Mar 20, 2024 Public Health Committee

[00:00:03]

PERFECT.

ALL RIGHT.

GOOD MORNING COLLEAGUES.

[CALL TO ORDER]

MY NAME IS VANESSA FUENTES, CHAIR OF OUR PUBLIC HEALTH COMMITTEE.

I CALLED TO ORDER THE MEETING OF THE AUSTIN CITY COUNCIL PUBLIC HEALTH COMMITTEE MEETING.

THE TIME IS 10:00 AM ON WEDNESDAY, FEBRUARY.

NOPE, IT IS NOT FEBRUARY ON WEDNESDAY, MARCH 20TH, 2024.

WE ARE HERE IN THE CITY HALL CHAMBERS.

WELCOME EVERYONE.

TODAY'S AGENDA IS RELATIVELY SHORT.

FIRST WE'RE GONNA START WITH PUBLIC COMMUNICATIONS.

THEN WE WILL MOVE ON TO APPROVING MEETING MINUTES FROM OUR LAST COMMITTEE MEETING.

FROM THERE, WE WILL HEAD INTO EXECUTIVE SESSION WHERE WE WILL INTERVIEW CANDIDATES FOR THE CENTRAL HEALTH BOARD OF DIRECTORS, UH, APPOINTMENTS, AS WELL AS THE SOBERING CENTER.

WE'LL TAKE UP MATTERS RELATED TO THE SOBERING CENTER BOARD OF DIRECTORS.

WE WILL THEN RECEIVE, WE'LL COME BACK OUT AND RECEIVE AN UPDATE ON THE PLANNING, RESEARCH, AND SERVICES FOR THE DEVELOPMENT OF RAPID REHOUSING SERVICE PROGRAMS AS PART OF THE AMERICAN RESCUE PLAN ACT DOLLARS.

AND THEN, UH, AND THEN WE WILL CONCLUDE OUR AGENDA FROM THERE.

SO ANY QUESTIONS OR COMMENTS ON THE PUBLIC HEALTH AGENDA FOR TODAY? VERY GOOD.

WE'LL NOW WELCOME SPEAKERS FROM THE COMMUNITY.

MAY THE CLERK'S OFFICE, PLEASE START US OFF WITH THE FIRST SPEAKER.

GOOD MORNING, MADAM CHAIR.

THE FIRST SPEAKER OFFICE IS ASHLEY COLLINS.

IF YOU'RE PRESENT, YOU COME TO THE MIC.

SECOND SPEAKER IS GUS PENA, WHO'S ALSO NOT PRESENT.

SO WE WILL MOVE FORWARD.

MR. PENA IS NOT, I JUST SAW HIM UPSTAIRS.

OKAY.

SURE.

OKAY.

ALL RIGHT.

THANK YOU.

WE'LL

[Approval of Minutes]

CAN I GET A MOTION? COUNCIL MEMBER RYAN ALTER, SECONDED BY COUNCIL MEMBER ZOE CADRE.

ANY DISCUSSION OR CORRECTION TO THE MEETING MINUTES? ANY OBJECTION TO APPROVING? ALRIGHT, WITHOUT OBJECTION, THOSE STAND APPROVED.

MOVING ON TO ITEM NUMBER

[Executive Session]

I'D LIKE TO TAKE A PAUSE ON THIS ITEM AND TAKE THIS CON CONVERSATION INTO EXECUTIVE SESSION FOR ITEM FIVE AND SIX.

AND SO WITH THAT, THE COMMITTEE WILL NOW GO INTO CLOSED SESSION TO TAKE UP TWO ITEMS PURSUANT TO SECTION 5 5 1 0.074 OF THE GOVERNMENT CODE.

THE COMMITTEE WILL DISCUSS PERSONNEL MATTERS RELATED TO THE SELECTION OF MEMBERS TO THE CENTRAL HEALTH BOARD OF DIRECTORS, THE, UH, SELECTION OF A MEMBER TO THE SOBERING CENTER LOCAL GOVERNMENT, COR CORPORATION BOARD OF DIRECTORS.

IS THERE ANY OBJECTION TO GOING TO EXECUTIVE SESSION ON THIS ITEM? HEARING NONE, THE COMMITTEE WILL NOW GO INTO EXECUTIVE SESSION.

OKAY.

THANK YOU.

COLLEAGUES.

WE ARE NOW OUT OF CLOSED SESSION.

IN CLOSED SESSION, WE DISCUSSED PERSONNEL MATTERS RELATED TO ITEM NUMBER FIVE AND NUMBER SIX.

SO WE, UM, DID INTERVIEWS FOR THE APPOINTMENT TO THE CENTRAL HEALTH BOARD OF MANAGERS, AS WELL AS CONSIDERED THE SOBERING CENTER APPOINTMENT.

UM, BOTH CANDIDATES WERE EXCEPTIONAL AND WE WOULD LIKE TO MAKE AND WOULD BOTH MAKE GREAT ADDITIONS TO THE BOARD.

UH, THE COMMITTEE HAS MADE A RECOMMENDATION ON WHICH CANDIDATE TO MOVE FORWARD WITH REGARDING THE CENTRAL HEALTH BOARD OF MANAGERS.

UH, CAN

[2. Discussion and possible action to fill a vacancy for a director on the Central Health Board of Managers.]

IS THERE ANY DISCUSSION? ALL RIGHT.

ALL THOSE IN FAVOR SAY AYE.

RAISE YOUR HAND.

OKAY.

ANY OPPOSED? NOPE.

MOTION IS APPROVED.

THANK YOU SO MUCH.

THAT SOUNDS

[3. Discussion and possible action regarding an appointment to the Sobering Center Board of Directors.]

NEXT WE'LL MOVE ON TO ITEM NUMBER THREE, DISCUSSION AND POSSIBLE ACTION REGARDING THE APPOINTMENT OF A MEMBER TO THE SOBERING CENTER LOCAL GOVERNMENT CORPORATION, BOARD OF DIRECTORS.

COLLEAGUES.

CAN I GET A MOTION COUNCIL? UH, SO CADRE, UM, I MOTION TO REAPPOINT, UM, SOPHIE ANWAR ANWAR.

SOPHIE? YES.

AN SOPHIE, SORRY.

WONDERFUL.

THANK YOU.

SECONDED BY COUNCIL MEMBER RYAN ALTER.

YOUR COLLEAGUE HAS STEPPED OFF THE DI .

THAT'S OKAY.

WE STILL HAVE A QUORUM HERE.

SO, UM, ANY, ANY OBJECTION TO THE REAPPOINTMENT OF ANMAR? SOPHIE? SEEING NONE THAT ALSO STANDS APPROVED.

[4. Receive an update on planning, research, and services for the development of rapid rehousing homeless services programs funded with American Rescue Plan Act (ARPA) and general fund dollars.]

THIS IS A, AN UPDATE FROM OUR HOMELESSNESS STRATEGY OFFICE ON THE PLANNING, RESEARCH AND SERVICES FOR THE DEVELOPMENT OF RAPID REHOUSING HOMELESS SERVICE PROGRAMS AS FUNDED THROUGH THE AMERICAN RESCUE PLAN ACT DOLLARS AND GENERAL FUND DOLLARS.

UH, THANK

[00:05:01]

WELCOME, DAVID GRAY.

THANK YOU, COUNCIL MEMBER.

WE'RE EXCITED TO BE HERE TODAY TO GIVE YOU A QUICK UPDATE ON OUR PERFORMANCE BASED CONTRACTING WORK THAT WE'VE DONE IN THE AREA OF RAPID REHOUSING.

UH, YOU'RE GONNA HEAR A LITTLE BIT LESS FROM ME TODAY AND MORE FROM MY COLLEAGUE ANDREW WILLARD, UH, AS WELL AS WITH THE SOCIAL FINANCE TEAM.

BUT TO TEE UP THE CONVERSATION, I THOUGHT I'D DO SO JUST WITH A REALLY QUICK KIND OF PARABLE OF SORTS THAT I THINK ENCAPSULATES THE ESSENCE OF WHAT WE'RE TRYING TO DO WITH THESE TYPES OF TOOLS.

UH, I WAS TOLD THAT THERE WAS ONCE A TEACHER WHO WORKED FOR 25 YEARS AT AN ELEMENTARY SCHOOL, UH, AND SHE GAVE HER BEST, GOT STUNNING PERFORMANCE REVIEWS, AND ONE YEAR A PROMOTIONAL OPPORTUNITY CAME UP AND SHE WAS EXCITED FOR IT.

SHE APPLIED FOR IT, AND THE JOB WAS GIVEN TO A TEACHER WHO WAS HIRED AT THE SCHOOL TWO YEARS AGO.

