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This memorandum discusses the status report on the Housing Department's efforts to implement Recommendations #2 and #3 from the City Auditor's Report 23-04 regarding performance measures. It outlines the progress made by the Housing Department and the City Manager's Office in setting meaningful targets and updating the department's mission and core services. The memorandum includes details on the methodology for performance measures, the importance of setting targets, and the collaborative efforts involved in the modernization initiative. A draft mission statement is provided, aiming to create a just community where all people thrive. The document also mentions the upcoming publication of updated core services in the Fiscal Year 2024-2025 Operating Budget.
Key points
The memorandum is addressed to the Community and Economic Development Committee.
It reports on the Housing Department's implementation of audit recommendations related to performance measures.
The Housing Department is working on setting meaningful targets and updating its mission.
A draft mission statement emphasizes creating a just community where all people thrive.
The updated core services will be published in the Fiscal Year 2024-2025 Operating Budget.
Limitations
The document appears to be a draft, as indicated by the mention of a draft mission statement.
Some sections of the text are truncated, leading to incomplete information.
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Extracted text preview · 23,666 chars
CED AGENDA: FILE: ITEM: TO: COMMUNITY AND ECONOMIC DEVELOPMENT COMMITTEE SUBJECT: SEE BELOW Approved SUBJECT: 4/22/24 CC 24-337 d(3) FROM: Rosalynn Hughey DATE: Date April 9, 2024 4/15/2024 HOUSING DEPARTMENT PERFORMANCE MEASURES AUDIT RECOMMENDATIONS #2 AND #3 STATUS REPORT RECOMMENDATION Accept the status report on the Housing Department’s efforts to implement Recommendations #2 and #3 of the City Auditor’s Report 23-04, Housing Performance Measures: The City Should Focus and Align Measures to Support Decision-Making and revisit the Housing Department’s mission, core services, and budget programs, consistent with City Council direction provided on October 17, 2023.1 SUMMARY AND OUTCOME The Community and Economic Development (CED) Committee will understand the progress made by the Housing Department and City Manager’s Office to implement recommendations #2 and #3 of the City Auditor’s Report 23-04: Housing Performance Measures: The City Should Focus and Align Measures to Support Decision-Making, consistent with the City Council direction provided on October 17, 2023. This includes the Housing Department’s work to set meaningful targets for the Department overall as well as for...
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Attachment A contains a glossary of terms related to City Service Areas (CSA), including definitions for various concepts such as Activity and Workload Highlights, Budget Program, Core Service, and Strategic Goal. It outlines measures for assessing service delivery and community impact.
Key points
Activity and Workload Highlights measure the output unit within a core service.
Budget Program refers to resources used to deliver a discrete service.
City Service Area integrates core services from individual departments.
Community Indicator quantifies community well-being and can be disaggregated by various categories.
Core Service consists of department-level key lines of business.
Core Service Performance Measure assesses how well an individual core service is delivered.
CSA Outcome is a qualitative statement of community impact.
CSA Performance Measure evaluates how well a group of core services meets objectives.
Forecast provides a quantitative expectation based on projected output.
Mission is a guiding statement for the purpose and goals of a CSA or department.
Strategic Goal defines specific City actions to address service delivery needs.
Target sets a quantitative expectation based on resource availability.
Limitations
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Extracted text preview · 1,833 chars
1) 2) 3) 4) 5) 6) 7) 8) 9) Attachment A City Service Area Glossary of Terms Activity and Workload Highlights: A measure of an output unit within a core service. Measures “how much” of the workload is attempted or completed. Budget Program: A set of resources used to deliver a discrete service as part of an operational core service. City Service Area: City Service Areas (CSA) integrate core services provided by individual departments into the City’s key lines of business, as viewed from the community’s perspective. Community Indicator: A measure that quantifies the well-being of communities, able to be disaggregated by race/ethnicity, geographic location, and other categories. Measures “what impact” a CSA is producing in the community. Core Service: Department-level key lines of business consisting of one or more budget programs. Core Service Performance Measure: A measure that describes “how well” an individual core service 1s being delivered, typically a rate or percentage. CSA Outcome: A qualitative statement of community impact or condition of well-being. CSA Performance Measure: A measure that describes “how well” a group of core services is meeting an objective. Measures...
