Report on the Appointment of Tompkins County Commissioner of Social Services and Alignment with Sustainable Development Goals

1.0 Introduction

This report details the appointment of Ms. Brittanie Earle as the new Commissioner of Social Services for Tompkins County, effective July 21. The appointment was unanimously approved by the Tompkins County Legislature. Ms. Earle will succeed Ms. Kit Kephart, who is retiring after eight years of service. This transition marks a continued commitment by the county to address critical social welfare issues, directly aligning with several United Nations Sustainable Development Goals (SDGs).

2.0 Appointment Overview

• Appointee: Brittanie Earle
• Position: Commissioner of Social Services, Tompkins County
• Effective Date: July 21
• Predecessor: Kit Kephart
• Approving Body: Tompkins County Legislature (Unanimous Approval)

3.0 Profile of the New Commissioner

Ms. Earle brings over 15 years of public service experience to the role. Her professional background demonstrates a strong alignment with the principles of social equity and community well-being, which are foundational to achieving the SDGs.

3.1 Professional Experience and Qualifications

1. Extensive Public Service: Experience includes roles in residential foster care, the juvenile justice system, youth development, and emergency crisis response.
2. Leadership in Youth and Family Services: Held key positions at the Ithaca Youth Bureau, the New York State Office of Children and Family Services, and Oswego County Opportunities.
3. Crisis Intervention Expertise: Served as interim Director of the Community Response Team at Cornell University, where she developed a trauma-informed, non-police crisis intervention framework. This work contributes directly to SDG 3 (Good Health and Well-being) and SDG 16 (Peace, Justice and Strong Institutions).
4. Commitment to Core Values: Her career has been characterized by a dedication to equity, public health, and community-centered care, principles that underpin SDG 10 (Reduced Inequalities).

4.0 Strategic Vision and Alignment with Sustainable Development Goals (SDGs)

The role of the Commissioner of Social Services is integral to the county’s progress toward the 2030 Agenda for Sustainable Development. The department’s mandate to provide benefits and assistance programs directly addresses several SDGs.

4.1 Addressing Poverty and Hunger (SDG 1 & SDG 2)

The Department of Social Services is a primary mechanism for combating local poverty and food insecurity.

• SDG 1 (No Poverty): The department provides a range of benefits and assistance programs to support vulnerable individuals and families, directly contributing to poverty reduction.
• SDG 2 (Zero Hunger): Ms. Earle acknowledged the challenge of federal cuts to aid programs like the Supplemental Nutrition Assistance Program (SNAP), highlighting the department’s critical role in ensuring food security for residents.

4.2 Promoting Well-being and Reducing Inequalities (SDG 3 & SDG 10)

Ms. Earle’s strategic vision emphasizes equity, safety, and dignity in service delivery, which is crucial for fostering an inclusive community.

• SDG 3 (Good Health and Well-being): Her expertise in trauma-informed care and mental health crisis response will enhance the department’s capacity to support the holistic well-being of the community.
• SDG 10 (Reduced Inequalities): By centering equity in service delivery, the department under her leadership will work to reduce disparities and ensure that support reaches the most marginalized populations.

4.3 Building Strong Institutions and Sustainable Communities (SDG 11 & SDG 16)

The leadership of the Department of Social Services is vital for institutional strength and community resilience.

• SDG 11 (Sustainable Cities and Communities): A robust social services department is essential for creating an inclusive, safe, and resilient community by providing a critical safety net for its residents.
• SDG 16 (Peace, Justice and Strong Institutions): In her address to the legislature, Ms. Earle committed to leading with transparency and strengthening the department as a key local institution. Her experience with the juvenile justice system further connects her role to the promotion of just societies.

5.0 Conclusion

The appointment of Brittanie Earle as Commissioner of Social Services signals a strategic continuation of Tompkins County’s efforts to support its residents. Her extensive experience and stated commitment to equity, transparency, and community-centered care align directly with the foundational principles of the Sustainable Development Goals. Her leadership will be pivotal in navigating challenges, such as federal funding cuts, while advancing initiatives that contribute to a more sustainable, equitable, and resilient community.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 1: No Poverty

  The article focuses on the Department of Social Services, which provides “benefits and assistance programs” to support vulnerable individuals and families. The mention of challenges like “cuts to federal aid programs like SNAP” directly relates to the fight against poverty.