AND SO THIS, THIS TENURED TEACHER WAS VERY UPSET, AND SHE WENT TO THE PRINCIPAL AND ASKED, WHY DID I NOT GET THE PROMOTION? I HAVE 25 YEARS OF EXPERIENCE.

AND WHAT THE PRINCIPAL SAID WAS, NO, MA'AM, YOU DON'T.

WHAT YOU HAVE IS ONE YEAR OF EXPERIENCE.

25 TIMES YOU'VE BEEN DOING THE EXACT SAME THING OVER AND OVER AND OVER AGAIN, HAVING DECENT RESULTS, BUT HAVING NO GROWTH.

I THINK TOOLS LIKE THE RAPID REHOUSING SCORECARD IS OUR OFFICE'S ATTEMPT TO ENCOURAGE GROWTH AMONGST OUR SERVICE PROVIDERS.

SO WE DON'T FIND OURSELVES 25 YEARS LOOKING BACK AND SEEING THAT WE'VE BEEN DOING THE EXACT SAME THING OVER AND OVER AGAIN.

SO THESE SCORECARDS ARE WAYS FOR OUR COMMUNITY TO HOLD US ACCOUNTABLE AS AN OFFICE FOR US, AS A CITY, TO HOLD OUR PROVIDERS ACCOUNTABLE, UM, AND ULTIMATELY FOR ALL OF US TO, TO BE ABLE TO DEMONSTRATE THE IMPACT THAT WE'RE HAVING IN THE LIVES OF THE CLIENTS THAT WE'RE SERVING.

SO WITH THAT, I'M GONNA GO AND, AND TAKE A SEAT.

UH, I'M GONNA HAVE ANDREW WILLARD KIND OF QUEUE UP THE, THE PRESENTATION TODAY.

UH, AND THEN THE SOCIAL FINANCE TEAM WILL DIVE MORE INTO THE DETAILS OF THE SCORECARD, UH, AND THEN OUR WHOLE TEAM WILL BE AVAILABLE FOR ANY QUESTIONS FROM THE COMMITTEE AFTERWARDS.

THANK YOU.

THANK YOU, DAVID.

UM, AS HE SAID, GOOD MORNING COUNCIL MEMBERS.

MY NAME IS ANDREW WILLARD.

UH, I WORK IN THE POLICY AND PLANNING UNIT OF THE HOMELESS STRATEGY OFFICE.

I'M EXCITED TO BE HERE TODAY TO TALK ABOUT OUR PROGRESS WITH OUR RAPID HOUSING PROGRAMS OVER THE LAST YEAR.

YOU MAY RECALL THAT RAPID HOUSING IS A SHORT TERM INTERVENTION MEANT TO ASSIST INDIVIDUALS EXPERIENCING HOMELESSNESS, WHERE PARTICIPANTS RECEIVE WRAPAROUND CASE MANAGEMENT SERVICES, USUALLY FOR 12 TO 18 MONTHS, BUT CAN RECEIVE RENTAL ASSISTANCE UP TO 24 MONTHS TO ASSIST THEM IN EXITING HOMELESSNESS.

UH, TODAY'S PRESENTATION, AS YOU CAN SEE ON THE AGENDA HERE, WE'LL BE GOING OVER KIND OF SOME OF THE BACKGROUND.

I'M GONNA BE TEEING THAT UP.

UM, AND THEN I'LL PASS IT OVER TO SOCIAL FINANCE FOR THE REST OF THE PRESENTATION TODAY.

UM, BACK IN SEPTEMBER OF 2021, UH, CITY COUNCIL DIRECTED STAFF TO DEVELOP A OUTCOMES-BASED PERFORMANCE CONTRACTING MODEL FOR HOMELESSNESS SERVICES, UH, IN RESPONSE TO THE 2019 CITY AUDITOR'S INTERNAL INVESTIGATION, AS WELL AS THE INVESTING FOR RESULTS REPORT THAT BARB POPPY AND ASSOCIATES DID FOR US.

AS A RESULT OF THAT DIRECTIVE.

AND BY USING, UTILIZING ARPA FUNDS, THE HOMELESS STRATEGY OFFICE, ALONG WITH AUSTIN PUBLIC HEALTH JOINTLY DEVELOPED THE RAPID REHOUSING SCORECARD WITH ASSISTANCE FROM SOCIAL FINANCE.

THE SCORECARD HAS GUIDED OUR IMPLEMENTATION OF RAPID REHOUSING WITH CINDY FUNDED, UH, CITY DIRECTED FUNDS, AND HAS ULTIMATELY RESULTED IN THE LARGER COMMUNITY ADOPTING A LOT OF THE KEY METRICS THAT WERE DEVELOPED OUT OF THE CITY'S RAPID REHOUSING SCORECARD PROCESS.

UM, AND THOSE HAVE BEEN CARRIED OVER TO THE LARGER HOMELESSNESS RESPONSE SYSTEMS, RAPID REHOUSING SCORECARD SHARE MORE ABOUT THE DEVELOPMENT, IMPLEMENTATION, AND THE FUTURE PLANNING OF THE RAPID REHOUSING SCORECARD.

I'D LIKE TO INTRODUCE OUR PARTNERS FROM SOCIAL FINANCE, ZOE BUR HOP, AND MATT MELLON, WHO HAVE BEEN, UH, GREAT PARTNERS TO WORK WITH AND REALLY INTEGRAL TO THIS WORK.

THANK YOU SO MUCH, ANDREW.

HI, EVERYONE.

MY NAME IS MATT MELLON, DIRECTOR OF SOCIAL FINANCE.

UM, A LITTLE BIT ABOUT OUR ORGANIZATION AND HOW WE GOT INVOLVED.

AS ANDREW MENTIONED, THAT 2020 BARBARA POPPY REPORT, WHICH RECOMMENDED THAT CITY MOVE, UH, TOWARD AN OUTCOMES FOCUSED, UH, APPROACH FOR, UM, FOR THE HOMELESSNESS RESPONSE SYSTEM.

THAT'S REALLY WHAT WE DO AS AN ORGANIZATION.

SO WE WORK WITH OUR GOVERNMENT PARTNERS TO TRANSFORM SOCIAL SERVICE PROGRAMS TO MAKE THEM MORE RESULTS FOCUSED AND EQUITABLE.

WE DO THIS, UH, IN A COUPLE OF PHASES.

WE INITIALLY PARTNER WITH GOVERNMENTS TO ASSESS AND IDENTIFY PROMISING EVIDENCE-BASED STRATEGIES TO SCALE.

RAPID REHOUSING IS AN EVIDENCE-BASED STRATEGY THAT WORKS.

SO IT WAS A GREAT CANDIDATE THAT WE DESIGN AND IMPLEMENT, UH, OUTCOMES-BASED SOLUTIONS THAT ARE DESIGNED TO PUT A SPOTLIGHT ON IMPROVED PERFORMANCE.

UM, IN THIS CASE IT WAS AN OUTCOMES BASED CONTRACT.

THEN WE ALSO, WHERE, WHERE WANTED AND WARRANTED AND WHERE FUNDING EXISTS.

WE STAY ON TO MONITOR SERVICE DELIVERY AND MEASURE PROGRESS, AND DO PERFORMANCE MANAGEMENT SUPPORT, WHICH WE'VE BEEN INVOLVED WITH, WITH HSO AND A PH FOR THE PAST, UH, TWO AND A HALF YEARS.

UM, A LITTLE BIT ABOUT PERFORMANCE BASED CONTRACTS.

IT IS A, A SIMPLE CONCEPT TO PAY FOR OUTCOMES AND PAY FOR RESULTS AS OPPOSED TO PAYING FOR OUTCOMES OR REIMBURSING FOR COSTS.

BUT IT

[00:10:01]

AND WE THINK THERE'S FORMING MAIN COMPONENTS TO MAKING A, A PERFORMANCE BASED CONTRACT SUCCESSFUL.

ONE IS CLEARLY DEFINED OUTCOMES, SO DATA'S AN ASSET, BUT REALLY HOW YOU MEASURE IT AND HOW YOU DEFINE WHAT THOSE OUTCOMES ARE IS REALLY WHERE THE POWER AND THE LEARNING COMES FROM.

AND THEN MAKING DATA DRIVEN DECISIONS.

HAVING PERFORMANCE DATA IS GREAT, BUT YOU ALSO NEED TO KNOW HOW TO MAKE DECISIONS WITH THAT DATA TO FURTHER IMPROVE SERVICE DELIVERY.

CROSS CROSS-SECTOR PARTNERSHIPS.

UM, THIS IS SOMETHING WHERE HSO HAS REALLY EXCELLED.

