Nobody is better off just because they met you!

Nobody is better off just because they met you!
Canadian LEAN in the Public Sector Summit April 26, Fredericton

Learning Objectives Understand how to connect process improvement to delivery on the strategic goals of the municipality. Learn some techniques to decide what to measure and why. Understand the relationship between population and performance metrics and why they are so vexing in government. Face the challenge of complex / wicked problems like community well-being. Reflect on some better and worse ways to present the resulting data. Have fun!

Government is Complex – Duh!

When the moon is in the 7th house …
“But just because a management team employed the combination of Z, Y, and Q in situation S, and result R occurred, does not mean that, for S, Z+Y+Q caused R. The Z+ Y+Q might have, indeed, been the cause. Or it might have been Z+Q. Then, again, it could have been only Y. Or maybe Jupiter was aligned with Mars.” “How Scientific is the 'science of delivery’” Robert D. Behn in Canadian Public Administration volume 60, No. 1 pp at page 96

I don’t want it good, I want it Tuesday

And then there’s the cat herding …
Public executives who seek to improve performance are certainly in the complexity business. Indeed, it is the complex environment in which public managers must work that imposes limits. Yet, I suspect, appreciating, predicting, and understanding complexity is much more of a challenge in public management than it is in computer design. After all the vagaries of silicon and software languages are much more limited and comprehensible than are the vagaries of the humans—employees, citizens, legislators, journalists—with whom public managers who seek to improve delivery must deal daily, and whose behavior affects the results. Behn, ibid, note 5 on page 107 the vagaries of silicon and software languages are much more limited and comprehensible than are the vagaries of the humans—employees, citizens, legislators, journalists

Public Sector and Private Sector / Performance and Population

Budgeting in Government
“In government, the budget steals the stage. It decides who wins and who loses, and it lays down government priorities in the most concrete of terms. Two students of public administration have observed that “budgeting is the most important annual ritual of governing – the World Series of Government, or perhaps the Grey Cup of Government, within the Canadian context”. The private sector does not operate anything like government. Budgeting in government and in the private sector is different in virtually all respects. The budget in government is akin to market forces, market share, and the bottom line all rolled into one, but without the market forces, market share, and a bottom line.” In What is Government Good At?, Savoie, Donald, McGill-Queen’s, 2015 at page 65. The budget in government is akin to market forces, market share, and the bottom line all rolled into one, but without the market forces, market share, and a bottom line.”

Public v. Private Drivers
Public “bottom lines” Private “bottom lines” Clean Water Economic Development Compliance with other levels of government Get re-elected Reasonable taxes Reasonable user fees Safe Roads Attract new population Grow tax base …. Shareholder Value Good reputation Safe products Attractive products Comply with the law Make more money than you spend

Public v. Private Options
Public Service Options Private Service Options Increase taxes and fees for products and services Cut inefficient non-mandatory services (excludes Water, Wastewater, Waste Management, Police, Fire, etc.) Outsource (Walkerton?) Increase fees for services / products Discontinue Inefficient Product Line Outsource Off-shore M & A Go bankrupt

Service Delivery in Government
“Things can never be simple in government. Consider the following: private sector firms have a clear purpose: they produce and sell products or services to consumers to create economic benefits to the owners or shareholders. Government agencies, on the other hand, provide services to citizens under the watchful eye of politicians. They are constrained by a number of forces and have neither a market to provide revenues nor an unbending bottom line. They also do not compete for customers. …both sectors deal with clients in very different ways, which influence how decisions are made.” What is Government Good At, Savoie, Donald, 2015 at page 121 Government agencies, on the other hand, provide services to citizens under the watchful eye of politicians. They are constrained by a number of forces and have neither a market to provide revenues nor an unbending bottom line.

Group Activity / Case Study

Instructions You have a workbook for this session. Select one of the two cases that your group will work on all morning: Mode Share or Poverty Reduction. Through out all the exercises we will build out the case from strategic level measures at the top to LEAN type measures at the bottom.

