Transcript www.wcma

Performance Management Why is “Data” Suddenly Sexy?
March 6, 2014
Panel Members
Panel Moderator:
Mark Nelson - COO & co-founder
Revelstone
Panelists:
Paul Evert – Village Administrator
Howard
Brian Wilson – Town Administrator
Town of Beloit
Page  2
Agenda
Topic
Speaker
 Why is managing with data “suddenly sexy”
Nelson
 Panel member introductions / Using Data in:
- Howard
Evert
- Beloit
Wilson
 Panel Q&A
Page  3
All
Mark Nelson - Revelstone
 Co-founder of Revelstone
 CPA in New Jersey
 Past work experience:
- Software executive – founder Applimation, Inc.
- Project manager -Oracle
- Auditor/consultant -PriceWaterhouseCoopers
 Over 20+ years of business process improvement & performance
management
Page  4
Why is “Data” Suddenly Sexy?
Performance Management for
Local Governments
November 2013
Why is Data
Suddenly sexy?
Page  7
Cities Have Lots of Data…
Page  9
The Problem
Data Exists but is fragmented &
not easily available for reporting, to see
connections and future trends.
Police
Fire
Construction
Parks & Rec
Sexy Big City Solutions….
Big Cities have Invested in Sexy Business Analytics Tools
Sexy Tools  Outstanding Results
 Baltimore’s City Stat Program:
- Dramatic improvements in city services and efficiency, and savings of $350 million
since its inception
- Year 1 - The city saved $13.2 million—$6 million in overtime pay alone
- Years 1-3 - Non-police overtime fell by 40%
- Absenteeism plummeted by as much as 50% in some agencies
 Memphis Serious Crime Data Mining:
- Comparing March 2013 to 2006 homicides, robberies, rapes, vehicle thefts fell by 31.2
percent
- “The resources that we have now will allow us to pretty much solve a crime far faster
than what we had in the past.”
…More Outstanding Results
 New York’s Data Analytics Team:
- A five-fold return on building inspectors identifying illegal apartments
- An increase in the rate of detection for dangerous buildings highly likely to result in
firefighter injury or death.
- Doubling the rate for discovering stores selling bootlegged cigarettes.
- A five-fold increase in detection of business licenses being flipped.
- Fighting the prescription drug epidemic through detection of 21 pharmacies (out of
2,150) that accounted for 60%+ of total Medicaid reimbursements for Oxycodone
 Denver Police:
- Adding one additional officer enforcing traffic laws yields an ROI of 900%
- Adding an additional patrol officer to an active line of duty patrol assignment yields an
ROI of 630%
- Adding 10% more detectives investigating cases yields an ROI of 190%
Data can be overwhelming…
You don’t need to be a data scientist
What if
you could have
the same
solutions
at affordable
prices?
Who Uses Data?
Who
Why
City/Town
Manager
Wants visibility to
manage better
Mayor & City/Town
Council
(Elected Officials)
Wants oversight and
accountability. Show
value to citizens
Department Manager
Looking for ways to
improve & justify
resource needs
Everyone including citizens want local government to do more with less
Page 16
Using Data is …Sexy
 Taking politics out of decision making
 Performance based budgeting
 Operating government like a business
 City Stat meetings
 Identifying shared services opportunities
 Transparency
Page  17
Are you “driving” your city
without a dashboard?
©Revelstone Proprietary & Confidential.
Page  18
The Revelstone Dashboard Provides:
1. Visibility into operations
2. Early alert warning system
3. Information in one central repository
©Revelstone Proprietary & Confidential.
Page  20
Paul Evert
Village of Howard
Page  21
Paul Evert
 Administrator with the Village of Howard since 2011
 Government major, Georgetown University
 JD from UW Law School
 Previous work experience
 Oneida County - Assistant Corporation Counsel,
 Sun Prairie City - Attorney /Assistant Administrator
Strategic Plan
2014-2017
STRATEGIC GOALS AND OBJECTIVES
VISION STATEMENT
To be the most desirable community
to live, work, and play in Wisconsin
by creating a place to grow a
healthy family, build a thriving
business, and pursue a balanced life
MISSION STATEMENT
Provide our residents with a safe,
friendly, attractive, and active
community by aggressively pursuing
innovative ways to deliver valuable
services
VALUES
CUSTOMER SERVICE: We go above
and beyond to please our residents,
businesses and visitors.
