chattanoogaRESULTS

1
chattanoogaRESULTS

• Kickoff Meeting
• September 30, 2003

2
chattanoogaRESULTSKickoff Meeting September
30, 2003

• I. Why are we doing this?
• II. Models and Caveats
• III. Regular Reporting Schedule and Meetings
• IV. Format of Reports
• V. Format of Meetings
• VI. What Next?

3
Why are we doing this?

• Information
• Defining Goals and Performance Targets
• Measuring Success/Failure of Strategies
• Accountability

4
(No Transcript)
5
(No Transcript)
6
Models and Caveats

• What other cites are doing COMPSTAT and
  CITISTAT
• Lessons to Learn
• - Importance of Measurement What to Count and
  What Gets Discounted
• - Focusing on Output vs. Input
• - Intended vs. Unintended Consequences
• - Timely and Accurate Data

7
What Performance Measurement Really Means

• Figure out what counts What are the priorities
  for City government? What are we promising to
  our citizens?
• Count it Develop a series of measurements that
  can answer policymakers (Mayor, Council) and
  citizens when they ask how are we doing?
• Hold people accountable for results Use
  performance measurements to hold policymakers,
  department heads, supervisors and staff
  accountable for results.

8
COMPSTAT

• Compstat has emerged as the NYPDs most
  permanent, far reaching, and widely imitated
  innovation It relentlessly boosts crime fighting
  while remolding the department The innovative
  process radiates throughout the NYPD as the
  energizer of strikingly creative decision
  making.
• Eli Silverman, NYPD Battles Crime (1999)

9
How CompStat Works
10
CompStat Gets Results
11
(No Transcript)
12
Lessons to Be Learned

• What Counts What Matters
• The problem is that what doesnt get counted gets
  discounted.
• Performance measures will change over time.
• Inputs vs. Outputs
• Mayor Goldsmith and Potholes Potholes filled vs.
  smoothness of streets
• But inputs help to measure efficiency
• Intended vs. Unintended Consequences
• A corollary to what doesnt get counted
• The need to constantly be aware of the need to
  add and subtract measures
• E.g. Reduce overtime Increased hiring
• Timely and Accurate Data
• Baltimore and 311 Service Requests
• Dallas and Performance Goals

13
Regular Reporting Schedule and Meetings

• Indicators
• Eventually more than 100 indicators reported on a
  monthly basis
• All City departments and major outside agencies
• Departments reviewed indicators
• Phase in of indicators starting with those where
  data is already available (e.g. PD monthly
  reports, 311, budget, OT)
• All data will be reported on a monthly basis
  even for those departments and agencies that only
  have quarterly reporting meetings
• Data collection is in most cases primarily
  the responsibility of the department.
  Information Services will extract data from data
  bases.
• Concerns about data accuracy will be resolved by
  the Management and Budget staff in consultation
  with departments and IS.
• Management and Budget analysts will be
  responsible for analyzing data, but not for
  explaining trends.

14
Format of Reports

• Goal will be to use timely data prior month
• Departments will have the opportunity to review
  both data and analysis
• Reports will focus on month to month and YTD
  trends. Again, where possible the focus will be
  on outputs not inputs.
• Department specific reports (e.g. response to
  service requests) vs. Citywide reports (OT and
  telecommunications)

15
Reporting Models

• Biweekly Overtime Reports
• Monthly Crime Strategy Report
• 311 Service Request Resolution Report
• Report will consist of
• Analysis by MBA staff
• Summary charts
• Backup data

16
RESULTS Meetings

• Weekly two hour meetings with two departments or
  agencies presenting
• Departments will drive the meeting presentation
  of data and indicators
• Question and answers by Mayor, Chief of Staff,
  OPR Director
• MBA will develop follow up agenda for next meeting

17
What Next?

• Setting performance targets and measuring
  success/failure
• Publication of data on a regular basis
• Development of more output oriented measurements
• Focusing on quality of performance, not just
  quantity
• Success of SNI
• Quality of parks