Mode Share (Regina, SK) No date set for this. City of Regina Draft Transportation Master Plan 2015

Poverty Reduction (Calgary, AB)
City of Calgary Poverty Reduction Initiative

So its hard. What else is new?
Workbook pages 4 and 5

Social Agreement Technical Agreement Complicated Social Issues Complicated Technical Issues Complex Issues Michael Quinn Patton

Describing What Government Does with a Service Inventory
Starting In the Middle Describing What Government Does with a Service Inventory

Public Sector Reference Models
Provide a consistent model for describing public-sector business designs using a common public sector vocabulary Provide common tools and common language for business designs and support for stakeholder communication, collaboration and consensus. Present service design patterns for designing public-sector business. Facilitate business designs to be scalable, integrated and aligned across traditional program and jurisdictional boundaries. Support rigorous, high level analysis and design across diverse portfolios to gain insights into more efficient and effective ways to deliver service to Canadians. Help provide a public sector context to depict governments’ programs and services – internal provider or external public – and how they work. Self explanatory

Common Language and Structure
GSRM 120v3

Service Inventory Hygiene
Good Service Inventories Create easy references for comparable services Illustrate opportunities for sharing, collaborating and referring. Create opportunities for benchmarking or mutual learning. Facilitate client understanding Bad Service Inventories Create huge lists of apples, oranges, Fiats and telephone poles Are used as justification for “how hard we work” rather than illustrate what we do. Become cumbersome and unwieldy documents that frustrate users.

Service Inventory Schematic
Staff City Council City Manager Dept. Branch Governance Accountability Responsibility Authority Vision Program Internal Service External Service Process Activity Resource Not Services Services

Capital “S” Services Capture of the complete universe of activities undertaken by the government body. Clarity of Outcome (or Objective) Why are you delivering a service? What services are “core” and which are not? (note: Core ≠ Mandatory) Clarity of Inputs What does it take to achieve the outcome or objective? Clarity of Outputs What do you measure to determine success (or at least progress towards success)? Options for change Where can we add value for no extra money? Where are we doing things that add no value at all? CAO/Clerk, Corporate, provincial offences, information systems, archives, libraries, tourism, land use planning, public works, human services, long term care, public health, emergency services

Services using the Municipal Reference Model
Service = unique client receives a unique output. Eg: No one receives a unit of Parks and Rec. Client = unique, identifiable, measurable (can be primary and beneficiary) General public is rarely a client but often a secondary beneficiary. Output = unique, identifiable, measurable Safety is an outcome not an output. A safety related output is a ticket, a mile of lighted roadway, a new bylaw, a closed police inquiry, etc.

Services and Strategy – More Specifically
Program to achieve Strategy Outcome Service Client Output The Greenest City in Canada Clean and safe environment Stormwater Collection and Control Stormwater Account Holder Hectare of surface drained Waste Collection Home or business owner Tonne of waste collected Waste Diversion Municipal Government Tonne of recycling diverted Live, Work, Play Livable Community Recreation and Culture: Cultural Interpretation Gallery Attendee Educational Encounter Community Standards Bylaw Enforcement Bylaw violator Bylaw Ticked Issued Programs are the collective result of services acting together. This illustrates two public sector programs in action. Services can be costed – they have clients and they have outputs. You can map processes (which can be costed) to them with a reasonable degree of accuracy if you are using your operating budget. That still doesn’t get you to where you can easily allocate depreciation or debt, and you still have some of the fixed cost problem mentioned before about fire-fighting, but you can more clearly identify the interface between the department and the public and the strategic plan. Adam: can provide some specific examples of this in Fredericton – Cost of providing transit service – includes all the back office (fleet, hr, etc.) Can also provide the outcomes of the transit service (mode split). Can provide service level measures. Eunjoo: can also provide examples of this.

Example: Parks and Rec What are the services delivered by Parks and Rec? Clue: One of them is NOT Parks and Rec. Parks – hectare of parkland Recreation Programming – leisure class or program Swimming lesson, knitting class, bike-hike. Recreation Facility Rental – rental of recreation space for private use Wedding reception, minor hockey league, private meeting. Extra marks if you notice that services 2 and 3 compete with each other.