UM, JUST A COUPLE OF MONTHS AGO, WE BROUGHT ALL THE PROVIDERS TOGETHER.

SO YOU HAVE THIS PUBLIC SECTOR AND NONPROFIT SECTOR COLLABORATION WHERE WE'RE ALL COLLABORATING ON WAYS TO MAKE THE CONTRACTING PROCESS AND THE PERFORMANCE MANAGEMENT PROCESS AND THE MEASUREMENT PROCESS BETTER AND EASY FOR EVERYONE.

UM, THAT'S THE THIRD PILLAR RIGHT THERE, IS THAT CROSS-SECTOR PARTNERSHIP THAT WE REALLY SEE AS CRUCIAL.

UM, THE FOURTH, UH, PRINCIPLE IS STRONG GOVERNANCE AND ACCOUNTABILITY, AND THEN THAT INCLUDES STRONG DATA, CHECK CHECKS AND INTERNAL CONTROLS TO MAKE SURE THE DATA IS VALID AND ACCURATE AND TIMELY.

AND ALSO TO MAKE SURE ANY FUNDING THAT GOES TO PAY FOR PERFORMANCE IS SPENT ACCOUNTABLY AND IN A WAY THAT FURTHERS THE GOAL OF THE PROGRAM.

UM, IT'S BEEN GREAT TO PARTNER WITH HSO, WHO'S BEEN REALLY COMMITTED TO THESE FOUR PRINCIPLES.

UM, FOR THE SAKE OF TIME, I THINK WE PROBABLY WANNA GET OUT OF THE THEORY MORE INTO THE RESULTS.

I'LL SKIP THIS SLIDE, BUT, UM, I THINK YOU ALL HAVE ACCESS TO THIS.

THIS IS JUST SOME OF THE KEY BENEFITS WE'VE SEEN AS SOCIAL FINANCE OF, OF OUR SCORECARD OVER THE PAST, UH, SEVEN YEARS OF, OF, OF OPERATING THESE KIND OF PERFORMANCE BASED CONTRACTS.

UM, LASTLY, JUST TO KIND OF FRAME THE REST OF THE DISCUSSION AND HOW, WHAT, YOU KNOW, HOW WE MADE DECISIONS, BOTH SOCIAL FINANCE, HSO ECHO.

UM, THIS WAS KIND OF A A, A SET OF GUIDING PRINCIPLES ARE ARE NORTH STARS THAT REALLY DROVE THE DIRECTION OF THE PROJECT AND SERVED AS A FRAMEWORK FOR US TO MAKE DECISIONS.

A LOT OF THEM DO STEM FROM THAT BARBARA POPPY REPORT.

UM, INVESTING FOR RESULTS, THE FIRST ONE OF THOSE IS PAYING FOR PERFORMANCE.

SO I WANT TO MAKE SURE THAT GOOD RESULTS GET REWARDED WITH FINANCIAL INCENTIVES.

SECOND, DO NO HARM AND OPERATE UNDER BEST PRACTICES.

SO OPERATE THE PROGRAM WITH HIGH FIDELITY AND ALSO MAKE SURE WE'RE NOT INCENTIVIZING ANY KIND OF UNINTENDED NEGATIVE CONSEQUENCES.

THIRD, MANAGED TOWARD RESULTS.

SO WE WANT TO USE THAT DATA WE'RE COLLECTING TO ACTUALLY MAKE DECISIONS TO MAKE PEOPLE'S MOVE-INS QUICKER TO SERVE OUR CLIENTS BETTER.

FOUR, STRIVE FOR SIMPLICITY.

WE WANT TO STAY AWAY FROM, UM, COMPLICATED JARGON, AND WE WANT TO MAKE OUR OUTCOMES SIMPLE AND EASY TO UNDERSTAND.

HOPEFULLY YOU WILL BE ABLE TO BE THE ARBITER OF WHETHER OR NOT THAT ACTUALLY HAPPENED WHEN WE PRESENT OUR DATA.

UM, THE FIFTH IS STRENGTH IN DATA ALIGNMENT.

AND ECHO WAS A PARTNER IN US IN TAKING LEARNINGS FROM THIS PROJECT TO IMPROVE DATA QUALITY THROUGHOUT THE CONTINUUM OF CARE FOR BOTH PERMANENT SUPPORTIVE HOUSING AND AS, AS WELL AS RAPID REHOUSING LAST AND SIXTH.

AND, AND IMPORTANTLY, VERY IMPORTANTLY, ADVANCING RACIAL EQUITY WAS A LARGE PART OF THIS PROJECT.

SO MAKING SURE BIPOC FOLKS AND HOUSEHOLDS WERE SERVED JUST AS GOOD, IF NOT BETTER THAN, UM, NON BIPOC HOUSEHOLDS TO CORRECT HISTORICAL, UM, SERVICE GAPS.

SO THIS IS THE FRAMEWORK WITH WHICH WE WENT INTO DESIGNING AND IMPLEMENTING THIS PROGRAM.

UM, AND WITHOUT FURTHER ADO, I WILL PASS IT OVER TO MY COLLEAGUE ZOE TO CHAT ABOUT THE SCORECARD ITSELF.

OH, THANK YOU.

THAT CLOSE ENOUGH? YES.

GREAT.

I THINK SO.

UM, GREAT.

UH, SO THIS SLIDE SHOWS, UM, THE METRICS THAT WE ULTIMATELY, UH, LANDED ON WITH AUSTIN PUBLIC HEALTH AND HSO.

YOU'LL SEE FIVE DIFFERENT METRICS ALONG THE LEFT HAND SIDE, UM, AS WELL AS, UM, SOME POINT ALLOCATIONS THAT WE ALIGNED ON AS WELL.

THESE, THIS POINT ALLOCATION IN THE SECOND TO THE LAST COLUMN, UH, REFLECTS HOW IMPORTANT THESE METRICS WERE TO, UH, THE LONG TERM IMPACT ON AN INDIVIDUAL EXPERIENCING HOMELESSNESS, AS WELL AS, UM, THE IMPACT, UH, THE PRIORITIZATION THAT A PH AND HSO INDICATED, UM, FOR THESE METRICS FOR THEIR PROVIDER PARTNERS.

UH, IN SELECTING THESE METRICS, WE LOOKED AT HISTORICAL PROVIDER DATA, PERFORMANCE DATA TO MAKE SURE THAT THESE METRICS WOULD BE FEASIBLE TO MEASURE, AND ALSO THAT WE WERE SETTING, UM, A BAR THAT WAS BOTH ACHIEVABLE, BUT SOMETHING TO STRIVE FOR IN, IN TERMS OF PERFORMANCE.

AS, AS DAVID MENTIONED, WE WERE, WE WERE SEEKING GROWTH, UM, IN CONTINUOUS IMPROVEMENT IN SERVICE DELIVERY.

UH, SO THE TOTAL AVAILABLE POINTS FOR THE SCORECARD WAS 100.

WE ALSO DID CONSIDER COMPLIANCE WITH CONTRACTS AS A QUALIFICATION TO BE ELIGIBLE FOR, UH, PERFORMANCE BASED PAYMENTS, BONUS PAYMENTS, WHICH I'LL GET INTO A LITTLE LATER.

UM, THE MEASURES, UH, ON THE LEFT HAND SIDE, WHAT WE LOOKED AT WAS, UM, WANTING TO FOLLOW AN INDIVIDUAL THROUGH THE, THE CLIENT JOURNEY OF THEIR ENROLLMENT IN RAPID REHOUSING.

SO STARTING FROM A REFERRAL TO THE POINT AT WHICH THEY'RE ENROLLED INTO THE PROGRAM, LOOKING AT BOTH THE TIME AND THE CONVERSION RATE FOR THAT EXPERIENCE WAS METRIC ONE,

[00:15:01]

SO ONCE THEY'RE ENROLLED IN THE PROGRAM, HOW LONG IT TAKES THEM TO MOVE INTO HOUSING TO, AND CONVERSION RATE WAS CONSIDERED IN THAT METRIC AS WELL.

AND THEN, UM, ONCE THEY HAVE LEFT THE PROGRAM, ARE THEY LEAVING TO A PERMANENT HOUSING DESTINATION? IS METRIC THREE.

UH, WE ALSO LOOKED AT INCOME GROWTH DURING, UH, THE PROGRAM.

SO FROM ENTRY TO EXIT, DID THEY SEE AN INCREASE IN THEIR INCOME THROUGH EITHER EMPLOYMENT INCOME OR BENEFITS? UH, AND FINALLY WE LOOKED AT A RACIAL EQUITY INDEX, WHICH ESSENTIALLY LOOKED AT A COMPARISON OF THE PERFORMANCE OF THE, THE FIRST FOUR MEASURES FOR A BIPOC SUBGROUP COMPARED TO A WHITE SUBGROUP.