• SDG 2: Zero Hunger

  The specific mention of the Supplemental Nutrition Assistance Program (SNAP) connects the article’s content to the goal of ending hunger and ensuring food security, as SNAP is a primary federal program for this purpose.

• SDG 3: Good Health and Well-being

  The new commissioner’s background includes a strong focus on “public health,” “emergency crisis response,” and implementing “trauma-informed care practices.” The development of a “non-police crisis intervention framework” also aligns with promoting mental health and well-being.

• SDG 10: Reduced Inequalities

  A central theme is the commitment to “equity” in service delivery. The department’s role in supporting all individuals and families and the new commissioner’s dedication to “advancing initiatives that center equity, safety, and dignity” directly address the goal of reducing inequalities.

• SDG 16: Peace, Justice and Strong Institutions

  The article discusses the functioning of a key public institution (Department of Social Services). It highlights the new commissioner’s experience in the “juvenile justice system” and her commitment to leading with “transparency” and building “strong channels of communication,” which are essential for effective and accountable institutions.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. Target 1.3: Implement nationally appropriate social protection systems and measures for all.

   The article describes the Tompkins County Department of Social Services as an entity that “supports individuals and families through a range of benefits and assistance programs,” which are forms of social protection systems. The concern over “cuts to federal aid programs” underscores the importance of maintaining these systems.

2. Target 2.1: By 2030, end hunger and ensure access by all people… to safe, nutritious and sufficient food.

   This target is relevant due to the specific mention of SNAP, a program designed to provide food assistance. The challenges posed by cuts to such programs directly impact the ability to ensure access to sufficient food for vulnerable populations.

3. Target 3.4: …promote mental health and well-being.

   The new commissioner’s experience in implementing “trauma-informed care practices” and guiding a “trauma-informed, equitable, non-police crisis intervention framework” directly contributes to promoting mental health and well-being within the community.

4. Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all.

   The new commissioner’s stated goal to “advancing initiatives that center equity, safety, and dignity in service delivery” and her commitment to “listening to the people we serve” align with promoting the social inclusion of all individuals, particularly those receiving social services.

5. Target 16.6: Develop effective, accountable and transparent institutions at all levels.

   The appointment of a new commissioner for a public department is an act of institutional governance. Her pledge to “lead with transparency, empathy and action” and to build “strong channels of communication” directly supports the development of an accountable and transparent institution.

6. Target 16.7: Ensure responsive, inclusive, participatory and representative decision-making at all levels.

   This is addressed by the commissioner’s commitment to “listening to the people we serve” and “working hand-in-hand with our community partners,” which are key elements of inclusive and participatory processes.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• For Target 1.3: An implied indicator is the scope and funding of “benefits and assistance programs.” The article implies a negative trend with the mention of “cuts to federal aid programs,” which could be measured by tracking the budget and reach of these services.
• For Target 2.1: The number of residents receiving SNAP benefits is a direct indicator. The “cuts” mentioned imply a potential reduction in this number, which would be a key metric to monitor progress.
• For Target 3.4: The successful implementation and operational status of the “non-police crisis intervention framework” and the integration of “trauma-informed care practices” across services serve as qualitative indicators of progress in promoting mental health.
• For Target 10.2: Progress can be measured by the development and implementation of “initiatives that center equity, safety, and dignity.” Feedback from service recipients, as implied by the commitment to “listening to the people we serve,” could be a qualitative indicator.
• For Target 16.6: The establishment of “strong channels of communication” and policies promoting “transparency” are measurable indicators. The effective and efficient delivery of social services by the department would be an overall performance indicator.
• For Target 16.7: The number and quality of partnerships with “community partners” and the establishment of formal mechanisms for public feedback (“listening to the people we serve”) can be used as indicators to measure progress toward participatory decision-making.

4. Summary Table of SDGs, Targets, and Indicators

Source: ithacavoice.org