Data Analysis, Reporting & Performance Measurement

The City of Miami – National Resource Network

Miami was selected to join the National Resource Network (NRN) in April 2014 followed by direct support in 2015. The direct support sought to provide recommendations for strategies to address the city’s high rate of poverty, income inequality and need for affordable housing, particularly for children in poverty, seniors on fixed income and a shrinking middle class. With a large number of challenges, the aggregation, analysis, and presentation of data became an important decision-making tool to help the NRN team convince the city of three key findings:

  • First, the team recommended focusing on need and opportunity by deploying limited city resources within its control to maximize reach and effectiveness.
  • Second, the city should employ strategic management, by breaking down silos to work on goals across city departments through data-driven decision making.
  • Finally, the city could have collective impact by dedicating resources to combat a specific issue using data and effective management, getting buy-in across city agencies, leveraging partnerships and measuring progress.

Challenges: Miami emerged from the Recession with a real estate boom that has benefited downtown and high-income neighborhoods, however two-thirds of the city face serious and worsening poverty and income inequality. The NRN team’s original assignment was to collect and gather the city’s inventory of assets and provide city-wide and neighborhood recommendations in order to develop a strategy for the use of its assets for housing and community development. However, the team recommended addressing systemic problems with the understanding that the city would not be able to tackle a housing strategy without first addressing many of the larger issues related to city management.

The team presented key data facts and trends to illustrate patterns across city neighborhoods. Some key findings include:

  • Nationally, Miami has the sixth highest share of senior residents, third highest share of Hispanic residents, and twelfth highest poverty rate with 44 percent of children living in poverty.
  • The city also faces a severe housing shortage for people earning below 50 percent area median income (AMI). In addition to the 28 percent of households living in poverty, another 35 percent of households are considered “working poor.”
  • A lack of coordination among city agencies, lack of information sharing between agencies and inadequate funding contribute to programs that are not scaled to the issues presented by the data.

How TA was provided: The NRN team presented key data, mapped findings and created an inventory of almost 700 city properties. The TA was provided through a combination of conference calls and on-site visits. The city manager’s team and the NRN team conducted bi-weekly check-in calls along with three site visits, in addition to numerous phone interviews and in-person meetings with agency department heads, senior staff and other stakeholders that included county staff and nonprofit leaders. The NRN team also used WebEx technology to present key data findings and maps to city staff remotely. The biggest challenge was presenting findings to and coordinating with a large number of departments and agencies with disparate and competing interests.

Results:

  • The technical assistance (TA) resulted in increased collaboration and coordination among stakeholders by bringing senior staff and department heads together. The departments of Planning, Housing and Community Development and Economic Development are now coordinating efforts for the creation and production of maps and data to make strategic investment decisions.
  • The TA improved targeting of resources by fostering data-driven decision making in Miami, which will supplement NRN’s findings and lead to the implementation of city-wide and neighborhood recommendations made by the team.
  • As a result of TA, there is a better alignment of staff, systems and resources with program objectives. Line staff are attending trainings together and creating a protocol for sharing information, while senior staff are coordinating efforts that will lead to greater commitments in the next budget.

Kansas City, Missouri

Enterprise Advisors was engaged to assist the Kansas City’s newly formed Neighborhoods and Housing Services Department (NHSD) to formalize roles and responsibilities, develop structured policies and procedures and align the city’s various plans into meaningful outcomes. The outcomes would then serve to measure the progress of implementation of the plans.

Challenges: The key challenge was aligning the city’s short-, medium- and long-term plans and developing a framework that organizes the plans along common objectives. While the various plans and the citywide “KCStat” initiative adopted specific outcome measures, a framework was needed to align how housing and community development activities, particularly those funded by the U.S. Department of Housing and Urban Development (HUD), would work together and contribute to achieving these desired outcomes.

Additional challenges included creating outcome measures that focus on impact, developing policies and procedures to support the new consolidated organizational structure and facilitating outcome-based data collection and reporting.

How TA was provided: The Enterprise team provided Kansas City with support in developing outcome measurements that presented a deeper and more robust understanding of how HUD funded activities result in community change. This work was accomplished in the following ways:

  • Best practices were shared and expert advisors supported the development of outcome measurements.
  • Facilitated discussions were held with city staff and other city stakeholders.
  • Detailed review and analysis of the city’s Consolidated Plan was provided.
  • A plan was developed to align the various short-term and long-term plans and strategies accompanied by proposed outcome and impact measures.
  • Policies and procedures were developed to create clear roles and responsibilities to facilitate program implementation under the new outcome-based framework.

Support was also provided to NHSD in developing strategies for attracting additional resources for its programs and for implementation of the reBUILD KC/Neighborhoods plan.

We developed a draft set of potential neighborhood-based and resident-based outcomes that can be associated with Kansas City’s strategies and programs. The framework created resulted in a draft Outcome Roadmap designed to align with both the HUD outcomes and KCStat city-wide outcomes. The Outcome Roadmap includes the following:

  • A matrix of city program activities, outputs and outcome measures
  • Information is organized by seven target neighborhoods identified in the Consolidated Plan
  • A section on city-wide housing and community services, including programs to serve homeless individuals, families and people living with AIDS
  • Connections to KCStat and HUD outcomes

Accomplishments/Results:

  • The proposed housing and community development outcomes, framework, and Outcome Roadmap are important tools that will enable the city to improve the quality and effectiveness of program delivery and allow the city to better focus its resources on common objectives, pursue impact and change rather than outputs, and drive program design decisions.
  • The TA improved alignment between HUD funded programs and Kansas City’s own community development objectives. Developing a framework that is aligned with Kansas City’s broader planning context, the city now has a greater ability to demonstrate how the HUD program activities contribute to the objectives for its own specific target areas and neighborhoods, as well as for its broader city-wide goals.
  • The TA directly improved Kansas City’s targeting of resources to meet its community needs and presented a strategic opportunity to increase the city’s capacity for leveraging resources to maximize program outcomes. By integrating outcome measures with ongoing planning processes, the city can better correlate the impact of its funding decisions with neighborhood-based planning and decision-making.