AND WE'LL GO INTO, UM, A LITTLE MORE DETAIL ON EACH OF THESE IN THE NEXT SLIDE.

SLIDE.

SO THERE'S A A LOT, UM, IN THIS SLIDE, WHAT I WANTED TO MAKE SURE AND HIGHLIGHT IS, UM, THE PERFORMANCE SCORECARD.

THE METRICS THAT WE ALIGNED ON WAS JUST ONE PIECE OF THE PERFORMANCE BASED PILOT, UH, THAT WE IMPLEMENTED.

SO THE LEFT HAND SIDE HAS THE METRICS AND THE ADDITIONAL DETAIL ON EACH OF THOSE METRICS.

UM, HOW WE USE THOSE WAS TO POPULATE A PERFORMANCE SCORECARD TOOL.

SO ESSENTIALLY JUST AN EXCEL DOCUMENT, UM, WHERE WE REPORTED QUARTERLY PERFORMANCE AND PROVIDED THAT PERFORMANCE BOTH TO, UH, THE PROVIDERS DOING THE WORK, UH, TO HAVE SOME ACCOUNTABILITY AND TRANSPARENCY ON THE PERFORMANCE WE WERE SEEING AS WELL AS TO HSO AND A PH IN TERMS OF CONTRACT MANAGEMENT.

UH, WE THEN DISCUSSED THAT PERFORMANCE IN A SERIES OF MEETINGS ON A QUARTERLY AND BIANNUAL BASIS.

SO IN THE DATA MEETINGS, WE WANTED TO MAKE SURE, UM, EVERYONE WAS ALIGNED ON WHAT DATA WAS BEING USED TO POPULATE THAT SCORECARD, MAKE SURE PROVIDERS HAD A CHANCE TO AUDIT THAT.

UH, IN PERFORMANCE MEETINGS, WE REVIEWED BOTH THE QUANTITATIVE NATURE OF THE PERFORMANCE AS WELL AS QUALITATIVE NATURE WERE THERE, UM, WHAT WAS HAPPENING IN TERMS OF SERVICE DELIVERY THAT WAS DRIVING THIS PERFORMANCE.

AND THEN WE TALKED ABOUT TRENDS ACROSS PROVIDERS IN THE WORKING GROUP MEETINGS.

WE ALSO, UH, ASKED FOR FEEDBACK, UH, ON A REGULAR BETA BASIS FROM PROVIDERS ON THIS PROCESS.

THE FINAL COMPONENT TO THE PERFORMANCE BASED PILOT WAS, UM, OF COURSE THE INCORPORATION OF PERFORMANCE BASED PAYMENTS.

SO, UM, ONCE WE COLLECTED PERFORMANCE IN THE SCORECARD TOOL, UM, AT THE END OF THE YEAR, WE DISTRIBUTED PERFORMANCE BASED PAYMENTS BASED ON THE PERFORMANCE ON THE SCORECARD THAT COULD PROVIDE, THAT PROVIDERS COULD THEN USE FOR AS MORE FLEXIBLE FUNDING.

THEN, UM, THEIR CONTRACT FUNDING AND INCREMENTAL TO THEIR CONTRACT FUNDING TO, UM, PAY FOR SERVICES RELATED TO ADMINISTRATIVE, UH, ADMINISTRATION OF THE PROGRAM.

AND THIS IS, UM, AS MATT TALKED ABOUT, KIND OF CLOSING THE LOOP ON, UM, THE PRINCIPLES OF PERFORMANCE-BASED PAYMENTS.

WE'RE ASKING PROVIDERS TO ENGAGE MORE IN CONVERSATIONS ABOUT PERFORMANCE AND THE WORK, UM, THAT IS NEEDED TO POPULATE THESE SCORECARDS, THINGS LIKE THAT, WANTING TO GIVE THEM AN INCENTIVE FOR, UM, ONCE WE'VE COLLECTED GOOD PERFORMANCE, UH, REWARDING THEM FOR THAT.

THIS SLIDE SHOWS, UM, THE RESULTS THAT WE SAW IN THE PILOT YEAR.

SO OCTOBER 1ST, 2022 THROUGH SEPTEMBER 30TH, 2023 IS THE DATA THAT WE'VE, UM, INCLUDED IN THIS PILOT SO FAR, AND REWARDED PERFORMANCE PACE PAYMENTS ON.

YOU'LL SEE THAT THIS INCLUDES HOUSEHOLDS BOTH ENROLLED AS OF THAT OCTOBER 1ST DATE, AS WELL AS WE LOOKED AT OUTCOMES FOR HOUSEHOLDS THAT ENROLLED PRIOR TO TEN ONE AS WELL, WHO WERE STILL INVOLVED IN THE RAPID ROUSING PROGRAMS. UH, 419 H HOUSEHOLDS DURING THIS YEAR WERE PLACED INTO HOUSING 90 HOUSEHOLDS EXITED TO PERMANENT HOUSING.

UM, AND I SHOULD NOTE THAT THAT IS, UM, ABOUT 67% OF THE TOTAL EXITS THAT WE SAW FOR THE YEAR WERE TO PERMANENT HOUSING.

UM, AND THEN A, A SIGNIFICANT NUMBER OF HOUSEHOLDS ARE STILL BEING SERVED BY THE PROGRAM.

SO THERE WAS, UM, A NEW, UH, ROUND OF ENROLLMENTS AT THE BEGINNING OF THIS PILOT YEAR.

UH, THEY'RE STILL GETTING SERVICES AND MORE TIME TO ACHIEVE THOSE OUTCOMES THAT HAVE NOT YET BEEN, UM, HAVE NOT YET OCCURRED FOR THEM.

UH, THE AVERAGE OF 90 DAYS FROM ENROLLMENT TO MOVE IN.

I DO WANNA HIGHLIGHT AS, UM, THAT WAS IN LINE WITH WHAT A PH AND HSO, UH, GUIDANCE THEY HAVE TARGETED FOR THEIR PROVIDERS.

UM, WE ALSO, IN COMPARISON TO THE HISTORICAL DATA THAT WE LOOKED AT, THIS IS HISTORICAL DATA HAD AN AVERAGE OF ABOVE A HUNDRED.

SO IT WAS GOOD TO SEE THAT WE WERE NOW BELOW 100 IN TERMS OF THE TIMELINE FROM ENROLLMENT TO MOVEMENT FOR THESE HOUSEHOLDS.

FINALLY, THIS, UM, SHOWS THE RESULT IN TERMS OF SCORING AND, UH, PERFORMANCE-BASED PAYMENT DISTRIBUTION.

SO ON THE LEFT HAND SIDE, I DO WANNA JUST NOTE THAT, UM, THESE ARE

[00:20:01]

UM, SO TWO THINGS ABOUT THIS.

WE SET A HIGH BAR, UM, WHICH I THINK IS GOOD.

WE DIDN'T EXPECT ANYONE TO GET A PERFECT SCORE AND THAT DIDN'T HAPPEN.

UM, AND SECONDLY, SOME OF THESE SHORTER DURATION METRICS SUCH AS TIME FROM REFERRAL TO ENROLLMENT, UM, MORE PEOPLE HAD THE CHANCE TO RECEIVE POINTS ON THIS BECAUSE OF THE DURATION OF, UM, WHEN THOSE INDIVIDUALS WERE ENROLLED IN THE PROGRAM.

SO EXITS HAVING A LOWER PERCENTAGE DOES NOT MEAN THAT EXIT OUTCOMES WERE POOR.

IT MEANS THAT NOT AS MANY WERE MEASURED DURING THIS PILOT PERIOD, AND WE EXPECT THAT TO IMPROVE OVER TIME ON THE RIGHT HAND SIDE.

UH, DESPITE SETTING A HIGH BAR IN TERMS OF WHAT WE WANTED TO SEE FROM PERFORMANCE, WE ALSO DID WANT TO MAKE SURE THIS WAS A NEW PROGRAM.

UM, MAKE SURE THAT THE BONUS REWARDS PERFORMANCE BASED PAYMENT REWARDS WERE SIGNIFICANT FOR PROVIDERS.

SO WE WERE GIVEN A POOL, UM, OR A, A POOL WAS SET ASIDE, UH, IN TERMS OF FUNDING FOR THIS INITIATIVE.

AND WE WERE ABLE TO DISTRIBUTE 74% OF THAT.