Identify the services that will have to be involved in solving your case.
Workbook page 6

Hint: Services related to Mode Share
Client Output Output Type Scheduled Transit Transit Rider Ride Movement On-Demand Transit Roads Roadway User (not just cars) Lane-km of Road Resource Sidewalks Sidewalk User Km of Sidewalk Off Road Paths Off Road Path User Km of Off Road Path Parks and Natural Areas Parks and Natural Area User Hectare of Park or Natural Area Police (Incident Intervention) Traffic Law Violator Ticket Period of Sanction Parking Parker Parking Space Business Licensing Business Owner (eg: taxi company) License Period of Permission

Hint: Services related to Poverty Reduction
Client Output Output Type Financial Assistance Eligible Recipient Money Funds Job Training Eligible Student Class Educational Encounter Homeless Shelter Homeless Person Bed Resource Social Housing Eligible Tenant Unit of Housing Sidewalks Sidewalk User Km of Sidewalk Parks and Natural Areas Parks and Natural Area User Hectare of Park or Natural Area Police (Incident Intervention) Panhandling Bylaw Violator Ticket or Summons Period of Sanction Transit Rider Ride Movement

What are we going to measure?
Workbook pages 7 - 9

Why Measurement Matters
Performance measurement is not about discipline or reward, it is about information. “Gut feelings” about performance rely on WYSIATI – what you see is all there is, but we work in a complex environment; there is always more that what you see at a glance.

What you see is not all there is
5 minutes Intuition and gut feeling is not good enough. Even expert intuition and expert gut feelings. This illusion is quite famous and most if not all of you will have seen it before. The lines are the same length, but the arrows distort our perceptions. There are many ways that our experiences, education, current mood, current political climate, time of day or whether we just saw an accident can impact our ability to interpret information. Here we only have the direction of the arrows and yet while our minds know that the lines are the same length, our eyes see the top line as longer. WYSIATI - What you see is all there is, refers to work by Nobel Laureate Daniel Kahneman in his book “Thinking Fast and Slow”. We rely on our intuition and gut feelings constantly to make quick and effortless decisions about what to do or how to act. It is a very important part of our lives. But the automatic thinking system or “gut reaction” is highly fallible when it comes to making complex decisions like how to deploy resources or how to manage employees. It assumes that what we see is all there is. But when making complex decisions, what we see is never all there is. How many of you have been part of this discussion: We need to cut back on sidewalk maintenance if we are going to come in on budget. But if we do we will increase the number of slip and fail claims. We better ask risk management. Risk management says, that is correct you will increase the number of slip and fall claims. What is missing from this discussion? First, are you already exceeding the MMS and therefore no increased liability will arise with increased claims, second, there may be more claims, but they may not exceed the potential savings or even result in liability. What you need to know is more than the ‘gut’ feeling that there will be increased claims, you need data on your maintenance standards, the average claims, the average value of claims and the likelihood that there will be liability if the suggested change in service level is implemented. No one has that in their “gut”. That is why you need performance data. There are myriad other examples - I have heard a water division claim that breaks were high because the season was too dry while the wastewater division claimed breaks were high because the season was too wet. How many of you were in meetings where you asked a question like that and had an immediate response that sounded suspiciously like a guess? So we need to challenge the WYSIATI system with critical thinking and with reliable data. Gut reactions are good when you are driving and face an emergency situation. They are not good when you are trying to determine whether to allocate resources. The system we need is WYSIALLTATI or what you see is a lot less than what there iis. That’s why you need the tools to make more information visible and reliable. Performance measurement and management is not about rewards or discipline, it is about making sure all the information you need is available when you need it. WYSIATI – What you see is all there is WYSINATI – What you see Not all there is

Metrics “GPS”

