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SR 03-01-2016 4A City Council Report City Council Meeting: March 1, 2016 Agenda Item: 4.A To: Mayor and City Council From: Rick Cole, City Manager, City Manager's Office, Administration Subject: Santa Monica Use of Open Data and Performance Management Practices Recommended Action Staff recommends that the City Council conduct a study session exploring a citywide approach to more consistently use data to manage performance, and direct staff to proceed with implementation of a data and performance management program. Executive Summary As cities grow more sophisticated in their access to technology and data, they are using that data to improve decision-making, measure effectiveness and drive improved M focuses on achieving specific targeted results within a specific time period. Measuring performance is critical to this strategy, using SMART metrics that is performance targets that are Specific, Measurable, Achievable, Results-focused and Timely. This shift is not easy for public agencies even though it is widespread in the private sector and increasingly common among non-profit agencies. Metrics are often divided into three types of measures: inputs, outputs and outcomes. Public policies have most often been measured by inputs and outputs. Instead of defining and measuring successful outcomes, elected officials and managers have measured how much money or staff are devoted to a particular problem or service (inputs) or the tasks accomplished such as number of arrests made, lane miles of road paved or books checked out of the library (outputs.) In the public sector, it is often challenging to identify clearly desired outcomes. In Santa Monica, for example, while the City Council identified five top priority Strategic Goals, it will be challenging to pinpoint specific measures of success for creating a new model of mobility, preserving affordability and inclusion in the Santa Monica community, achieving local control of Santa Monica Airport, asserting regional Santa Monica has been a pioneer in establishing and tracking measures of sustainability and building a Wellbeing Index as an innovative national model. By -driven culture of manage performance. Open data and openly reported performance metrics also help promote community engagement and accountability. 1 of 9 Background Santa Monica has been at the forefront of using data to help measure the impact of its efforts on the community for over 20 years. In 1994, it adopted the Sustainable City Plan along with key performance indicators and goals to foster a sustainable community in Santa Monica. These goals have evolved and expanded over the years, but the Plan provides a framework by which each metric established a baseline of performance and target goals for the community to reach. Every other year, the Office of Sustainability work needs to be done. This work laid the foundation for Wellbeing Index Website Detail Santa Monica to become a leader in using data and metrics in the public sector. Big Blue Bus, Police and the Fire Departments are among the departments using various metrics to track their performance. Big Blue Bus looks at on-time stop performance larly analyze crime patterns to deploy resources and fine-tune operational tactics. Fire looks at response times and call types to analyze new deployment approaches such as the augmentation of staffing through Rescue Ambulances. This culture of data is what Wellbeing Index one of five model projects funded nationwide. The Wellbeing Index sentiment in various areas as well as looking at the data metrics the City captures in its systems. Santa Monica has the opportunity to capitalize on these initiatives to build a 2 of 9 comprehensive approach to identifying desired outcomes, selecting appropriate SMART metrics to measure progress toward achieving those outcomes and actively tracking and managing performance of city programs and services. Implicit in this commitment is developing an organizational culture and capacity to ensure this approach is not a but rather a long-term citywide commitment to focus on achieving meaningful measurable results. Discussion Cities and Data Like Santa Monica, other cities around the nation and the world are embracing data metrics and performance management to address real-life operational and community issues. In the face of a growing fiscal mismatch between revenues and costs of traditional local public services, pressure has mounted for cities to embrace innovation to reduce costs and/or improve efficiency and effectiveness. Leading cities are increasingly measuring success by the impact on desired outcomes rather than inputs or outputs of work. Academics, public policy experts and the media are paying increasing attention to the challenge of identifying meaningful metrics and best practices for improving public sector performance. Louisville, Boston, Kansas City, New York and Los Angeles are among the leaders among larger municipalities, and cities large and small are moving toward a more rigorous and data-driven evaluation of the way localities have long delivered services. Technology has enabled collection of more and more data -- and cities have become more sophisticated in aggregating and reporting that data in real time. The proliferation -savvy data.seattle.org. These cities have instituted a culture of data, typically with a Chief Data Officer leading broad- based organizational training of staff and the broader community to understand, analyze and act on the expanding sources of data available to them. 3 of 9 Mayor and other executives the ability to spot trends that need additional investigation, and measure the impact of changes to process and policy. Using a batting average score, those indicators exceeding a 1 are doing well, those below a 1 need some attention. Elected officials and City staff see the same score card, as does the public. City staff and managers are trained on how to use the data and trends to change operational practices in efforts to respond to issues quickly and effectively. Santa Monica and Data Like other cities, Santa Monica is leveraging the sophisticated technology environment in which we work to make more of data and metrics. Santa Monica is officially ranked among the top ten cities in the nation (by the U.S. Census Bureau) for access to data 4 of 9 Staff also partnered with the Santa Monica Chamber of Commerce to laun together to build partnerships within Silicon Beach. These emerging relationships help staff see how data and metrics are useful outside of City Hall. Likewise, the City turned inward in its pursuit of data and hosted a Data Hack with over 20 staff representing nearly every department. These staff collaboratively identified ways the City could use data to help drive decisions and how to create a culture of data within City Hall. Instilling a Culture of Data 5 of 9 Significant changes in policing have foreshadowed both the potential and perils of shifting toward a culture that uses data to drive performance. Twenty-five years ago, the dominant culture in law enforcement was that the goal of police departments was to respond to crime, to solve crimes and to gather evidence to assist in the prosecution of