WE ALSO HAD A CONVERSATION WITH PROVIDERS, UM, IN ONE OF OUR FEEDBACK SESSIONS, AND WE HEARD THAT THOSE PAYMENTS WERE, FOR THE MOST PART USED FOR STAFF REWARDS, WHICH WAS GREAT.

TAKE CARE.

FINALLY.

UM, WE HAD A LOT OF LEARNINGS, UM, DURING THIS FIRST PILOT YEAR AND, UH, SOME OF WHICH ARE JUST SUMMARIZED HERE.

AND WE'VE HAD A LOT OF CONVERSATIONS BOTH WITH, UM, ECHO AND HSO ABOUT HOW WE CAN USE THESE LEARNINGS TO DRIVE CONTINUED IMPROVEMENT OF THIS PROGRAM OVER TIME.

UH, JUST A FEW TO HIGHLIGHT.

I WOULD SAY WE, UM, LEARNED A LOT ABOUT HOW, UH, FROM A DATA MEASUREMENT PERSPECTIVE, HOW TO ALIGN THOSE MEASURES BEST WITH THE CLIENT EXPERIENCE.

UM, AND I CAN TALK MORE ABOUT THAT IF, IF HELPFUL, BUT IN TERMS OF HOW TO SET THOSE METRICS SO THAT THEY'RE REFLECTIVE OF MORE OF WHAT THE, UM, CLIENT IS EXPERIENCING AS OPPOSED TO JUST COMPLIANCE REPORTING, FOR EXAMPLE.

UM, AND THEN WE ALSO HAD A LOT OF, UH, LEARNINGS IN TERMS OF SETTING, UH, PROVIDERS UP FOR SUCCESS.

AND SO JUST IMPROVING COMMUNICATIONS IN TERMS OF EXPECTATIONS AND, UM, I THINK THE, THE MEETINGS THAT WE HELD DID FACILITATE THAT AS WELL DURING THE PILOT YEAR.

UM, SO DO YOU HAVE ANYTHING ELSE TO ADD YOU WANNA HIGHLIGHT IN TERMS OF LESSONS LEARNED HERE? I THINK THE ONLY OTHER PIECE THAT'S IT'S, UH, IMPORTANT TO BRING IN IS, AND BECAUSE THIS PROCESS OCCURRED KIND OF, UM, AS HSO WAS TRANSITIONING FROM KIND OF A PH TO ITS OWN OFFICE, THIS AND CONTRACTS MOVING OVER, THIS ALSO ALLOWED US AN OPPORTUNITY TO JUST SEE HOW HAVE WE BEEN DOING THINGS CONTRACTUALLY, HISTORICALLY, AND TAKE THESE LESSONS LEARNED AND, UH, MAYBE INCORPORATE THEM INTO OUR CONTRACTS MOVING FORWARD.

UM, SO WE CAN KIND OF TAKE A LOT OF THIS, UH, INFORMATION THAT WAS GAINED TO MORE STREAMLINE AND BETTER LOOK AT DATA IN, IN OUR PROJECTS, UM, ACROSS KINDA THE PORTFOLIO.

GREAT.

AND THIS IS OUR FINAL SLIDE.

UM, JUST WANTED TO WRAP UP TO SAY WHERE WE'RE, WHERE WE'RE GOING NEXT.

UM, SO SOCIAL FINANCE IS CURRENTLY WORKING WITH HSO AS WELL AS ECHO TO TRANSITION FROM THE LEFT HAND SIDE.

THE SCORECARD THAT WE, UH, DEVELOPED AND HAVE USED DURING THE PILOT YEAR TO THE SCORECARD ON THE RIGHT HAND SIDE, UH, WHICH IS CURRENTLY, UM, OR ABOUT TO START BEING USED BY THE COC.

AND THIS IS, UH, I THINK A, AN INITIATIVE THAT HSO CAN TALK MORE ABOUT, BUT, UM, TO HAVE MORE CONSISTENT MEASUREMENT ACROSS THE ENTIRE SYSTEM, ESPECIALLY WITHIN RAPID REHOUSING.

UM, I THINK WHAT'S, WHAT'S GOOD ABOUT THIS, AND WE FEEL GOOD ABOUT THIS, WE HAVE BEEN IN CLOSE CONTACT ABOUT THESE METRICS AND THEY'RE VERY CLOSELY ALIGNED.

SO THE TRANSITION, WE EXPECT TO BE SMOOTH, UM, AND THINK IT'LL GO A LONG WAY TO JUST CONSISTENT, UH, CONVERSATIONS ABOUT PERFORMANCE AND MEASUREMENTS OF THAT.

THANK YOU.

THANK YOU ALL SO MUCH FOR THE PRESENTATION COLLEAGUES WHO WOULD LIKE TO KICK US OFF WITH THE QUESTIONS.

VICE CHAIR VELASQUEZ.

YEAH, I HAD, UH, SOME QUESTIONS AROUND SLIDE 11.

UM, ARE THERE NUMBERS AVAILABLE ON THE TOTAL NUMBER OF PEOPLE THAT HAVE BEEN REFERRED TO THE PROGRAM? THERE ARE.

I DON'T HAVE THAT READILY AVAILABLE, BUT YES, WE HAVE THOSE NUMBERS AND WE CAN GET THOSE.

OKAY.

WOULD YOU BE ABLE TO GET THOSE FOR US? YES.

THANK YOU SO MUCH.

UH, ON AVERAGE, HOW MANY MONTHS DO THESE, UH, DO THE MOVED IN HOUSEHOLDS RECEIVE FINANCIAL ASSISTANCE? SO THAT VARIES.

THEY CAN RECEIVE UP TO 24 MONTHS OF RENTAL ASSISTANCE.

YOU SAID UP TO 24 MONTHS? CORRECT.

UP TO 24 MONTHS.

AND THAT'S WHY YOU, YOU SAW SUCH A LOW NUMBER OF EXIT POINTS

[00:25:01]

UM, RAPID REHOUSING BEST PRACTICE INCORPORATES, UM, A PHILOSOPHY CALLED PROGRESSIVE ENGAGEMENT.

AND SO KIND OF UNLIKE TRANSITIONAL HOUSING OR PSH WHERE KIND OF CLIENTS GET A SET AMOUNT OF ASSISTANCE OVER TIME WITH RAPID, WE KIND OF SLOWLY MOVE, UM, THE FINANCIAL BURDEN AS WELL AS KIND OF, UH, LIFE SKILLS FROM KINDA SUPPORTED BY THE, THE PROGRAM OVER TO THE PARTICIPANT, UH, THROUGHOUT THE DURATION OF THOSE 24 MONTHS.

UH, AND AVERAGE WE SEE CLIENTS KINDA RECEIVING ASSISTANCE, UH, BETWEEN 12 TO TO 18 MONTHS.

OKAY.

UH, THANK YOU.

UH, TWO CLARIFYING QUESTIONS ON, ON, WHEN IT, WHEN IT REFERENCES REFERRAL AND ENROLLMENT, WHAT EXACTLY DO THOSE MEAN? YES, SO A CLIENT IS REFERRED TO SERVICES, UM, AND THEN THE PROVIDER DOES, UH, AN ASSESSMENT IN TERMS OF WHETHER OR NOT TO ENROLL THEM AND IF THEY CAN, UM, LOCATE THEM TO ENROLL THEM.

AND SO, UH, ONCE THEY'RE ENROLLED, THAT'S WHEN CASE MANAGEMENT SERVICES BEGIN.

BUT WELCOME ANDREW, TO ADD MORE TO THAT.

ONE THING I'D ALSO SAY IS IN THAT ENROLLMENT, IT'S MOSTLY AN ELIGIBILITY ENVIRONMENT.

ARE YOU EXPERIENCING LITTLE HOMELESSNESS WHEN WE, WHEN WE MEET WITH YOU, UM, AS ZOE SAID, CAN WE FIND YOU OR YOU IN A SHELTER? ARE YOU WORKING WITH STREET OUTREACH PROGRAM? CAN WE GO AND LOOK OUT IN THE COMMUNITY AND FIND YOU? UM, THE REFERRAL ENTITY IS, UH, ECHOES COORDIN ENTRY SYSTEM.

SO ALL OF OUR RAPID REHOUSING PROGRAMS PULL FROM CORD ENTRY, UM, EXCEPT FOR ONE PROGRAM, CASA MARIA, WHICH IS A LITTLE BIT DIFFERENT.

UM, BUT OTHERWISE THAT'S THE REFERRAL ENTITY.

AND THEN ALL OF OUR PROVIDERS LOCATE THE INDIVIDUAL DETERMINE ELIGIBILITY AND ENROLL.

OKAY.