HONESTY: We are open and
forthright with the public and each
other and treat all with respect and
dignity.
COMMUNICATION: We share
information with others as a twoway process, clearly expressing
relevant information and listening
intently.
INNOVATION:—We deliver the
highest level of service in fiscally
responsible methods, always looking
to adopt or create new and
improved methods in order to
achieve excellence in all that we do.
I. MAINTAIN A STRONG FINANCIAL POSITION
I.A. Avoid reliance on tax-supported debt for operating and capital needs
I.B. Grow tax base in non-TIF districts with infill and new subdivisions
I.C. Maintain healthy cash reserves
I.D. Implement the use of new and/or green technologies when cost effective
I.E. Analyze village operations for continuous improvement
II. RECRUIT AND MAINTAIN A WORKFORCE OF A WELL-TRAINED, COMPETENT EMPLOYEES
II.A. Encourage an environment that recognizes employees for work done well
II.B. Maintain pay and benefits at levels that remain competitive in market place
II.C. Provide appropriate education to employees
II.D. Maintain wellness plan
III. CREATE A UNIQUE COMMUNITY IDENTITY WITH A STRONG SENSE OF PLACE
III.A. Remove barriers to implementing the Comprehensive Plan
III.B. Foster Howard as a business brand
III.C. Improve community branding
III.D. Improve quality of life assets
III.E. Focus development in target areas
III.F. Encourage a community event, such as fireworks, food or art festival
IV. PROVIDE SAFE, FUNCTIONAL, WELL-MAINTAINED AND COST-EFFECTIVE INFRASTRUCTURE
IV.A. Maintain infrastructure
IV.B. Improve infrastructure
V. PROTECT THE SAFETY AND SECURITY OF RESIDENTS, BUSINESSES, EMPLOYEES AND VISITORS
V.A. Conduct directed enforcement intervention programs to secure community support and address concerns
V.B. Determine whether police staffing is consistent with risk profile and staffing models
V.C. Create collaborative partnerships with community stakeholders to help reduce crime and nuisance activity
V.D. Create volunteer patrol to assist DEOs
V.E. Conduct traffic patrol activities that address new traffic patterns and related safety issues
V.F. Reduce traffic-related deaths, injuries and property damage by identifying problem areas, targeting those areas with enforcement,
and working with engineers to mitigate design issues
V.G. Determine if fire department staffing is consistent with risk profile and staffing models, and enhance part-time and paid-on-call
staffing model to address minimum staffing on apparatus, response times and effective utilization of staff
V.H. Conduct fire and injury prevention activities to reduce the community's risk of emergency from all types of hazards
V.I. Develop an EMS service model that provides first responder basic life support services
V.J. Conduct a public safety facilities study to address future growth
V.K. Promote the continuous improvement of the fire department by meeting recognized performance standards.
V.L. Develop and implement a marketing plan to provide a clear understanding of agency activities and service offerings.
V.M. Assess the status of the organization and identify opportunities to retain and recruit firefighters.
V.N. Examine organizational succession for internal and external candidates
VI. CREATE AND ENHANCE COLLABORATIVE PARTNERSHIPS WITH STAKEHOLDERS
VI.A. Create and enhance collaborative partnerships with stakeholders
VI.B. Evaluate strategic goals and objectives of current partnerships and projected partnerships
VI.C. Conduct individual strategic planning meetings to compare and align strategic plans iwth identified groups
VILLAGE OF HOWARD 2014-17 STRATEGIC PLAN
STRATEGIC GOAL
IV.
VALUES
CUSTOMER SERVICE: We go above
and beyond to please our residents,
businesses and visitors.
HONESTY: We are open and forthright
with the public and each other and
treat all with respect and dignity.
COMMUNICATION: We share
information with others as a twoway process, clearly expressing
relevant information and listening
intently.
INNOVATION:—We deliver the highest
level of service in fiscally responsible
methods, always looking to adopt or
create new and improved methods in
order to achieve excellence in all that
we do.