Choosing a Framework Municipal Benchmarking Network Canada (MBNC)
Harvard Balanced Scorecard Triple Bottom Line Results Based Accountability (RBA™) Service Level Financial Performance Social How much did you do? Efficiency Fiscal How well did you do it? Customer Service Satisfaction (customer / stakeholder) Environmental Is anyone better off? Community Impact Knowledge and Innovation How much did it cost? (my add on) The question of what to measure is not an easy one. First you have to decide what information you want to know and the context in which the service exists, then you need to know whether you can even collect data of that type at all or in an efficient way, and then you have to make sure that collecting the data isn’t going to create a perverse impact. This first slide illustrates four frameworks for performance measurement. The framework you choose is important because it categorizes or sorts the measures you need in order to create some contextual information. Remember the Thunder Bay report on active transportation. In the OMBI framework, on the left, the number of km would be part of service level. The cost of those km would be efficiency, the impact of the construction on the road users would be customer service and the number of people using them or the increase in overall community wellness could be community impact. All four are important. We are not going to build bike lanes if they cost $1M per inch and we are not building them because they look nice, we actually need people to use them and get healthy. The framework helps you set the context and start to identify which measures you need to gather and analyze. I sometimes refer to the metrics framework as the GPS system of metrics. GPS systems triangulate off several points of reference to narrow down your location. Performance frameworks are like triangulating your service from the angle of cost, impact, benefit and quality. Most people who resist performance measurement do so because they assume that only one metric will be relevant and either they think it is trivial (number of kms) or perverse (cost per km). The framework helps them become more comfortable with the potential for analytics that balance volume, quality, cost and outcome. Each of these frameworks has value and is used widely. Some of them can be used in combination. I prefer Results Based Accountability because it was designed for government and it is easy for anyone to understand. How much did you do, how well did you do it, is anyone better off, and how much did it cost? The next set of slides is going to introduce you to Results Based Accountability and you will start to see what I meant when I said it can rekindle some excitement for why we work in the public sector.

Introduction to Results Based Accountability™
Designed for the public sector Acknowledges the difference between “population” and “performance” accountability Focus on outcomes – “turning the curve” to improve the lives of children, families and adults in our communities Recognizes the dependence of public sector agents on community partners Recognizes the urgency of change while maintaining the rigour of measuring outcomes Results Based Accountability as developed by Mark Friedman in his book Trying Hard is Not Good Enough

How would these metrics sort using RBA?
Transit Riders per Hour Km of Off Road Pathway Mode Share (note: this is a proxy measure) Non-driver error collisions per vehicle-km Number of graduates of job training program Number of graduates of job training program obtaining employment Percentage of people placed in supportive housing remaining in housing for more than one year Cost per shelter bed day 5 minutes Lets walk through this list of measures and identify where they would fall on different frameworks. Number of Mothers at Well-baby clinic is a quantity or volume measure. In OMBI this would be called service level in RBA it would be “how much did you do.” Etc.

Population v. Performance Accountability
Whole Communities Multiple Stakeholders Complex Factors 2 minutes A critical component of RBA which defines it as valuable to the public sector more than the private sector is the Population v. Performance accountability. The larger your government entity the more likely you will be considered accountable for population issues even if you aren’t. Small agencies are accountable for the small mandate they have, but cities and counties can be held accountable for the quality of the economy or of the air, even when they have limited ability to influence those factors. Population accountability is about factors that affect large numbers of people or communities, have multiple stakeholders and complex factors. Examples are GDP, employment rate, vacancy rate, crime rate, air or water quality, poverty rate. Performance accountability is about your organization. Did you fulfill your mandate, did you treat your clients well, did you achieve your goals. Examples here are number of customers served, appointments conducted on time, km of road paved, megalitres of water treated, quality of sewage treatment, number of clients who had improved outcomes. Agency Performance Client Community More Direct Control

The Seven Population Accountability Questions
What are the quality of life conditions that we want for the children, families and adults in our community? What would these conditions look like if we could see them? How can we measure these conditions? How are we doing on the most important of these measures? Who are the partners that have a role to play in doing better? What works to do better, including no-cost and low-cost ideas? What do we propose to do? 5 minutes Mark Friedman, inventor of Results Based Accountability has two sets of questions to help you determine whether a measure is performance or population and regardless of which, how you will measure the accountability. Just because it is a population measure doesn’t mean that you shouldn’t track it. As I mentioned, the larger the government agency the more likely you will have population metrics in your performance program. This is a function of the broader ability of larger governments to control or enable other stakeholders to act. Walk through the questions.

The Seven Performance Accountability Questions
Who are our clients (consider primary and secondary customers)? How can we measure if our clients are better off? How can we measure if we are delivering services well? How are we doing on the most important of these measures? Who are the partners that have a role to play in doing better? What works to do better, including no-cost and low-cost ideas? What do we propose to do? 5 minutes The performance accountability questions are about your agency, department, self. In order to answer this question you need a clear picture of who your customer is. We have a tendency in the public sector to think that our clients are all citizens of our jurisdiction, but that is incorrect. We want to benefit all our citizens but we typically do that by serving a particular sector. For example, the client or customer of a well baby clinic is the mother of the baby. The client or customer of the road service is the road user. We develop and manage the services in order to better the community but we are unlikely to see anyone bringing a development application to a well baby clinic and expecting service.