UH, ON THE, ON 6 89, UH, 6 89 ARE STILL BEING SERVED BY THE PROGRAM, CAN YOU PROVIDE SOME CLARITY ON WHAT THAT MEANS AND IF THAT INCLUDES RECEIVING FINANCIAL ASSISTANCE? YEAH, DEFINITELY.

UM, AS I SPOKE TO EARLIER, RIGHT? CAUSE A LOT OF THOSE CLIENTS, UH, RECEIVE 12 TO 18 MONTHS OF, OF ASSISTANCE CAN RECEIVE UP TO 24 MONTHS.

UM, AND AS THE SLIDE POINTED OUT, WHAT WAS IT, 500 PEOPLE, HOUSEHOLDS WERE ENROLLED DURING THE PROGRAM TERM.

YEAH, YEAH.

SO THOSE 500, UM, WERE ENROLLED AND ARE KIND OF MAKING THEIR WAY THROUGH THE PROCESS, RIGHT? BECAUSE IT'S A A TWO YEAR PROGRAM, THIS DATA SET IS ONLY THE FIRST YEAR.

AND SO THE SECOND YEAR WE EXPECT TO SEE A LOT MORE OF THOSE EXITS.

UM, AND SO THAT'S WHY, UH, YEAH, CLIENTS ARE RECEIVING RENTAL ASSISTANCE.

THAT AMOUNT VARIES BASED ON THEIR INDIVIDUAL SITUATION, UM, WHERE THEY ARE TOWARDS GAINING INCOME.

UM, YOU KNOW, I CAN SAY THAT NONE OF OUR PROGRAMS, UH, IF A CLIENT DOESN'T HAVE ANY INCOME, THE PROGRAM WILL PAY FOR THE FULL RENT WHILE WORKING WITH THE PARTICIPANT.

UM, YEAH.

DOES THAT ANSWER YOUR QUESTION? YES, SIR.

OKAY, GREAT.

UM, WELL, AND, UH, THAT, THAT'S ALL MY QUESTIONS.

THANK Y'ALL.

AND, AND FOR BEING HERE.

AND THANK Y'ALL FOR YOUR SERVICE TO THE CITY.

THANK YOU.

OTHER QUESTIONS? COUNCILMAN BUR CADRE? UH, THANK YOU CHAIR.

UM, APPRECIATE THE PRESENTATION.

SORRY, UH, JUST HAVE A FEW QUESTIONS.

UH, I JUST ONE CLARITY, UH, ON EXITS TO PERMANENT HOUSING.

UH, MAY, MAYBE I JUST GOT LOST, BUT, UH, I THOUGHT IT WAS A BIT CONFUSING.

IT SAID 90, UH, 90 HOUSEHOLDS WENT TO PERMANENT HOUSING, BUT THEN IT ALSO SAID 60 THAT WAS 60% OF THE TOTAL EXITS.

UM, SO JUST WANNA KNOW HOW MANY PEOPLE GOT HOUSING AFTER REHOUSING? YES, I, SO 90 PEOPLE DID GET PERMANENT HOUSING MM-HMM.

AFTER EXITING THE PROGRAM.

AND THAT DOES REFLECT ABOUT 67% OF THE TOTAL PEOPLE THAT ARE NO LONGER IN THE PROGRAM EXITED THE PROGRAM.

GOT IT.

UM, AND THEN ONE OTHER QUESTION.

UM, WHY ARE PEOPLE LIMITED TO 24 MONTHS? IF THEY CAN GO BEYOND, LIKE IF BEYOND THAT THERE'S STILL A NEED.

SO WE KEPT RENTAL ASSISTANCE AT 24 MONTHS BECAUSE THAT'S KIND OF THE STANDARD FOR THE INTERVENTION.

UM, WE SEE RAPID, THE RAPID REHOUSING COMPONENT REFLECTED BOTH IN THE QUEUE OF CARE, FEDERAL REGULATIONS AS WELL AS THE EMERGENCY SOLUTIONS GRANT REGULATIONS, ESG, UM, WHICH THE CITY RECEIVES.

UM, BECAUSE THESE PROGRAMS WERE LARGELY FUNDED WITH ARPA AND UH, GENERAL FUND, WE WANTED TO USE THE KIND OF STANDARD PROGRAM MODEL.

I THINK AFTER WE'RE DONE WITH THE, THE PILOT, WE CAN REFLECT IF, YOU KNOW, DO WE WANT TO CHANGE THE PROGRAM INTERVENTION MODEL OR TYPE, UH, FOR OUR GENERAL FUNDS.

UM, BUT THAT'S GENERALLY WHY WE PICKED OR HAVE KIND OF CARRIED FORWARD 24 MONTHS IS TO KIND OF FALL IN LINE WITH BOTH THE CURRENT COC REGULATIONS, UM, AS WELL AS THE ESG REGULATIONS.

GREAT.

THANK YOU.

AND ONE THING I MIGHT ALSO ADD IS IT'S, IT, IT'S NOT UNCOMMON FOR CLIENTS TO PROVIDERS TO MAYBE

[00:30:01]

THANK YOU.

COUNCIL FOR RYAN ALDER.

JUST WANNA STEP BACK FOR A MINUTE JUST TO KIND OF MAKE SURE I HAVE THE LANDSCAPE.

'CAUSE WE, WE TALK ABOUT VOUCHERS, WE TALK ABOUT RAPID, WE TALK ABOUT, YOU KNOW, YOU START GETTING ALL THE, THE PARLANCE HERE.

SO WHEN SOMEONE'S TALKING ABOUT LIKE A HAKA VOUCHER OR SOMETHING THAT IS SEPARATE FROM RAPID, RAPID IS A A ITS OWN PROGRAM FUNDED BY THE CITY, CORRECT? YEAH.

AND IS ANYBODY ELSE LOCALLY FUNDING RAPID OR IS IT JUST US? UH, NO.

SO I THINK THERE ARE THREE RAPID REHOUSING PROJECTS IN AUSTIN THAT ARE FUNDED WITH, UH, HUD FUNDING THROUGH THE CONTINUUM OF CARE COMPETITION.

UM, THEN THE CITY OF AUSTIN FUNDS, UH, THE MAJORITY OF THE RAPID REHOUSING LOCALLY.

WE DO HAVE SOME ESG FUNDS BOTH THROUGH THE STATE, UM, AS WELL AS THAT THE CITY RECEIVES.

UM, AND THOSE CITY ESG FUNDS ARE USED BY DAC AS WELL AS THE, UM, COMMUNICABLE DISEASE UNIT CURRENTLY.

UM, BUT OTHERWISE THOSE ARE THE MAJOR RAPID REHOUSING FUNDING PROGRAM SOURCES.

HOW MUCH ARE WE SPENDING ON THESE PROGRAMS AND RAPID REHOUSING? I'D HAVE TO GET BACK WITH YOU.

UM, YOU KNOW, I THINK YOU'LL PROBABLY RECALL THAT THE, THE MAJOR INVESTMENT, UM, WAS WITH ARPA WAS RAPID REHOUSING IS THE COMPONENT TYPE.

SO IT, IT'S SUBSTANTIAL RIGHT NOW.

UM, AND THEN OUR GENERAL FUND INVESTMENTS FOR RAPID, UH, ARE, ARE PRETTY HIGH.

I CAN'T TELL YOU WITH, UM, OFF THE TOP OF MY HEAD, BUT WE CAN GET YOU THOSE NUMBERS.

SURE.

AND SO WHEN WE LOOK AT THIS PROGRAM FOR THE, AND, AND IT WAS, IT WAS SET UP AS A BONUS STRUCTURE, RIGHT? SO WE HAD ALL OUR CONTRACTS AND WE JUST SAID, WE'LL GIVE YOU MORE IF YOU HIT OUR METRICS.

MM-HMM.

DID THAT APPLY TO WE, WE SAID THAT ALL OUR CONTRACTORS WHO I THINK YOU MENTIONED THEY HAD TO BE COMPLYING WITH THEIR CONTRACT, BUT ANYBODY WHO WAS COMPLYING WITH THEIR CONTRACT WAS ELIGIBLE.

OR DID WE DIVIDE INTO TWO GROUPS AND SAY, HERE'S KIND OF THE CONTROL GROUP WHERE WE, THEY DIDN'T GET ANY, ANY INCENTIVE.

AND HERE'S THE OTHER GROUP TO SEE HOW THIS IMPACTED ANY KIND OF OUTCOMES.

WE DID NOT DO A CONTROL GROUP COMPARISON, WE JUST DID, UM, FOR ALL OF THE PROVIDERS, WHICH THERE WERE SEVEN, ONE WAS, UM, NOT COMPLIANT.

