1. City Oversight of Communities of Opportunity

The Director of Communities of Opportunity should:

1. Report to the Board of Supervisors prior to December 31, 2008 on the membership and mission of the steering committee and the advisory board.
   
   
2. Report to the Board of Supervisors prior to December 31, 2008 regarding implementation of the Interagency Council, including:
   
   
   1. Interagency Council goals and scope;
      
      
1. City department participation;
   
   
2. Planning process for coordinating Citywide resources for anti-poverty services; and
   
   
3. Defining the relationship of Communities of Opportunity's place-based focus with the Interagency Council's Citywide objectives.

2. Responsibility of City Departments in Implementation/p>

The Director of Communities of Opportunity, in conjunction with the Interagency Council, should:

2.1 Develop a process ensuring follow through and completion of coordinated case management, and on-ramp programs, including the (a) Resident Assistance Program, (b) Individual Development Accounts, (c) Job Readiness Program, (d) Single Stop Benefits Screening, (e) Parent University, and (f) Gateway to College. This process should define each City department's roles, responsibilities, and accountability to the process.

2.2 Begin discussions within the Interagency Council on how (a) the programs implemented through the four Communities of Opportunity nodes relate to the programs implemented to the Hope SF public housing redevelopment sites; and (b) how specific program goals relate to the overall Communities of Opportunity goals, in order to revise and refine implementation plans.

2.3 Report to the Board of Supervisors prior to December 31, 2008 on the status of coordinated case management, including:

(a) The process to ensure follow through and completion of planning, as discussed in Recommendation 2.1;

(b) Each department's actual participation and accomplishments to date in comparison to the work plan, including the (1) Human Services Agency, (2) Adult Probation Department, (3) Juvenile Probation Department, and (4) Department of Public Health;

(c) The overall accomplishments of the coordinated case management process to date in comparison to the work plan; and

(d) Projected revisions to the respective departments' proposed FY 2009-2010 budgets due to implementation of coordinated case management, including the (1) Human Services Agency, (2) Adult Probation Department, (3) Juvenile Probation Department, and (4) Department of Public Health.

2.4 Report to the Board of Supervisors prior to December 31, 2008 on the status of Communities of Opportunity's on-ramp programs, including the (a) Resident Assistance Program, (b) Individual Development Accounts, (c) Job Readiness Program, (d) Single Stop Benefits Screening, (e) Parent University, and (f) Gateway to College. This report should include the:

1. Status of planning or implementation for each on-ramp program;
2. Program measures and resident participation;
3. City department participation; and
4. Projected on-ramp program costs proposed in respective City departments in FY 2009-2010.

3.Data Sharing Among City Departments and Agencies

The Director of Communities of Opportunity should:

1. Define his role as the project sponsor for implementing shared data systems among City departments participating in the coordinated case management initiative.
2. Implement a Memorandum of Understanding with City departments as part of the process of implementing coordinated case management data sharing that:

(a) Defines each department's roles and responsibilities;

(b) Defines confidentiality requirements; and

(c) Establishes timelines and methods for each department to provide data downloads.

1. Submit a report to the Board of Supervisors prior to the FY 2009-2010 budget review identifying:

Expected expenditures, staff and information technology resources, and time schedules for implementing data sharing systems; and

(b) Expected cost savings and work process improvements resulting from coordinated case management data sharing.

4.Communities of Opportunity's Performance Management

In order to refine the Communities of Opportunity's focus and improve its accountability, the Director of Communities of Opportunity should:

4.1 Establish a single set of goals and align all work to those goals.

4.2 Refine and expand the End Goal Matrix; align the Matrix to the Dashboard.

4.3 Work with departments throughout performance measurement processes and measure progress against other cities.

5. Community Communication

The Director of the Communities of Opportunity should:

5.1 Ensure that the quarterly Community Voice meetings are documented and that a senior Communities of Opportunity staff member attends.

5.2 Work with the San Francisco Housing Authority to reactivate the tenants association by creating a plan with (a) guidelines to reactivate a tenants association within a specific community, (b) the participants and their roles, and (c) a timeline with specific outcomes.

5.3 Create a set of guidelines to standardize how community input is documented from (a) site coordinators discussions, (b) peer coach discussions, (c) Community Voices meetings and (d) resident or tenants associations.

5.4 Create a set of guidelines to determine (a) how City departments will formally receive input, (b) how City departments work with the nodes to make possible changes, (c) how the changes are documented, and (d) how the changes are communicated to the residents.

5.5 Create a feedback method/plan to let the residents know how the City Departments are using the community input.

5.6 Create measurable monthly goals for both delivering information and gathering feedback for each Communities of Opportunity community staff person responsible for interacting with the community.

5.7 Create standardized report templates for each Communities of Opportunity community staff person.

5.8 Require reports be circulated to community staff working in the same node and community staff performing the same function in different nodes.