Title
Housing and Homelessness Performance Metrics Briefing
Recommended Action
Committee Recommendation:
Not referred to a committee.
City Manager Recommendation:
Briefing only. No action requested.
Report
Issue:
Whether to receive a briefing on housing and homelessness performance metrics.
Staff Contact:
Max DeJarnatt, Program Analyst, Community Planning & Development, 360.570.3723
Presenter(s):
Max DeJarnatt, Program Analyst
Kim Kondrat, Homeless Response Coordinator
Darian Lightfoot, Home Fund Manager
Leonard Bauer, Director, Community Planning & Development
Background and Analysis:
Across the City organization, departments are improving their use of data and performance management routines. The aim is to practice continuous learning; make data driven decisions; track progress toward community goals and share information with the public and stakeholders.
At the same time, taking action to address housing and homelessness response needs is a City priority. Within the past three years, the City has created a new Housing Division and adopted the Olympia Housing Action Plan and the One Community: Healthy, Safe and Housed (homeless response) Plan. From September 2020 through November 2021 staff from Housing, Homeless Response and Planning worked with the Office of Performance and Innovation (OPI) to identify and refine key housing and homeless metrics and develop methods for consistent data tracking and reporting routines.
Attached is a summary of the housing and homeless response metrics identified by the team. These metrics were carefully selected following results mapping to link day-to-day operations with desired community outcomes. The team then went through a selection process to choose the vital few measures with the most power to reflect what is of central importance, communicate effectively and be tracked in a consistent and reliable matter.
Updated progress reports developed by the team tell a more complete story about the identified metrics. These are examples of how the data we collect can be analyzed and shared. These are still “works in progress”, as the team is just getting used to working with and displaying their data on the City’s new ClearPoint system.
• Background on Targets
In some cases, a target (or desired level of performance for a specific measure) has been identified. One of these is a target for the number of housing units to permit each year. This target (714 units per year on average between 2020 and 2025) is based on population/housing projections for Olympia. Based on current market conditions, we are unlikely to achieve this target over the next few years. But this is a good example of how use of data helps tell the story about the need for more housing in Olympia.
Within overall housing units it is equally important to obtain housing that is affordable for households with the full mix of incomes. While it is not practical to survey every housing unit in the city to determine its affordability status, one identified metric will track the number of new housing units with low-income affordability requirements. We are able to track this through use of City programs such as the 12-year multifamily tax exemption, 80% impact fee reduction or partnerships involving a contract or covenant to provide low-income housing.
At this stage, the team does not have enough information to establish a specific target for the number of new units with low-income affordability requirements; for now, the target is simply to increase the number. This target is more difficult to establish because its not simply a matter of basing the target on the projected number of low-income households. Not all low-income households are served by units with income restrictions. Most low- income housing is provided through housing vouchers that subsidize market rate (not income restricted) apartments. Other low-income households may be served by housing that while not income-restricted, is affordable (e.g., accessory dwelling units or older rental stock.) As we begin to collect this data and further develop our housing program through implementation of the Housing Action Plan (e.g., expand use of the multi-family tax exemption for affordable housing) we can explore establishing a specific target.
• Related Efforts
Additional housing related measures are tracked by Thurston Regional Planning Council, and regularly updated on The Profile (see link.) These measures were included in the 2020 regional Housing Needs Assessment, and City staff will continue referring to this indicator data as part of implementation of the Housing Action Plan. Note the Profile also includes a new section related to Racial Equity. Many of these measures include tables with city-specific data, or cities may request TRPC provide the local data. There is ongoing discussion with staff from Lacey and Tumwater about how best to provide status reports to policy makers and the public and whether this can be done on a regional basis. A recent housing briefing to the Thurston Regional Planning Council was a step in this direction.
In a separate but related effort, OPI is currently unveiling a performance management platform (ClearPoint) that will enable an online public dashboard to showcase City metrics, as well as assist with internal data tracking and coordination. One of the main goals is for the public to see performance metrics at a glance, with the ability to drill down to learn more about the story that the data is telling. Another goal is to use the software to aid departments in regularly and collaboratively examining data to draw lessons, identify whether we are moving in the right direction, and if not assess what actions we can take to “turn the curve” to achieve better success.
• Next Steps
This is the first of the Housing and Homelessness Performance Team’s annual reports to the Land Use and Environment Committee to review key measures, what we are learning through data and what is being done to improve community outcomes through implementation of the Housing Action Plan and the One Community: Healthy Housed and Safe (homeless response) Plan.
The use of data and performance management is a continuous learning process. Tonight’s briefing is a status report about where we are with integrating and utilizing the homelessness metrics. It is an opportunity for the Committee to provide feedback - are we heading in the right direction? What might be missing? What questions do you have? Committee feedback will guide staff’s work moving forward.
Neighborhood/Community Interests (if known):
The public has an interest in data and the City’s progress toward implementation of community goals identified in the Comprehensive Plan, Housing Action Plan and One Community: Healthy, Safe and Housed Plan.
Options:
1. Receive the briefing
2. Do not receive the briefing.
3. Receive the briefing at another time.
Financial Impact:
There is no financial impact associated with the briefing.
Attachments:
Summary List of Metrics
Progress Reports
TRPC Profile Webpage