AND SO WE HAD A BONUS PAYMENT FOR ALL THE REST OF THE SIX.

AND OF THOSE, HOW MANY OF THE CONTRACTORS GOT SOME FORM OF OWN? OF A BONUS? SIX.

YEAH.

ALL OKAY.

MM-HMM.

.

AND, WELL, WELL, ONE THING I, I'LL JUST KIND OF AS A SIDE, I THINK AS WE LOOK FORWARD IT, I DO THINK WE NEED TO KNOW WHETHER OR NOT PAYING SOMEBODY MORE ACTUALLY INCENTIVIZED ADDITIONAL BEHAVIOR.

YEAH.

AND SO SOME FORM OF A CONTROL WOULD BE REALLY HELPFUL AND, AND VALUABLE.

UM, BUT I ALSO THINK IT'S, IT'S WORTH US EXPLORING KIND OF THAT NEXT STEP OF NOT JUST A BONUS STRUCTURE, BUT ACTUALLY TYING OPERATIONAL DOLLARS TO RESULTS.

RIGHT? BECAUSE OUR, OUR GOAL HERE IS NOT TO SPEND MONEY, IT'S TO GET RESULTS.

MM-HMM.

.

AND IF WE ARE ABLE TO SAY YOU GET CERTAIN NUMBER OF DOLLARS FOR THE NUMBER OF SUCCESSFUL EXITS TO HOUSING, RECOGNIZING THAT WE COULD THEN SET, YOU KNOW, WHETHER THAT'S 80%, 90%, WHATEVER THAT NUMBER IS, UH, AND CALIBRATING IT THAT WAY SO THAT, UM, WE ARE, YOU KNOW, I, I COULD SEE AS A PROVIDER SAYING IT'D BE REALLY GREAT TO GET A LITTLE EXTRA MONEY, BUT I KNOW I'M, I'M AT LEAST GONNA BE MADE WHOLE AND, AND NOT FEELING THAT SAME MOTIVATION OF, YOU KNOW, MY FUNDING IS ON THE LINE HERE IF I DON'T PERFORM, LIKE I SAID I WAS GOING TO PERFORM.

AND SO THAT'S MORE OF A RISK FOR A CONTRACTOR AND YOU MIGHT GET LESS PEOPLE WILLING TO PARTICIPATE.

AND I THINK THAT WE HAVE TO BALANCE THAT.

UM, BUT IN A, IN, IN A WAY THAT YOU CAN REALLY MAKE IT OF GREAT VALUE AND OF GREAT HARM TO, TO NOT MEET YOUR GOALS.

'CAUSE I'VE SEEN RFPS WHERE SOMEONE COMES AND SAYS, WE'RE GONNA GET 80% OF PEOPLE INTO HOUSING AND TWO YEARS LATER IT'S 20%.

RIGHT? AND, AND WE HAVE NO ACCOUNTABILITY MECHANISM THERE.

[00:35:01]

I'M ALSO CURIOUS ABOUT, UM, YOU, SO JUST TO FOLLOW UP, YOU SAID THAT 67%, THAT 90 REPRESENTS 67% OF OUR EXITS.

SO, SO TWO THIRDS OF OUR EXITS ARE POSITIVE, A THIRD OF OUR EXITS ARE NOT.

I THINK ABOUT THIS IN TERMS OF THE PRESENTATION, UH, YOU GAVE US MR. GRAY ABOUT, UM, THE MARSHALING YARD AND, AND KIND OF BEING ABLE TO REALLY LOOK AT WHAT'S HAPPENING, UH, WITH THE INDIVIDUALS WE'RE SERVING.

AND SO I THINK IT WOULD BE VERY VALUABLE FOR US TO, UH, BE ABLE TO LOOK AT WHERE WE ARE ACHIEVING OUR SUCCESSFUL EXITS SYSTEMWIDE, RIGHT? IF SOMEONE GOES INTO PERMANENT SUPPORTIVE HOUSING, YOU MENTIONED THAT 98% NUMBER IF THEY'RE GOING INTO SHELTER, THAT, THAT KIND OF NUMBER JUST SO WE CAN UNDERSTAND WHERE OUR INVESTMENTS PRODUCE THE RESULTS THAT WE WANT TO SEE.

UH, AND SO IF THAT'S SOMETHING Y'ALL COULD HELP US VISUALIZE AND UNDERSTAND ANYTHING.

YEAH, I THINK, UM, ONE THING, IT'S HARD 'CAUSE WE'RE KIND OF LOOKING AT A SNAPSHOT OF A TWO YEAR PROGRAM WITHIN THE FIRST YEAR, RIGHT? AND SO, AND SIMILARLY WITH THE HEEL DATA, AS YOU PROBABLY RECALL, THE, THE NEGATIVE EXITS, UM, HAPPENED A LOT SOONER THAN THE POSITIVE EXITS, RIGHT? THE POSITIVE EXITS TOOK LONGER FROM THE HEEL.

UH, IT'S THE SAME THING WITH THE RAPID REHOUSING PROGRAM, RIGHT? UM, IT IS, WE EXPECT THAT, UM, AS WE START HITTING THAT 24 MONTH MARK, WE'LL BE SEEING MORE POSITIVE EXITS 'CAUSE THE CLIENT HAVE RECEIVED THE FULL ALLOTTED, UH, BOTH CASE MANAGEMENT, UH, RENTAL ASSISTANCE, BEEN ABLE TO KIND OF, UH, TAKE OVER THEIR FULL RENTAL COSTS, UM, IN A MORE TIMELY MANNER.

UH, I THINK TO YOUR, TO YOUR EARLIER POINT AROUND KIND OF BALANCING BOTH, YES, WE WANT TO, UM, RECOGNIZE AND INCENTIVIZE AND AWARD, UM, POSITIVE PERFORMANCE.

WE ALSO WANNA MAKE SURE THAT WE'RE USING THIS TOOL TO ACTIVELY CONSIDER, UM, YOU KNOW, WHEN WE LOOK AT NEW SOLICITATIONS, WE LOOK AT, UM, REAL REALLOCATION OF FUNDING, UM, USING THIS TOOL TO DRIVE A LOT OF THOSE DECISIONS, UM, ACROSS THESE MULTIPLE METRICS AS OPPOSED TO JUST, HEY, DID YOU HIT YOUR CONTRACTUAL OUTCOMES? DID YOU HIT SPENDING? UH, SO THAT'S DEFINITELY SOMETHING WE'RE HAVING A LOT OF, UM, ACTIVE INTERNAL CONVERSATIONS ABOUT.

DAVID, I DON'T KNOW IF YOU WANNA ADD ANYTHING TO THAT BRIEFLY.

ALRIGHT.

DAVID GRAY, HOMELESS STRATEGY OFFICER.

UH, SO COUNCIL MEMBER FIRST TO ANSWER YOUR QUESTION AROUND THE FUNDING, WE CURRENTLY HAVE ABOUT $37 MILLION, A LITTLE BIT MORE THAN $37 MILLION IN ARPA FUNDS.

THAT'S FUNDING SEVERAL RAPID REHOUSING INVESTMENTS.

SOME OF THOSE ARE TIED DIRECTLY TO OUR BRIDGE HOUSING.

OTHERS ARE, ARE NOT, WE HAVE SOME MONEY IN IN THIS PROGRAM HERE.

UM, AND SO WE'RE MAKING A SIGNIFICANT INVESTMENT IN THIS SPACE.

UH, I ALSO JUST WANNA AGREE WITH EVERYTHING THAT YOU SAID AROUND HOW WE DO OUR CONTRACT MONITORING.

AND THAT WAS REALLY THE, YOU KNOW, THE BEAUTY OF HAVING A, A STANDALONE OFFICE THAT NOW HAS A FINANCE TEAM THAT'S MANAGING ALL THESE CONTRACTS.

YOU KNOW, I'LL PIGGYBACK OFF OF YOUR EXAMPLE AND SOME OF OUR CONTRACTS, WE MIGHT HAVE A VENDOR THAT SAYS IF I HIT AN 80%, UH, POSITIVE EXIT RATE, THEN I'M SUCCESSFUL.

RIGHT? WELL THEN THEY POSITIVELY SUCCESSFULLY AT, UH, EXIT EIGHT OUT OF 10 PEOPLE.

MM-HMM.

, WELL, YOU HIT YOUR 80%.

BUT NUMBERS WISE, THAT'S STILL A RELATIVELY LOW, LOW NUMBER GIVEN OUR SYSTEM.

