications Any combination of education and experience that would likely provide the required knowledge, skills, and abilities is qualifying. A Master of Library Science Degree is not required, however a typical way to obtain the knowledge, skills, and abilities would be:
License Required: Possession of a valid California Motor Vehicle Operator's License. Out of state valid motor vehicle operator's license will be accepted during the application process.
Education: Possession of a Master of Library Science Degree from a program accredited by the American Library Association.
Experience: Three (3) years full-time or its equivalent experience in library management or in a public, major business, or large academic library program and services development: two (2) years of which must have been in a supervisory capacity.
Selection Process Application Filing: All applicants must apply online at http://www.cccounty.us/hr and submit the information as indicated on the job announcement by the final filing date. A completed Supplemental Questionnaire is required at the time of applying.
Application Evaluation: Depending on the number of applications received, an Application Evaluation Board may be convened to evaluate and select the best-qualified candidates for invitation to the next phase of the examination.
Oral Assessment: An oral assessment (interview) will be conducted to measure candidates' competencies as they relate to the job. These may include, but are not limited to: Professional and Technical Expertise, Critical Thinking, Professional Integrity and Ethics, Building and Maintaining Relationships, Leadership, Leveraging Diversity, and Thinking and Acting Systematically. (Weighted 100%) The oral assessment is tentatively scheduled to take place on June 27, 2023 to July 3, 2023. The assessment may be administered remotely using a computer; If so, you will need access to a reliable internet connection to participate in the assessment.
The Human Resources Department may change the examination steps noted above in accordance with the Personnel Management Regulations and accepted selection practices. COVID-19 Vaccine Requirements Please note that as of August 24, 2021, Contra Costa County enacted a mandatory COVID-19 vaccine requirement for employees. Proof of full vaccination will be required of all employees, including new hires. The policy requirements can be found here: https://www.contracosta.ca.gov/DocumentCenter/View/72164/2021824-Mandatory-Vaccination-Policy-PDF?bidId=
CONVICTION HISTORY After you receive a conditional job offer, you will be fingerprinted, and your fingerprints will be sent to the California Department of Justice (DOJ) and the Federal Bureau of Investigation (FBI). The resulting report of your conviction history (if any) will be used to determine whether the nature of your conviction conflicts with the specific duties and responsibilities of the job for which you have received a conditional job offer. If a conflict exists, you will be asked to present any evidence of rehabilitation that may mitigate the conflict, except when federal or state regulations bar employment in specific circumstances. Having a conviction history does not automatically preclude you from a job with Contra Costa County. If you accept a conditional job offer, the Human Resources department will contact you to schedule a fingerprinting appointment.
DISASTER SERVICE WORKER All Contra Costa County employees are designated Disaster Service Workers through state and local law. Employment with the County requires the affirmation of a loyalty oath to this effect. Employees are required to complete all Disaster Service Worker-related training as assigned, and to return to work as ordered in the event of an emergency.
EQUAL EMPLOYMENT OPPORTUNITY It is the policy of Contra Costa County to consider all applicants for employment without regard to race, color, religion, sex, national origin, ethnicity, age, disability, sexual orientation, gender, gender identify, gender expression, marital status, ancestry, medical condition, genetic information, military or veteran status, or other protected category under the law.
