Council Policy Prioritization: Early Consideration Response Form DKƉƉƌŽǀĂů͗ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚĞͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ
Department Rules Date Item Department Rep. Name/Ext. Council Member Sponsorship Policy/Ordinance Subject Staff Recommendation܆ GREEN Adopt based on tradeoffs outlined on next page
܆ YELLOW ZĞĨĞƌ to Priority^ĞƚƚŝŶŐ
ŽƌƚŽƵĚŐĞƚ Process
܆ RED Recommend Council not
adopt nominated idea
܆ NEEDS CLARIFICATION OR
MORE TIME TO EVALUATE
Staff Evaluation
/ƐƚŚŝƐĂligned with City Roadmap?
܆ Yes ܆ No
/ƐƚŚŝƐĂlready underway inĂ
DepĂƌƚŵĞŶƚ work plan?
܆ Yes ܆ No
/ƐƚŚŝƐƚime Đritical orĂŶ Ğmergency?
܆ Yes ܆ No
tŝůůƚŚŝƐƌequire substantialƌĞƐŽƵƌĐĞƐ͕
staffing͕ budget͕ŽƌƐƚƌĂƚĞŐŝĐƐƵƉƉŽƌƚ?
܆ Yes ܆ No
Criterion to Determine Scale of Project ComplexityProject complexity is determined by scoring the project in each of the 3 criterions below and then summing the score. a. Low Complexity is a sum of 6 or less.
b. Medium Complexity is a sum of 7 – 9.
c. High Complexity is a sum of 10 or greater.
Total Score =
Scoring Criterion
Low Complexity Medium Complexity High Complexity
Estimated Duration 6 – 9 months ܆ =1 9 - 18 months ܆ =2 More than 18 months ܆ =3 Organizational Complexity(Internal)
Can Easily be Absorbed into Existing Work Plan
܆ =1 Planned Work (Future) ܆ =2 Work Not Currently Proposed ܆ =3 Have staff with required skillset/knowledge
܆ =1 Have staff with required skillset/
requires moderate research
܆ =2 Do not have staff with required
skillsetͬrequires significant
research
3 =܆
Less than or equal 2 staff required
܆ =1 3 - 4 staff required ܆ =2 More than 5 staff required ܆ =3 (External) 1 Additional
Department
܆ =1 2 Other DepartmentƐ Involved ܆ =2 3 or more DepĂƌƚŵĞŶƚs Involved ܆ =3 DEPT.
Required ܆ Airport ܆ Auditor ܆ CMO ܆ OED/CA ܆ ESD ܆ Fire ܆ HR ܆ IT ܆ PRNS ܆ Police ܆ Retirement ܆ Attorney ܆ Clerk ܆ CMO – Budget ܆ Community Energy ܆ Finance ܆ Housing ܆ IPA ܆ Library ܆ PBCE ܆ PW ܆ DOT ܆CMOʹ ŽŵŵƵŶŝĐĂƚŝŽŶƐ ܆ DKʹ Housing and Budget Rules Date 12/7/22 C.3
Jacky Morales-Ferrand, Jim ShannonHomeless Funding Transparency Mayor Liccardo, Vice Mayor Jones,Councilmember MahanCouncilmember Cohen ✔
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7 /s/ Lee Wilcox 12/6/2022
AnalysisExplain the rationale for staff recommendation, including any mitigating factors that need to be considered (recent legislative action, significant work plan changes, etc.). Please address the following as well. GREEN LIGHT: The Administration can implement this Nominated Idea under its current work plan. Item should be sent to Council to add to Department work plan. ;ϭͿ,ŽǁǁŝůůƚŚĞ/ĚĞĂďĞĂƉƉƌŽĂĐŚĞĚ͍;ϮͿ If adopted͕ what isŝƚƐ impactĂŶĚͬŽƌtradeoff toƚŚĞ City Roadmap or ƚŽĂDepĂƌtŵĞŶƚ work plan͕ ŝŶĐůƵĚŝŶŐƐƚƌĂƚĞŐŝĐƐƵƉƉŽƌƚ? ;ϯͿWhat is the minimum viable scope to moveƚŚĞ/ĚĞĂ forward and reduceŝƚƐ complexity? YELLOW LIGHT: The Administration recommends Council send this Nominated Idea to the Priority Setting Process due to (describe cost implications, workload impacts, or other factors). RED LIGHT: The Administration recommends Council not adopt this Nominated Idea due to (describe reason implementation would be difficult if not impossible – conflict with other laws, etc.).
Staff agree with the value of the public having access to simple information about public spending related to homelessness. Data dashboards can make information easily accessible so that the public can better understand how spending is tied to programs, outputs, and outcomes; visuals and graphs also support understanding changes over time. An important element of building any dashboard is to ensure that definitions, data categorization, and data collection is consistent across systems. This ensures that data points can be reproduced and analyzed over time. While staff is able to develop an initial dashboard that meets the memorandum's intent, because this data alignment and consistency work is still in initial stages, the first iteration of the dashboard will have fewer metrics and very likely be static (not dynamic or interactive). As additional work is completed to build consistency across the system, additional metrics and data analysis will be integrated over time. As such, the data dashboard will go through various iterations. [CONTINUED BELOW]N/AN/A
Analysis (Continued)
This memorandum calls for a focus on direct expenditures for permanent and transitional housing, emergency shelter, and homelessness prevention. All of these items have outcomes required by the City or other funding agencies; incorporating them into a public-facing dashboard is possible. To make these elements dynamic on an ongoing basis, staff need to work on aligning and automating back-end systems which will require coordination between the Information Technology Department, the City Manager's Budget Office, and the Housing Department. The memorandum also calls for inclusion of expenditures on "related services." This is a category that will require careful planning to ensure not just that all truly related services are included, but that the information is tracked, entered, and analyzed in a consistent manner that will ensure the reliability and quality of the material that is shared. This metric will necessarily evolve over time as there are services and data collection updates. Importantly, in support of understanding the true cost of homelessness-related services, the City is currently undergoing a process with all departments to utilize a common definition of "homelessness" and "at-risk of homelessness" in order to further track "related services," where possible. These additional efforts will ensure that the data produced accurately and comprehensively reflects City efforts. Also of note for any future dashboard related to homelessness is the importance of underlining that the population of interest is a vulnerable population, many of whom have and continue to experience trauma. For this reason, "outcomes" can be difficult to communicate for a collective group that is not homogeneous, and for which service delivery is tailored to individual experiences. For example, because relationships have to be built with people over time, an outreach worker may have dozens of contacts with a person before the outcome of getting that person into a housing solution can be realized. The path to gaining trust is part of the outcome, though many may not see it as such. Future iterations of the dashboard will contemplate this challenge and clarify the true costs and efforts needed to achieve successful outcomes.