AND SO WHAT OUR TEAM IS DOING RIGHT NOW, AND WE'RE ACTUALLY DOING THIS WORK CURRENTLY, IS WE'RE MEETING WITH EVERY SINGLE ONE OF OUR VENDORS, NOT JUST FOR RAPID, BUT, BUT FOR ALL OF OUR CONTRACTS, WE'RE TAKING THE DEEP DIVE INTO ALL THOSE CONTRACTS TO RETOOL THOSE OUTCOMES.

WE'RE ALSO REALLOCATING FUNDS.

SO WE ARE HAVING THOSE DIFFICULT CONVERSATIONS WITH VENDORS WHO ARE NOT HITTING PERFORMANCE METRICS OR WHO ARE NOT SPENDING DOWN THEIR DOLLARS.

WE DON'T WANT MONEY TO GO BACK TO THE FEDERAL GOVERNMENT BECAUSE IT'S NOT ENCUMBERED AND IT'S NOT GETTING SPENT.

AND SO WE'RE ALSO MAKING REALLOCATION DECISIONS TO ENSURE THAT THE VENDORS WHO ARE HITTING STRONG PERFORMANCE OUTCOMES AND REAL OUTCOMES AND WHO ARE SPENDING DOWN THEIR CAPITAL HAVE ACCESS TO ADDITIONAL CAPITAL TO CONTINUE TO ACHIEVE HIGH RESULTS.

AND THE VENDORS WHO ARE STRUGGLING, THAT WE'RE PROVIDING THEM WITH THE TECHNICAL ASSISTANCE NECESSARY TO BRING THEIR PERFORMANCE UP TO PAR, BUT WE'RE NOT WAITING TO, TO REALLOCATE FUNDS SO THAT WE CAN CONTINUE TO HAVE POSITIVE IMPACTS IN THE LIVES OF CLIENTS WHO NEED PROGRAMS AND, AND NEED ASSISTANCE TODAY.

AND ARE WE, YOU MENTIONED THE $37 MILLION NUMBER, ARE WE FACING A CLIFF SOMETIME HERE IN THE NEAR FUTURE? THE, THE CLIFF IS COMING FOR ALL OF OUR ARPA PROGRAMS. SO INTERNALLY, UH, ADMINISTRATIVELY, ONE THING THAT WE WERE ABLE TO DO IS LOOK AT THE FEDERAL GUIDELINES AROUND ARPA.

INITIALLY, A LOT OF THESE RAPID REHOUSING CONTRACTS WERE SET TO EXPIRE AT THE END OF THIS CALENDAR YEAR.

AND THERE'S SOME REASONS WHY THOSE DECISIONS WERE MADE.

WE'VE BEEN ABLE TO WORK WITH THE CITY MANAGER'S OFFICE

[00:40:01]

SO WE'VE BEEN ABLE TO DO NO COST EXTENSIONS OF ALL THOSE CONTRACTS TO ALLOW 'EM TO RUN THROUGH THE END OF DECEMBER, 2025, UH, WHICH IS GREAT ONE FOR OUR PROVIDERS.

IT GIVES THEM A LITTLE BIT MORE TIME TO SPEND CAPITAL.

BUT SECOND, I THINK TO ANDREW'S POINT IS THESE CLIENTS ARE RECEIVING SERVICES FOR 12 MONTHS AT A MINIMUM 24 MONTHS AT A MAXIMUM.

AND SO BY EXTENDING THE CONTRACT DEADLINE THROUGH DECEMBER OF NEXT YEAR, IT ALLOWS US TO CONTINUE SERVING CLIENTS WHO ARE CURRENTLY BEING SERVED AND CONTINUE ENROLLING NEW CLIENTS INTO THE PROGRAM FOR ASSISTANCE.

NOW, ONCE WE GET TO DECEMBER, 2025, WE'RE GONNA HAVE TO HAVE SOME HARD CONVERSATIONS AROUND TO WHAT EXTENT THE CITY WILL CONTINUE TO SUPPORT RAPID REHOUSING OR IF THERE'S OTHER FOLKS IN THE CITY, UH, OR OTHER FUNDERS IN THE CITY THAT'D BE WILLING TO, TO PICK UP THE COST OF SOME OF THESE PROGRAMS. AND WHEN, LET'S JUST SAY YOU HAVE WHATEVER VENDOR IT IS, WHEN, WHEN WE GIVE THEM THE DO THE MONEY, UH, ARE THEY TYING THAT OR FOR THAT INDIVIDUAL, ARE THEY JUST FINDING THEM AN APARTMENT AND CONNECTING THEM WITH SERVICES? OR ARE THERE, IS THERE SOME? SO IT DEPENDS.

SO SOME OF THE VENDORS THAT WE HAVE CONTRACTS WITH, THOSE CONTRACTS ARE DIRECTLY CONNECTED TO OUR BRIDGE HOUSING.

SO THE CLIENTS WHO THEY'RE SERVING ARE CLIENTS THAT ARE COMING INTO THE SYSTEM THROUGH OUR HOUSING FOCUS, ENCAMPMENT ASSISTANCE LINK PROGRAM.

AND FRANKLY, THAT'S PART OF THE REASON WHY THE OUTCOMES FOR THAT SHELTER INTERVENTION ARE SIGNIFICANTLY HIGHER THAN WHAT WE'RE SEEING, NOT JUST AT OTHER SHELTERS IN AUSTIN, BUT OTHER SHELTERS NATIONALLY.

OTHERS ARE USING THE, THE COORDINATED ASSESSMENTS.

AND THAT'S THE SYSTEM THAT'S MANAGED THROUGH ECHO, UH, WHERE THEY'RE PULLING NAMES OFF OF THAT, THAT LIST.

AND THOSE ARE INDIVIDUALS WHO ARE RANKED TO HAVE THE HIGHEST LEVEL OF ACUITY AND THE HIGHEST LEVEL OF NEED IN OUR SYSTEM.

EVEN WITHIN THAT, THERE IS A LITTLE BIT OF, OF NUANCE.

FOR EXAMPLE, SOME OF OUR VENDORS SPECIFICALLY SERVE, UH, YOUTH AND YOUNG ADULTS.

SOME MIGHT SPECIFICALLY SERVE SENIORS, INDIVIDUALS WHO ARE AGE 55 PLUS.

SO THEY'LL, THEY'LL TARGET THEIR SPECIFIC DEMOGRAPHIC, BUT LEVERAGING THAT COORDINATED ASSESSMENT TOOL.

OKAY.

WELL I REALLY APPRECIATE IT.

I THINK, UM, THIS IS REALLY FASCINATING WORK AND UH, I'M REALLY INTERESTED TO SEE WHERE IT ALL GOES.

YES, SIR.

THANK YOU.

THANK YOU COUNCIL MEMBER.

THANK YOU.

UH, SO SOME OF THE QUESTIONS I HAVE, AND THANK YOU FOR THIS INFORMATION REGARDING THE SCORECARD PROCESS AND THE PERFORMANCE BASED CONTRACTING MEASURES THAT WE HAVE AS PART OF THIS PILOT PROGRAM.

UM, YOU MENTIONED A, UH, SOMETHING THAT STOOD OUT TO ME, WHICH WAS, YOU KNOW, TAKING INTO ACCOUNT THE EXPERIENCE OF THE INDIVIDUAL AS THEY GO THROUGH RAPID REHOUSING.

UH, CAN YOU TALK A LITTLE BIT MORE WHAT THAT LOOKS LIKE? YOU KNOW, ARE WE, OR HAVE WE DONE ANY QUALITY CHECKS ON THE TYPE OF RAPID REHOUSING THAT THEY ARE IN AND RECEIVING? SURE.

WHAT I'LL DO IS I'LL DEFER TO THE EXPERTS AT THE TABLE BEHIND ME TO, TO RESPOND TO THAT COUNCIL MEMBER.

THANK YOU.

YES.

WHAT I WAS REFERRING TO IN THAT IS THE WAY THE, GETTING INTO THE WEEDS A LITTLE BIT, SORRY.

UM, THE WAY THAT THE DATA IS COLLECTED ON, UM, HOUSEHOLDS AND CLIENTS IN THE PROGRAM IS OFTEN LINKED TO FUNDING.

AND, UM, SO THE REPORTING IS BASED ON THE FUNDING.

ONCE, UM, FUNDING CHANGES, THEY, WITHIN THE HMIS HOMELESS MANAGEMENT INFORMATION SYSTEMS, ONCE A NEW FUNDING STREAM FUNDS THAT PERSON SERVICES, THEY HAVE TO BE TRANSFERRED.

AND SO LINKING THE DATA ACROSS THOSE TWO PROGRAMS IS A LITTLE BIT CHALLENGING AND SOMETHING WE DIDN'T EXPECT WHEN WE WERE GOING INTO THIS PROCESS.