LowellStat : Data-Driven Decision Making for Results

1. LowellStat: Data-Driven Decision Making for Results Presentation to the Lowell City Council March 2, 2010

2. “You Can’t Manage What You Can’t Measure” Peter Drucker

3. 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.

4. LowellStat -Goals Savings Efficiency Transparency Accountability Quality Services Public Confidence Performance Measurement

5. LowellStat – Why Now? • Declining Revenues • Escalating Fixed Costs • Staff Reductions • Demand for Services Constant • Taxpayers are Counting Every Penny Too • Captured “Low-Hanging Fruit”

6. LowellStat – Why Now?

7. LowellStat – Why Now? “Now is Not the Time for Business As Usual”

8. LowellStat – What it Does Measures performance through statistical analysis of programs and services Identifies opportunities for improvements Promotes improved services through frequent review

9. 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

10. 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

11. LowellStat – Where It Works $12.4 Million in State and Federal Grants

12. 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

13. 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

14. 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

15. “Realize that Everything Connects to Everything Else” Leonardo DaVinci

16. 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

17. 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

18. 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

19. 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

20. LowellStat – Investment Start from where we are: Anticipated Costs:

21. LowellStat – Return on Investment Cost Savings Example - Better Bond Rating = Better Borrowing Rates

22. LowellStat – Bond Rating

23. 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

24. LowellStat – Potential • MassStat – Benchmarking against Best Practices • Partnerships - UML, Rapport Institute, Pioneer Institute • Grant Opportunities • GFOA - Performance Based Budgeting

25. 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…

26. LowellStat – Anticipated Results Savings Efficiency Transparency Accountability Quality Services Public Confidence Performance Measurement