OBJECTIVES
Maintain
Infrastructur
e
i.
ii.
iii.
iv.
v.
vi.
VISION STATEMENT
To be the most desirable community to
live, work, and play in Wisconsin by
creating a place to grow a healthy
family, build a thriving business, and
pursue a balanced life
MISSION STATEMENT
Provide our residents with a safe,
friendly, attractive, and active
community by aggressively
pursuing innovative ways to deliver
valuable services
A.
B. Improve
infrastructure
i.
ii.
Provide safe,
functional,
wellmaintained
and costeffective
infrastructure
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.
MEASUREMENT/INDICATORS
Increase miles of streets resurfaced
Perform crack sealing and joint repair
Curb and sidewalk replacement and repair
Perform water, sanitary, and storm sewer spot
repairs
Perform water leakage study
Replace the Evergreen Avenue bridge
over Lancaster Creek
Complete utility relocations and other
improvements associated with Highway 41 and
29 project
Fund the Village’s share of the Hwy 41 and 29
State Municipal Agreements with TIF #3 and
#4 and related projects
Lineville Irrigation Well
Velp Avenue – Riverview to Memorial – WPS
bury power lines
DOT CTH FF lighting and irrigation
CTH FF project – Shawano Avenue
reconstruction (FF RAB to Catherine)
Reconstruct S. Memorial PRV stations
Lakeview Lift station replacement
Replace Watermain on Cardinal Woodale
to Mountain Bay Trail
New street name and regulatory signage
Waterloop – Greenfield and Glendale
Waterloop - Spencers to Greenfield (through
corn field)
Elmwood Court - TIF #5
Pinecrest Road Reconstruction, Lotus to
Evergreen, excluding ROW
Nikki Lee Court Extension – Evergreen to
Woodale Avenue
Evergreen Road Reconstruction, Glendale
to Graceland, no pond
•
•
•
•
TIME FRAME
Annually
Annually
Annually
Annually
• Annually
• 2014
• 2014-2015
• 2014-16
• 2014
• 2014
• 2014
• 2014
• 2014
• 2014
• 2014
• Annually
• 2015
• 2015
• 2015-16
• 2016
• 2016
• 2017
VILLAGE OF HOWARD 2014-17 STRATEGIC PLAN
STRATEGIC GOAL
IV.
VISION STATEMENT
To be the most desirable community to
live, work, and play in Wisconsin by
creating a place to grow a healthy
family, build a thriving business, and
pursue a balanced life
MISSION STATEMENT
Provide our residents with a safe,
friendly, attractive, and active
community by aggressively
pursuing innovative ways to deliver
valuable services
VALUES
CUSTOMER SERVICE: We go above
and beyond to please our residents,
businesses and visitors.
HONESTY: We are open and forthright
with the public and each other and
treat all with respect and dignity.
COMMUNICATION: We share
information with others as a twoway process, clearly expressing
relevant information and listening
intently.
INNOVATION:—We deliver the highest
level of service in fiscally responsible
methods, always looking to adopt or
create new and improved methods in
order to achieve excellence in all that
we do.
Provide safe,
functional,
well-
maintained
and costeffective
infrastructure
OBJECTIVES
B. Improve
infrastructur
e
(continued)
MEASUREMENT/INDICATORS
xvii. Shawano Ave Reconstruction – FF to Glendale
xviii. Aerial photos every five years
xix. Lineville Reconstruction, Rockwell to Cornell,
RAB’s and lighting 25/25/50
xx. Velp Ave decorative Lighting, Melody to 41
to Riverview
xxi. Evergreen Reconstruction, Pinecrest to Rolla
TIME FRAME
• 2015
• 2015
• 2016
• 2016
• 2016
VILLAGE OF HOWARD 2014-17 STRATEGIC PLANv
TIME FRAME
Conduct directed
enforcement
intervention
programs to secure
community support
and address
concerns.
B. Determine
whether police
staffing is
consistent with
risk profile and
staffing models
C. Create collaborative
partnerships between
law enforcement and
the community to
help reduce crime
and nuisance activity
i.
ii.
Conduct 30 landlord tenant contacts per year
Conduct 4 business crime prevention
programs
• Annuall
y
• Annuall
y
i.