Is it performance or population accountability?
Transit Riders per Hour Km of Off Road Pathway Mode Share Non-driver error collisions per vehicle-km Number of graduates of job training program Number of graduates of job training program obtaining employment Percentage of people placed in supportive housing remaining in housing for more than one year Cost per shelter bed day 5 minutes Lets walk through this list of measures and identify where they would fall on different frameworks. Number of Mothers at Well-baby clinic is a quantity or volume measure. In OMBI this would be called service level in RBA it would be “how much did you do.” Etc.

Results Based Accountability Framework
How much did you do? How well did you do it? Is anyone better off? How much change / effect did you produce? # What quality of change / effect % Effort Effect Quantity Quality The larger an organization’s jurisdiction the more likely that these measures will be “Population” measures This is the RBA framework schematic but the OMBI or Harvard frameworks would be very similar. You don’t have a complete set of measures unless you have something in every box. Otherwise your GPS system will be less accurate.

Hint: Metrics - Mode Share
Service Metric Metric Type Scheduled Transit Riders How much did we do? Riders per Hour How well did we do it? Cost per Rider Cost y/y change in # of Riders Is anyone better off? y/y change in % of Riders y/y change in Transit Mode Share Roads #lane-km rated good to very good quality Sidewalks y/y change in number of slip and fall notices Cyclists per lane-km

Hint: Metrics - Poverty Reduction
Service Metric Metric Type Financial Assistance # people on assistance How much did we do? # of people who exited assistance to employment in the last year Is anyone better off? Time from first contact until eligibility decision How well did we do it? Cost of delivery per dollar of assistance provided Cost Social Housing Number of people housed in the last year NOI (net operating investment) per unit of social housing Number of people remaining in stable housing for more than 1 year

Make sure you have quality metrics
Relevance – is it related to the objective Controllability – can things we do change it Clarity – is it clear what it means Accuracy – is it accurate Cost effectiveness (1) – is it cost effective to measure Cost effectiveness (2) – do we measure it already Sensitivity – is it capable of changing Timeliness – can we collect it in a reasonable time Comparability – can we compare it to prior years Perverseness – will collecting it cause us to do something dangerous or stupid. 5 minutes I created this tool and I am lawyer not an excel expert so it isn’t that hard. It can handle any kind of data subject to being manually entered – at this point it is not capable of mining for data, but most of you won’t have your data set up that way and If you do, you can download it into excel and modify the format for this kind of tool. This tool helps you decide whether you have a good measure. You have looked at your service, you have chosen a framework, you have answered the population and performance questions. Now you need to make sure that the metric you have chosen is capable of giving you what you need. This excel tool takes you through a series of questions about metric quality.

Sources of Performance and Population Metrics
You! Municipal Benchmarking Network Canada YardStick National Water and Wastewater Benchmarking Initiative Canadian Index of Wellbeing World Council on City Data World Bank Atlas of Sustainable Development

What about some partners for those population metrics?
Service Metric Partners Financial Assistance # people on assistance Health care, families, food banks, other levels of government? # of people who exited assistance to employment in the last year Employers, educational institutions? Time from first contact until eligibility decision ?? Social Housing Number of people housed in the last year Private market housing, families, courts? Number of people remaining in stable housing for more than 1 year ?

Forecasting and Predictability
Perils of Forecasting Predictability Controllability Low Forecast Value Low Target Value High Forecast Value High Target Value There shouldn’t be any metrics here

Connecting this to LEAN
Workbook pages

Trends Service Metric Metric Type Preferred Trend Scheduled Transit
Riders per Hour How well did we do it? Up Cost per Rider Cost Down y/y change in % of Riders Is anyone better off? y/y change in Transit Mode Share Roads #lane-km rated good to very good quality Up OR ?? Sidewalks y/y change in number of slip and fall notices Down OR ?? Cyclists per lane-km How much did we do? Up OR ???