the accused. The prevention of crime was seen by most police professionals as an ancillary supplement to real police work. The incidence of crime was seen as a result of factors largely beyond the control of police professionals such as social mores, economic cycles, demographic factors, rates of poverty, family dynamics and the larger framework of the criminal justice system. In a series of high-profile leadership roles, Bill Bratton brashly challenged the dominant mindset of police chiefs. He ultimately vowed to achieve major reductions in crime by e called the purposes of this study session, CompStat is directly relevant to the challenge of eductions in potential of the CompStat system to track and improve performance. CompStat has become a widespread law enforcement tool. In Los Angeles, precinct capta trends in their territory. Sophisticated crime analysts display detailed maps that highlight geographic and chronological patterns of reported crimes. Precinct captains are aske atmosphere that fosters clear thinking, honest interchange and creative problem- solving. That constructive tone only changes when precinct leaders fail to be on top of crime spikes; or fail to forthrightly respond to questions or concerns. Precisely because CompStat has been widely embraced as a successful performance 6 of 9 management system, it has also revealed a potential dark side that provides cautionary notes to take into account. Where CompStat has been summarily imposed on traditional organizational structures and pursued with a punitive approach, performance numbers. An over- the CompStat model underscor and cutting corners. A data-- - and see whether the numbers are going in the right anecdote or long-standing practices to guide actions, it is possible to continuously fine- tune our efforts to achieve the desired results. Building on successful models of using metrics to drive performance both those pioneered in Santa Monica and forged by other cities our city could create a comprehensive data-driven culture of performance. There are a number of key elements needed to foster that climate: Train Staff. While many staff are increasingly tech savvy, maximizing the potential of using data requires widespread tech and data literacy to help staff apply these analytical and data skills to performance management here within the City. Normalize vocabulary and standards. Currently, each department and program may use different terms for similar things and collect similar data in incompatible ways that make cross-referencing data sets cumbersome or impractical. It is important to breakdown these siloes and develop citywide standards for terms with commonly understood definitions and practices. 7 of 9 Set measurable goals. Like the Sustainable City Plan and Wellbeing Index, the City will establish goals that are Specific, Measurable, Achievable, Results- focused, and Timely. These targets will provide a common guide across departments on what outcomes are most desirable during the next fiscal year. Identify high value data sets. Building on the work of the Sustainable City Plan and Wellbeing Index, the City will work to develop accurate and timely data sets by which to measure the goals set for the upcoming year. Implement standard, easy to use tools. The City has a successful Open Data portal. To make even better use of this portal, the City must invest in tools and training to help connect various systems so they can feed needed data to the portal consistently and accurately. Consistently manage performance. Using tested models for collaborative performance management, staff will regularly monitor the effectiveness of our programs and actions to drive desired outcomes. Based on updated data, the staff will fine tune its strategies throughout the year to reach their targets. As noted earlier in this report, the key to successfully implementing a performance management system is developing the organizational culture and capacity to ensure that it is . Providing training, support, and specific and achievable milestones will facilitate the shift to performance management. Next Steps The City is already taking steps to leverage data. These include: Strategic Goal Teams. Council identified five Strategic Goals last year. Staff have formed teams to address each one of the goals areas and will work to identify goals and supporting data to measure progress in each goal area. Chief Data Officer. As part of the FY 2016/17 budget, staff will request the addition of a Chief Data Officer. This position will coordinate the use of data within the City, including supporting efforts to standardize on terms and definitions, set baselines for measurement, train staff, set goals, and measure progress. Performance Management Unit: 8 of 9 staff will engage performance management experts who will partner with key department staff in developing a plan to establish oversight of citywide .. Investment in Staff development. internal staff development program, and national and local efforts, the City will encourage staff to learn more on how the City can leverage data in new and innovative ways. Financial Impacts and Budget Actions There is no immediate financial impact or budget action necessary as a result of the recommended action. Funding for any new staff, training or technology enhancements will be brought forward as appropriate, including during the regular budget cycle. Prepared By: Christopher Smith, Principal Administrative Analyst Approved Forwarded to Council Attachments: A. Powerpoint 9 of 9 Open Data & Performance Management Check details of event and speech title, insert image at left City Council Study Session March 1, 2016 Focusing on results City of Santa Monica has been a leader in • Open Data & Performance Management: Departmental metrics – Pioneering Sustainability Report Card – Wellbeing Index – Open Data Portal ranked #10 nationwide – Council Strategic Goals – One city, one system Start with Strategic • Goals Build a citywide data- • driven culture of performance Definable – Repeatable – Sustainable – Targeting Performance Performance • management is a leadership strategy for solving problems and improving performance Crucial to emphasize • both accountability and empowerment Creating a scoreboard Transparency • Clarity • Accountability • Alignment • Managing Performance CompStat/Performance Stat models rely • on timely data and are collaborative tools to make data-driven decisions Defining success SMART metrics • Specific – Measurable – Achievable – Results-focused – Timely – Measuring Success Inputs • Outputs • Outcomes • Comprehensive Approach Public Dashboard/Open Data • Integration of Wellbeing Outcomes with • city performance outcomes/outputs Departmental metrics (performance • metrics & project milestones) Performance-based Budgeting • Data-driven culture of performance • Anticipated Next Steps Establishing metrics • for Council’s Strategic Goals Building Performance • Management capacity Staff development • Performance • budgeting in FY 17-18 Council Consideration What are the strengths • we should build on? What are the challenges ahead? How do we measure • progress on our Strategic Goals? What is the Council • leadership role in shaping organizational culture?