Analyze incident data and compare to
other
relevant data
Review staffing model
• 2014
Conduct 4 neighborhood outreach
programs
Participate in National Night Out.
• Annuall
y
• Annuall
y
D. Create volunteer
patrol to assist DEO’s
i.
Conduct outreach meeting to determine
viability of program
Develop v.p. system
Implement v.p.
• 2014
A.
VISION STATEMENT
To be the most desirable community
to live, work, and play in Wisconsin
by creating a place to grow a healthy
family, build a thriving business, and
pursue a balanced life
MISSION STATEMENT
Provide our residents with a safe,
friendly, attractive, and active
community by aggressively
pursuing innovative ways to
deliver valuable services
VALUES
CUSTOMER SERVICE: We go above
and beyond to please our residents,
businesses and visitors.
HONESTY: We are open and forthright
with the public and each other and
treat all with respect and dignity.
COMMUNICATION: We share
information with others as a two-way
process, clearly expressing relevant
information and listening intently.
INNOVATION:—We deliver the highest
level of service in fiscally responsible
methods, always looking to adopt or
create new and improved methods in
order to achieve excellence in all that
we do.
V.
PROTECT THE
SAFETY AND
SECURITY OF
RESIDENTS,
BUSINESSES,
EMPLOYEES,
AND
VISITORS
ii.
i.
ii.
ii.
iii.
• 2014
• 2015
• 2015
E. Conduct traffic
patrol activities that
address new traffic
patterns and related
safety issues
i. Perform traffic assessment of new traffic
patterns
including average speed assessment
• 2014 and
annually
F. Conduct traffic
patrol activities that
address new traffic
patterns and related
safety issues
i.
ii.
• 2014
• 2014
iii.
iv.
v.
Analyze crash data in the Village.
Assess the specific locations in the community
with the highest crash rates
Schedule proactive traffic patrols to
impact designated areas
Conduct a root cause analysis to determine crash
related factors
Implement engineering technology and controls
to
reduce crash-related behaviors
• 2014
• 2015
• 2016
VILLAGE OF HOWARD 2014-17 STRATEGIC PLAN
STRATEGIC GOAL
V.
VISION STATEMENT
To be the most desirable community
to live, work, and play in Wisconsin
by creating a place to grow a healthy
family, build a thriving business, and
pursue a balanced life
MISSION STATEMENT
Provide our residents with a safe,
friendly, attractive, and active
community by aggressively
pursuing innovative ways to
deliver valuable services
VALUES
CUSTOMER SERVICE: We go above
and beyond to please our residents,
businesses and visitors.
HONESTY: We are open and forthright
with the public and each other and
treat all with respect and dignity.
COMMUNICATION: We share
information with others as a twoway process, clearly expressing
relevant information and listening
intently.
INNOVATION:—We deliver the highest
level of service in fiscally responsible
methods, always looking to adopt or
create new and improved methods in
order to achieve excellence in all that
we do.
PROTECT THE
SAFETY AND
SECURITY OF
RESIDENTS,
BUSINESSES,
EMPLOYEES,
AND
VISITORS
OBJECTIVES
MEASUREMENT/INDICATORS
Determine whether fire department
staffing is consistent with risk profile
and recognized staffing models.
Enhance the part-time and paid-on-call
staffing model to address minimum
staffing on apparatus, response times
and effective utilization of operational
staff
H. Conduct fire and injury prevention
activities to assist in reducing the
community’s risk of emergency incidents
arising from all hazards
i.
I.
Develop an EMS service model that
provides first responder basic life
support services through a first response
system. Develop an EMS service model
that is capable of providing 24 Basic Life
Support services in the form of a
sustainable Medical First Responder
program
i.
Conduct public safety facilities study to
address future growth
i.
G.
J.
ii.
i.
ii.
ii.
ii.
iii.
K. Promote the continuous improvement of
the fire department by meeting recognized
performance standards. Continue efforts
with the Packerland Fire District agencies
to assess equipment and develop common
standards for safe fireground operations
and firefighter training, while reviewing
processes for efficiencies
i.
ii.
iii.
iv.
v.
