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Where to start? Laying the groundwork for a data driven culture in a resource scarce world

Where to start? Laying the groundwork for a data driven culture in a resource scarce world. I have a confession…. Data and Benchmarking as an organized discipline is new to our city. What do you do when you have a C lean Slate?.

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Where to start? Laying the groundwork for a data driven culture in a resource scarce world

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  1. Where to start? Laying the groundwork for a data driven culture in a resource scarce world

  2. I have a confession… Data and Benchmarking as an organized discipline is new to our city

  3. What do you do when you have a Clean Slate? • More than we like to admit we don’t often make decisions based on data we make them based on what we want to do. Then we find data to support it. • To make data driven decisions you have to have data. • Where do I get it? • Buy it • Numerous free sources • Join organizations like the FBC • What do I already have? • Enterprise software • Business Certificates • Utility bills • What should I really collect? • Limited bites at the apple • Manageable, key indicators; be relevant ?

  4. How do I make data matter to my Corporate Culture? • Tie it to Success: • Has to affect Funding or Glory • Build data into the operational fabric of the gov’t • Don’t be Afraid of Measurement: • Nobody likes to define what success will look like until they already know • Just because you measure it, doesn’t mean you have to tell anyone about it until it’s fixed • Find Out What’s Important: • Talk to departments and figure out what they want and then use data to help them get it • Data collection can’t stop at collection, it has to go through implementation

  5. What is Winter Park doing? • The Bigger Picture • First City-wide Strategy Map is being developed • Includes specific actions, timelines, responsible parties, funding requirements, and metrics • Tied to Commission agenda items • Development of cross-functional teams to support each Objective • First Scorecard is being developed • Summarizes key indicators agreed upon by each division that can be measured and reported quarterly • Scorecard measure are tied to the Objectives of the Strategy Map • Annual Budgeting process will be tied to the priorities identified in the Strategy Map

  6. What is Winter Park doing? • A Small Example • Vehicle Replacement Fund • Over 350 vehicles • Annually about $1 – 1.3 million • Used fuel and mileage analysis to reduce fleet by about 5% • This process led to other benefits • New Fleet manager discovered internal billing errors that created a false billing rate for maintenance expenses • Cap Ex reserve analysis shows that we may be drastically underfunding for future needs. Target value of about $1.5 million needed annually. • In the process of showing each division what their vehicles actually cost them to further achieve reductions in fleet • Review of end-of-life determinations are underway

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