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Strategic Planning: Making Critical Decisions Using Data

Strategic Planning: Making Critical Decisions Using Data. City of Durham, NC May 4, 2012. Agenda. Introduction Durham Demographics Strategic Planning Process Background Citizens Oversight Committee Dashboard Development Data Driven Decision-Making Participant Engagement Exercise.

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Strategic Planning: Making Critical Decisions Using Data

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  1. Strategic Planning: Making Critical Decisions Using Data City of Durham, NC May 4, 2012

  2. Agenda Introduction Durham Demographics Strategic Planning Process Background Citizens Oversight Committee Dashboard Development Data Driven Decision-Making Participant Engagement Exercise

  3. FY 2012 Total Budget General Fund Budget Full-Time Employees Departments Bond Rating Population $362M $182M 2,381 24 AAA 228,000 City of Durham Demographics

  4. Support at the Top Leadership and buy-in at the top is critical Failed attempts in 1998 and 2001 New CM came on board in 2008 and assessed the organization Green light given in August 2009 Support needs to trickle down to ensure success Council adopted first-ever strategic plan and signed pledge to support plan

  5. Resistance to Change Things were working fine the way they were More work/moving too fast Having to do more with less Flavor of the week New process for Budget submittals- extra steps

  6. Culture Change Needs to be a part of the conversation Accountability Using data to make decisions New initiatives must align with one of the 5 Strategic Plan goals CIP projects must align with the SP Transparency Reporting method to residents- dashboard Cross-departmental collaboration Becomes the way we do business

  7. Strategic Plan Implementation City Council City Manager Thomas J. Bonfield Project Manager Jay Reinstein Support Services Goal 1, Strong and Diverse Economy Champion: Kevin Dick Technology Kerry Goode Goal 2, Safe and Secure Community Champion: Jim Soukup Communications and Marketing Beverly B. Thompson Goal 3, Thriving Livable Neighborhoods Champion: Constance Stancil Performance Monitoring Germaine Brewington Goal 4 Well Managed City Champion: Bertha Johnson Goal 5, Stewardship of City’s Physical Assets Champion: Steve Medlin Structure to Ensure Success

  8. Citizens Oversight Committee

  9. Community Engagement/Oversight Committee Conducted Citizen Engagement Workshops Offered demos to community Partnered with Citizens Oversight Committee Invited a cross-section of Durham residents to participate Solicited feedback from residents on design and functionality of Dashboard Beta-tested by users Gained broader perspective from citizens

  10. Dashboard SOG provided Performance Measure 101 and 201 training to staff Tool to report progress made on objectives, measures, and initiatives Provides “Why It Matters” narrative, analysis, action plan, data sources, and charts, graphs, and gauges Drills down to raw data Published semi-annual PDF report for our residents Embedded video tutorials Compatible with text reading software

  11. Dashboard Timeline November 2010- RFQ (3 responses) December 2010- Vendor selected and contract signed January 2011- TS and BMS partner on project February 2011- Citizens Oversight Committee created March – June 2011- Partnership between staff and citizens to design site May- July 2011- Data loading sessions occur with Goal teams August 2011- Dashboard site launched to public *Monthly data loading sessions continue which include review and analysis of data, data entry, and creation of charts and gauges

  12. Dashboard Demo www.durhamnc.gov/strategicplan/goals

  13. Community Outcomes Formed Citizen Oversight Committee Increased and improved outreach to Durham residents Better understanding of Strategic Plan alignment Better able to evaluate progress on measures and initiatives Improved communication between the City and the community

  14. Successes Challenges • City adopted first-ever Strategic Plan • Dashboard launched • Partnership with residents- Citizens Oversight Committee • Improved communication • Making data-driven decisions • Better alignment • Cross-departmental collaboration • National recognition • Developmental Opportunities • Identifying staff to take on additional responsibilities • Limited capacity in the budget to fund new positions • Limited resources in Technology Solutions • Coordination of Citizen Oversight Committee • Buy-in • Citizen empowerment Challenges and Successes

  15. Recognition Invited to participate in webinars hosted by the Alliance for Innovation and the Public Technology Institute Contacted by the Governments of Abu Dhabi United Arab Emirates; Barcelona, Spain; Arvada, Colorado; Fort Lauderdale, FL; and Queen Creek, AZ, about dashboard capabilities and design Public Technology Institute - Designated Citizen Engaged Community 2011-2013 Articles highlighting dashboard appeared in the Herald Sun N&O, PRWeb, Yahoo! News, ALLVOICES, and Bull City Mutterings 29% of Durham residents have heard about the City’s Strategic Plan according to the 2011 Resident Survey Presented at four conferences

  16. Integrity of the Data/Data Collection Department of Audit Services in conjunction with the Performance Monitoring Team: Review data to ensure alignment between the outcome measures, objectives and initiatives Monitor the data and data links to ensure the integrity of the information

  17. Data Collection Matrix

  18. Bi-annual Publishing Goal Champions provide oversight with data collection and data entry Performance Monitoring teams responsible for data collection and data entry Data vetted by Audit Services Director and the Performance Monitoring team prior to publishing to residents Dashboard site was published at the end of February 2012 updating all goal data 400+ monthly unique visitors to dashboard site

  19. Initiatives 5/51 completed 7/51 more than 75% complete 12/51 more than 50% complete 6/51 less than 50% complete 7/51 less than 25% complete 14/51 have not begun Initiatives: Specific programs, strategies, and activities that will help you meet your objectives

  20. Outcome Measures 25 total outcome measures 9/25 meeting or exceeding target 7/25 slightly below target 2/25 below target 7/25 target pending or no current data available Outcome measure: Meaningful indicators that assess progress toward the accomplishment of your goals and objectives

  21. Objectives 30 total objectives 10/30 meeting or exceeding target 5/30 slightly below target 0/30 below target 15/30 target pending or no current data available Objective: Statements of what you must do well or barriers that you must overcome to achieve a specific goal

  22. Measures 51 total measures 12/51 meeting or exceeding target 13/51 slightly below target 3/51 below target 23/51 target pending or no current data available Measures: Meaningful indicators that assess progress toward the accomplishment of your objectives and goals

  23. Data Driven Decision-Making Performance Management System in place so how do we use the data- we want: Department Directors to use data to manage resources and make operational decisions Administration (CM/DCMs) to use the data to hold employees accountable, identify process improvement opportunities, and make resource allocation decisions Community to use the data to hold the government and elected officials accountable

  24. Data Driven Decision-Making

  25. Thank you

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