TIME FRAME
Part-time and paid-on-call staffing
model to address minimum staffing
on apparatus as 4
Reduce structural fire response
times to 7 minutes
•
2014
•
2014
Conduct 16 fire education
programs including outreach and
station tours
Hold Open House educational
event
•
Annually
•
Annually
Staff first responder engine
to respond to high risk life
safety events on a 24 hours
basis
Study
ALS/BLS
provider
models for implementation
• 2014
• 2014
Review current response data as it
relates to facility locations.
Review maintenance history and
operating costs of physical
resources
Establish a committee to
determine long term public safety
building needs
•
2014
•
2014
•
2015
Review the standards and process
required for accreditation through
the Center for Public Safety
Excellence (CPSE) to determine
viability for the department.
Compile a list of best practices
utilized by accredited fire
departments of similar size.
Develop Committee to work on
accreditation process.
Implement processes, guidelines
and systems required for
accreditation
Seek accreditation
•
2014
•
2014
•
2015
•
2015
•
2017
HOWARD - Police KPI Report
Brian Wilson
Town of Beloit
Page  30
Brian Wilson – Town of Beloit, WI
Brief Biography
 18 years of local government experience
 Town Administrator for Town of Beloit
 Master of Science in Administration (Southeast Missouri State University)
 Previous Experience
- City Administrator (Milan, Missouri)
- Disaster Recovery Manager (Caruthersville, Missouri)
- Neighborhood Stabilization Officer (St. Louis, Missouri)
- Liquor Control Officer (St. Louis, Missouri)
Brian Wilson – Town of Beloit, WI
Personal Experience with Performance Measurement
 Performance Measurement allows an organization to measure the
effectiveness of its outcomes
 Some organizations create plans and collect data very well
- City of St. Louis had a City-Wide Strategic Plan
- Each Department had to write a strategic plan that addressed city-wide strategic goals
- Each Division had to then write an action plan that addressed the Department goals
- This went on to the lowest reporting unit in the Division creating very specific plans to
achieve desired outcomes
- Completed a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to
determine localized goals (ie. reduce number of blighted properties) and create a list of
specific actions I would take to achieve those goals
- A monthly activity report was submitted showing actions taken in the month to achieve
each goal
Brian Wilson – Town of Beloit, WI
Personal Experience with Performance Measurement (continued)
 But data alone doesn’t tell you much if you don’t put it in context
- City of St. Louis collected numbers from the monthly activity reports as they were
submitted
- Really seemed to be only a justification of our existence
- No benchmarks were provided nor were any expectations given for results
- No easy way was provided to track progress or history of results
 Accurate measure of performance requires benchmarks and
expectations of performance
 A cultural change is also necessary to transform a bureaucratic
organization into a results-driven or mission-driven organization
- Can’t be completed in a vacuum
- All levels of the organization need to be informed and have buy-in
Brian Wilson – Town of Beloit, WI
Opening the Performance Measurement Conversation
 Gathered my information on Performance Measurement
- Ability to track performance, efficiencies, and results
- Ability to see what activities you spend for really produce the best outcomes
- Ability to make budget decisions based upon data and not just line items
 Explored Technology Options for Performance Measurement
- ICMA Center for Performance Measurement webinars and documentation
- Revelstone webinars and documentation
 During budget process I discussed advantages of Performance
Measurement with my elected body and got approval to proceed
 Discussed Performance Measurement with my Department Heads to let
them know what I saw in the possibilities available to our organization
Brian Wilson – Town of Beloit, WI
First Steps
 Met with Revelstone and got our online portal set-up
 Entered basic organizational data
 Reviewed “Key Performance Indicators” (KPI) with my Department Heads
to jointly decide what was most important for them to know about their
operations
- This was to assist in prioritizing our data needs
- This was to allow us to start small and not overwhelm anyone right away
- Continued effort to gain trust in the system and buy-in from the Staff
Brian Wilson – Town of Beloit, WI
Early Challenges
 Started gathering data from my departments
- Found varying levels of historical data and accuracy of data
- Wasn’t sure how far I need to go to create benchmarks
- Didn’t want to leave anything important out
 Data over-abundance
- Prioritizing data proved invaluable
- Remembered to start small
 Other issues
- Small staff means I was doing a lot of it in my “spare time”
- Perfectionist in me wanted it “done right”.