Intelligent Guesses For public managers, learning from data about results is rarely easy (Behn 2014: chapter 9). The manager is not running a controlled experiment, carefully changing nothing in half of the jurisdiction while making only one change in the other half (and denying those running the control-group half any knowledge about the treatment). Typically, the manager is making a number of changes, which means that there exist a number of possible causal explanations for any improvement in results. Thus, the manager’s ability to assign causal credit is difficult. And if the management team is just starting out—if this is the team’s first effort to improve performance— which of the team’s multiple actions deserves how much of the credit? The answer to this question cannot be called “science.” It could, however, be an intelligent guess. How Scientific is the “science of delivery”? Robert D. Behn in Canadian Public Administration volume 60, No. 1 pp at page 96 Typically, the manager is making a number of changes, which means that there exist a number of possible causal explanations for any improvement in results. Thus, the manager’s ability to assign causal credit is difficult. … The answer to this question cannot be called “science.” It could, however, be an intelligent guess.

Logic Models and Leading, Lagging and Proxy Indicators

Hint - Connection to Lean – Mode Share
Service Metric Metric Type How could Lean help? Scheduled Transit Riders per Hour How well did we do it? Busiest routes, Rider wait times, Bus utilization rates, Bus downtime rates, ?? Cost per Rider Cost Cost / time to issue passes, cost / time to collect fares, bus utilization rates? y/y change in % of Riders Is anyone better off? Busiest routes, Rider wait times, route locations? y/y change in Transit Mode Share Travel time per mode type, rider cost per mode type, rider retention factors? Roads #lane-km rated good to very good quality Cost per lane-km of winter control, equipment downtime, cost per asphalt type?

Hint - Connection to Lean - Poverty
Service Metric Metric Type How could Lean Help? Financial Assistance # people on assistance How much did we do? Case loads per case worker, days to open file, minutes of contact between case worker and client? # of people who exited assistance to employment in the last year Is anyone better off? # of job opportunities available, # of employer partners, cost of job grant per job? Time from first contact until eligibility decision How well did we do it? Cycle time from first contact to case worker assignment, cycle time from case worker assignment to decision? Social Housing Number of people housed in the last year Number of units available, unit turnover rate, unit turnover cost, cycle time from waiting list placement to offer?

Showing off the results
Workbook page 11

Who is the Audience? Public Range of sophistication
Mostly no time to drill into the details Council Mostly no time to drill into details Often an agenda for the meaning of the data Senior Administrators Higher sophistication More time to drill into details (and more motivation) Accountability for results and desire to present favourably

Data Presentation Tips and Tricks
Only 3-4 chunks of information can be stored in working memory and therefore understood at a glance. There are 3 attributes of a typical data presentation (excluding motion) Form Length, width, orientation, shape, size, enclosure Colour Hue, intensity Spatial position in 2 dimensions Right, centre, left, up, down More than three forms for multiple points of data becomes difficult for the audience to quickly understand: eg: colour, name, size, shape, position. Source: Show Me the Numbers 2nd Ed. Stephen Few, 2012

Examples of Data Presentation

Examples of Data Presentation
In the past 10 years, Vancouver has seen an increase in the quality of its priority pavements: Arterial, Bus Routes and Bike Routes. Re how we compare on Pavements. Andrea was able to pull together a chart of the data we have of other jurisdictions. It is included in the last package. Overall, our pavement condition is pretty good (given the climate conditions that other jurisdictions are in, that should be expected). We typically have more "good" pavements than other cities we looked at, but we have a lot more "poor" pavements than almost all other cities. We don't have data from other local municipalities so we cannot compare our performance to other local jurisdictions (we don't have a local benchmarking initiative for streets - yet, and we have not yet received details from the FCM survey that would break down their responses at a provincial/local level). That said, based on our discussions with other municipalities in the region, Vancouver pavements are likely below average for our non-MRN streets (City arterials and local streets and lanes). The 2011 TransLink MRN condition report does indicate that our MRN streets are slightly above the regional average regarding condition and % backlog (% of streets not meeting the minimum MRN requirements for pavement condition and roughness) and slightly below average for roughness. Pavement rehabilitation on MRN streets is funded at a much higher level than our City streets (approx $38,000/km/yr for MRN Arterials vs approx $16,500/km/yr for City Arterials vs approx $900/km/yr for local streets and lanes). The condition on MRNs should improve over the next 5 or so years as we "finish" our first paving cycle under the OMR program, and then the condition will start to deteriorate in the next 10 or so years as we need to start our 2nd round of repaving. On the national front, we are doing better than the national average reported by the FCM infrastructure report (on average, we have more streets in "good" condition and fewer streets in "fair" condition than the national average, but we have the same amount of "poor' streets). We're not doing as well as Calgary (2006 data: ~93% of streets "good"), but we're better than Edmonton (2009 ~53% good) and Hamilton (2011 ~ 21% good). That said, Calgary & Edmonton have fewer "poor" streets and we have the same number of "poor" streets as Hamilton. Compared to other major cities on the west coast (Portland, Seattle), our pavements are better than Seattle's Arterials (they have fewer "good" and more "poor" arterial pavements) and a little worse than Portland's arterials (while we have slightly more "good" pavements, they have much fewer "poor" pavements). Compared to other municipalities, Vancouver has more “good” pavements.

