Lowellstat data driven decision making for results
Download
1 / 26

LowellStat : Data-Driven Decision Making for Results - PowerPoint PPT Presentation


  • 401 Views
  • Updated On :

LowellStat : Data-Driven Decision Making for Results Presentation to the Lowell City Council March 2, 2010 “ You Can ’ t Manage What You Can ’ t Measure ” Peter Drucker PerformanceStat – What Is It?

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'LowellStat : Data-Driven Decision Making for Results' - sandra_john


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Lowellstat data driven decision making for results l.jpg

LowellStat: Data-Driven Decision Making for Results

Presentation to the Lowell City Council

March 2, 2010


Slide2 l.jpg

You Can’t Manage What You Can’t Measure”

Peter Drucker


Performancestat what is it l.jpg
PerformanceStat – What Is It?

A management and public policy tool using comprehensive data analysis, performance measurement, collaborative problem solving and strategic planning to achieve goals.


Lowellstat goals l.jpg
LowellStat -Goals

Savings

Efficiency

Transparency

Accountability

Quality Services

Public Confidence

Performance Measurement


Slide5 l.jpg

LowellStat – Why Now?

  • Declining Revenues

  • Escalating Fixed Costs

  • Staff Reductions

  • Demand for Services Constant

  • Taxpayers are Counting Every Penny Too

  • Captured “Low-Hanging Fruit”



Lowellstat why now7 l.jpg
LowellStat – Why Now?

“Now is Not the Time for Business As Usual”


Lowellstat what it does l.jpg
LowellStat – What it Does

Measures performance through statistical analysis of programs and services

Identifies opportunities for improvements

Promotes improved services through frequent review


Lowellstat what it does9 l.jpg
LowellStat – What it Does

Encourages information sharing, collaboration and creative problem-solving across departments

Fosters a culture of accountability and continuous improvement

Expedites timely response and problem prevention

Benchmarks operations against best practices


Lowellstat where it works l.jpg
LowellStat – Where it Works

Private Industry - UPS

Towards a More Business-Like Government

“Packages are not just objects; they are also data, and in all its decisions, UPS has used the latter to make delivering the former more efficient….And all of those hundreds of little things add up to impressive advantages in efficiency, in cost and in keeping service levels high.”

“Rapid Strategic Shifts put Big Brown in Position to Motor out of Recession” K.Kingsbury; TIME Magazine, March 8, 2010


Lowellstat where it works11 l.jpg
LowellStat – Where It Works

$12.4 Million in State and Federal Grants


Lowellstat where it works12 l.jpg
LowellStat – Where It Works

CitiStat – Baltimore, MD 1999

$6 Million in Overtime Savings in 1st Year

Cited for saving $100 Million by Year 4

SomerStat- Somerville, MA 2004

Anticipated $270,000 increase in 21D ticketing violations

Pioneer Institute 2009 – Better Government Award

New Initiatives Launched: ResiStat, Customer Service Initiative

PerformanceStat – Springfield, MA 2005

$1.7 Million in Savings and Efficiencies


Lowellstat how is it effective l.jpg
LowellStat – How is it Effective?

Four Tenets of CitiStat:

Accurate timely intelligence shared by all

Rapid Deployment of Resources

Effective Tactics and Strategies

Relentless Follow-up and Assessment


Lowellstat what it measures l.jpg
LowellStat – What it Measures

Personnel Data

Overtime

Sick Leave

Comp Time

Workers Comp…

Financial (Expenditures & Revenue) Data

Bond Rating

Operating Expenditures

Abatements

Collection

Receipts…

Service Operation Data

Inspections per day

Miles paved

# Cars Ticketed

Acres Mowed

Birth Certificates Issues

Maintenance Requests

Fuel Consumption

Motions Answered

Pothole Abatement Time

Citations Issued

# Books Borrowed

Recreation Program Use…

Comprehensive Data Across Departments


Slide15 l.jpg

Realize that Everything Connects to Everything Else”

Leonardo DaVinci


Lowellstat meetings l.jpg
LowellStat – Meetings

Presenter

Other Department Staff and Observers

CIO

Personnel Director

Labor Attorney

SomerStat Analyst

City Solicitor

Dir of Constituent Services

Finance Director

SomerStat Director

Mayoral Aide

Mayor

From SomerStat Program


Lowellstat meetings17 l.jpg
LowellStat – Meetings

Key Decisions Makers Attend

City Manager, ACM, Data Analyst, CFO, Dept. Head, and Key Staff

Involvement allows for quick problem solving

Highly Structured Format

Participating departments meet on a set revolving schedule

Well-defined time limit, format and protocol

Detailed materials including reports, charts, and graphs prepared by analyst and sent out in advance

Meetings Result in Task Tracking and Follow-up

Next steps recorded and tracked in central database


Lowellstat process l.jpg
LowellStat – Process

  • LowellStat analyzes data from administrative systems and prepares reports:

STEP 1: Pre-meeting: identify important data trends/issues with key department staff and develop goals and objectives for addressing issues

Step 2: Analysis Phase: Assist departments in analyzing and tracking data

Step 3: AT MEETING: Report accomplishments, highlight pressing issues, engage staff in open forum to enhance department performance

Step 4: Track Performance Results (expanding Task List): track goals, accomplishments, pressing issues, next steps


Lowellstat keys to success l.jpg
LowellStat – Keys to Success

Commitment of City Manager

Consistency of Meetings and Relentless Follow-up

Incremental Progress

Leadership of Core Management Departments

Dedicated Staff with Analytical Expertise


Lowellstat investment l.jpg
LowellStat – Investment

Start from where we are:

Anticipated Costs:


Lowellstat return on investment l.jpg
LowellStat – Return on Investment

Cost Savings

Example - Better Bond Rating = Better Borrowing Rates



Lowellstat return on investment23 l.jpg
LowellStat – Return on Investment

Cost Savings

Example - Better Bond Rating = Better Borrowing Rates

Cost Avoidance

Example – Strategic Deployment of Staff for More Productivity

Increased Revenue

Example - 21D Code Enforcement


Lowellstat potential l.jpg
LowellStat – Potential

  • MassStat – Benchmarking against Best Practices

  • Partnerships - UML, Rapport Institute, Pioneer Institute

  • Grant Opportunities

  • GFOA - Performance Based Budgeting


Lowellstat concerns l.jpg
LowellStat – Concerns

  • Now is Not the Time….

  • Employees have been Laid-off…

  • A Position Should be Cut be Cut First…

  • We Can’t Afford It…


Lowellstat anticipated results l.jpg
LowellStat – Anticipated Results

Savings

Efficiency

Transparency

Accountability

Quality Services

Public Confidence

Performance Measurement


ad