Brian Wilson – Town of Beloit, WI
Inputing the Data (or how I learned to stop worrying and love the data)
 Started simple and dove in
- Streets: paving and road way repairs by lane mile per year
- Police: UCR Index crimes by month, number of patrol officers, monthly department
expenditures
- Fire: Calls for Service, fire calls, property loss, false alarms, monthly department
expenditures
- Building Inspection: number of permits by month, permit fees, value of improvements,
value of new construction
 What helped
- Creating a system to enter monthly reports
- Revelstone was able to import data collected in Excel format for some indicators
Beloit - Road Repair KPIs
Page  39
Page  40
Brian Wilson – Town of Beloit, WI
Where Do I See Performance Measurement Taking My Organization?
 Enable the creation of a “mission-driven” organization
- Allow the Town Board to set standards at the policy level and leave management to
the Staff
- Data will hold the organization accountable
- Measure what we do and how well we do it based solely on outcomes instead of inputs
 Assist in moving the organization from “Good” to “Great”
- Jim Collins wrote about great companies “Good to Great”
- In business, money is both an input and an output which measures greatness
- In “Good to Great and the Social Sectors”, Collins says in the Social Sector money is
only an input; the results you achieve to support your mission are the outputs that
determine your greatness
- Performance Measurement becomes essential to creating a great organization
Brian Wilson – Town of Beloit, WI
Next Steps
 Hire a Data Entry Clerk to assume responsibility for entering raw data
and managing the system
 Expand the Key Performance Indicators (KPI) in use
 Continue to educate the Staff and create cultural change
 Encourage innovation
 Reward success
 Learn from mistakes
Panel Members
Panel Moderator:
Mark Nelson - COO & co-founder
Revelstone
Panelists:
Paul Evert – Village Administrator
Howard
Brian Wilson – Town Administrator
Town of Beloit
Page  43
More Examples
Page  44
Can you spot the “Blue Flu”?
Preventative maintenance saved thousands of $$
Page  46
Using Data
[example]
Page  47
Example: Data Analytics & Decision Process
• Police Chief wants to hire 1
new officer
• Number of Crimes are
increasing
• Chief believes the team is
stretched too thin
• Should you hire a new
officer?
Page  48
Police Officer Decision – Actual Data
Actuals
Key Police Metrics
# of Crimes/1000
Page  49
2009
2010
17
18
2011 2012
22
26
Police Officer Decision – Actual Data
Actuals
Key Police Metrics
# of Crimes/1000
Crimes Solved
Page  50
2009
2010
2011 2012
17
18
22
26
31%
31%
30%
28%
Police Officer Decision – Actual Data
Actuals
Key Police Metrics
# of Crimes/1000
Crimes Solved
# of Police Officers
Page  51
2009
2010
2011 2012
17
18
22
26
31%
31%
30%
28%
72
69
68
71
Police Officer Decision – with Benchmarks
Actuals
Key Police Metrics
# of Crimes/1000
Crimes Solved
# of Police Officers
Page  52
Benchmarks
Same
County
Same
State
Peer
Group
26
17
16
15
30%
28%
27%
24%
25%
68
71
82
81
80
2009
2010
2011 2012
17
18
22
31%
31%
72
69
Police Officer Decision – with Benchmarks
Actuals
Key Police Metrics
# of Crimes/1000
Crimes Solved
# of Police Officers
Page  53
Benchmarks
Same
County
Same
State
Peer
Group
26
37
40
29
30%
28%
31%
30%
33%
68
71
64
61
67
2009
2010
2011 2012
17
18
22
31%
31%
72
69
Building a Performance Culture…Key Goals
 Improving service quality
 Creating efficiencies
 Saving money
Page  54
Building a Performance Culture…Key Characteristics
 Gaining Visibility to Data
 An ongoing process
- InsightDecisionsAction
- Setting goalsMonitoring
- Ongoing reviews
 Culture change
- Commitment from the top
- Pervasive throughout organization
- Line of sight for staff
- Encourages experimentationAccepts failureSeeks resolution
Page  55