Vancouver Water Dashboard
Examples of Data Presentation Vancouver Water Dashboard 2020 Target

And then there is really cool!
World Bank Open Data

You are Here

Maturity Model Success Factor Level 1 Impaired Level 2 Aspirational
Key Linkages in place Level 4 Data driven decisions Level 5 Data driven strategic planning Data Management Inconsistent, poor quality, poorly organized data Data is usable but in functional silos Organization beginning to create controls on data definition and usage Data is regarded as critical to decision making (financial, resource usage) Data is relied on for future forecasting and enterprise wide planning. Performance Management No or little emphasis on service performance in organizational management Ad hoc use of data in measuring organizational performance but not used consistently. Service metrics are identified and balanced to reflect inputs, outputs and outcomes. Service owners are held accountable to metrics and decisions are based on clear metric improvement Metrics are comprehensively and strategically used to balance enterprise wide continuous improvement. Enterprise Planning No strategic planning occurs; no goals are defined Strategic planning is done by a small team and is a top down process. Strategic Planning is done every couple of years with an enterprise wide collaborative process Plans are developed collaboratively based on data review and regular progress reports are tracked. Enterprise wide strategic plans are based on strategic balance between services based on metric performance. Leadership Decisions are top down and based on anecdotal experience Decisions are based on an ad hoc review of some measures. Leaders feel comfortable relying on service metrics to make service level and outcome decisions. Leaders rely on timely and accurate data for day to day and long term decisions Leaders collaborate on enterprise wide decisions based on reliable and timely metrics. Continuous Improvement Service changes are reactive and based on anecdotes and stakeholder issues Service Improvement plans are based on ad hoc planning sessions held occasionally Service Improvement ideas are reviewed by management regularly in relation to service metrics. Staff and managers are empowered to experiment with service improvements on the fly based on review of timely and accurate data Enterprise embraces continuous improvement and strategic service improvements are developed through corporate collaboration Adapted from Delta and Analytical Maturity; - with reference to PWC maturity model for City of Vancouver (2009 updated 2012).

“The Quiet Movement to Make Government Fail Less Often”
“None of this work is sexy. Rigorous evaluation, randomized trials and social impact bonds will never stir the political passion that calls for universal health insurance or lower taxes do. If anything, measurement and accountability are destined to provoke more opposition – from interest groups that have something to lose – than support. (This opposition often takes the form of, “Measurement is hard,” as if that were a reason to skip it.)” (This opposition often takes the form of, “Measurement is hard,” as if that were a reason to skip it.)”

And so here we are …. Unless implementation is given equal weight, new policy and whiz-bang ideas will never fully prosper. Public servants below the fault line [strategy / policy level] are struggling to cope with bolts of lightning from politicians and senior bureaucrats above the fault line, as well as from a growing number of oversight bodies and the media, all the while trying to make performance accountability work in world where it simply has no footing. At the same time, they are aware that society no longer values their work or their performance as it once did. Savoie, ibid, page 280

“Just right enough.” “We don’t get paid to do it right. Right is infinite money, time, processes. We get paid for the art of doing it just right enough…” Adam Steltzner, Mars Rover Engineer

Hans Rosling on Data Visualization

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