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Attachment B outlines performance metrics definitions related to community outcomes, economic development, housing opportunities, and public services. It details various community indicators and performance measures for each outcome, including metrics on income diversity, housing utilization rates, eviction assistance, and affordable housing production. The document emphasizes the importance of equitable access to housing and economic opportunities, as well as the effectiveness of public services in supporting these goals.
Key points
Outcome 1 focuses on thriving communities and public spaces, with indicators like income diversity ratio and population diversity.
Outcome 2 addresses economic development, highlighting income growth and job statistics.
Outcome 3 emphasizes accessible housing and business opportunities, detailing metrics like homeowner and rental vacancy rates.
Performance measures include housing production rates, eviction help center utilization, and community development block grant funding.
Core services outlined include affordable housing portfolio management, production and preservation, neighborhood capital investment, and rent stabilization.
Limitations
Some sections contain unresolved placeholders and missing information.
The text does not specify dates, votes, dollar amounts, or outcomes.
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Extracted text preview · 10,606 chars
Attachment B Performance Metrics Definitions Outcome 1. Thriving, inclusive, and attractive communities and vibrant public spaces Community Indicators: e Income diversity ratio. Ratio of 80% percentile income limit to 20% percentile income limit. (U.S. Census Bureau). e Population diversity. Percent of population composition by race/ethnicity. (U.S. Census Bureau). Performance Measures: e Housing public service utilization rate. Percent of funding utilized for public service programs by type. (Neighborhood Capital Investment and Public Services). e Eviction Help Center utilization rate. Percent of tenants that file eviction petitions at Santa Clara Superior Court that use the Eviction Help Center. (Rent Stabilization and Tenant Protection). Outcome 2. Strong, responsive, and equitable economy and development services Community Indicators: e Income growth. Percent change in earned income for full-time wage and salary workers by income percentile. (Bay Area Equity Atlas). e Jobs held by residents. Percent of residents who work in other cities/areas and Percent of jobs in San José held by residents or someone living elsewhere. (U.S. Census Longitudinal Employer-Household Dynamics)....
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The source text indicates this attachment appears to be a draft document.
The text appears to be a draft and contains a series of fragmented and unclear references, possibly related to civic matters or administrative processes. The content lacks coherent structure and specific details.
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Extracted text preview · 1,542 chars
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The source text indicates this attachment appears to be a draft document.
The document is a status report on the Housing Department's performance measures audit, specifically addressing recommendations #2 and #3. It outlines the need for the Housing Department to document methodologies for performance measures and to set meaningful targets for reporting. The report includes the Housing Department's mission, core services, and next steps for implementing the recommendations. Target dates for completion of the recommendations are set for July and August 2024.
Key points
The report discusses three recommendations from an audit of the Housing Department.
Recommendation #2 focuses on documenting methodologies for performance measures.
Recommendation #3 emphasizes the need to identify and report meaningful targets for performance measures.
Target dates for the completion of recommendations are July 2024 for documentation and August 2024 for target reporting.
The Housing Department's mission is to create a just community where all people thrive.
Limitations
The text appears to be a draft as indicated by the repeated sections and formatting issues.
Some sections contain unresolved placeholders and blank fields.
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Extracted text preview · 9,576 chars
Housing Department Performance Measures Audit Recommendations #2 and #3 Status Report Community and Economic Development Committee Meeting April 22, 2024 Item (d)3 Erik Jensen, Assistant to the City Manager Rachel VanderVeen, Assistant Director, Housing Department BUILDING GREAT PLACES INVESTING IN PEOPLE PROVIDING HOUSING FOR ALL Agenda Audit background, recommendations, and additional Council direction Housing Department mission Aligning the Department's Core Services and Budget Programs Audit Recommendation #2: Documenting methodologies Audit Recommendation #3: Setting meaningful targets Next Steps 4/22/2024 2 The audit report identified three recommendations Recommendation #1: In conjunction with the Administration’s initiative to revise performance measures in the Operating Budget, and implement the City Focus Areas, the City Manager’s Office and Housing Department should, using logic models or some other means: a. Revise the Housing Department’s performance measures in the City’s Operating Budget to reflect better indicators of performance for the Department. b. Reduce and align the number of performance measures across the City’s Operating Budget and other housingrelated...