A seven part Pecha Kucha based on a new Living Cities framework for high performing government, created and presented by public sector practitioners: - Dynamically Planned (Theresa Reno-Weber, Chief of Performance & Technology, Louisville Metro Government - @RenoWeber) - Broadly Partnered (Tawanna Black, Executive Director, Northside Funders Group - @NorthsideFndrs) - Resident-Involved (Oswaldo Mestre, Jr., Director of Citizen Services & Chief Service Officer, City of Buffalo, New York) - Race-Informed (Glenn Harris, President, Center for Social Inclusion (CSI), New York, New York - @theCSI) - Smartly Resourced (Rick Cole, City Manager, City of Santa Monica, California - @SaMoCole) - Employee-Engaged (Kirsten Wyatt, Executive Director, Engaging Local Government Leaders - @ELGL50) - Data-Driven (Daro Mott, MPA, MUP, PMP, Chief Innovation Officer, Cuyahoga County, Ohio - @daromott)

3. #Unstoppable

7. LIFELONG LEARNING
HEALTH
COMPASSION

8. Performance & Innovation System
Performance
Management
“How well are we
doing it?”
Improvement &
Innovation
“How can we do it
better?”
Planning
“What are we
trying to do?

9. In Health Outcomes Louisville Ranks 12 out of 15 Peer
Cities
2020 Goal: Top Half

18. If you don’t change direction, you
may end up where you are heading

21.  Planning System
 Process for Cascading
 Implementation w/the Community
 Constant Monitoring & Diagnosing
 Celebrating Success

22. #Unstoppable

24. Broadly Partnered
Tawanna Black

26. The Land of 10,000 Collaboratives

27. Great Effort To Partner Broadly Across
Sectors
Public Sector Private Sector
Community SectorPhilanthropic Sector

29. In reality though we’re still operating in
silos
PHILANTHROPIC
PUBLIC
PRIVATE
COMMUNITY

30. Sitting Across the Table

31. Maybe we lack inclusiveness

32. Vision
Changing the way philanthropy
works…
A collaborative of 20 corporate,
family and community foundations
and public sector funders aligning
strategies and investments to
catalyze comprehensive, sustainable

33. Center for Urban and
Regional Affairs (CURA)

34. Our shared strategy is inspired and shaped by ideas and
lessons learned from the community, from one another, and
from experts in the field.
We’ve been able to leverage the strength of our membership
to benefit North Minneapolis by attracting additional
investments and attention for the promising work happening
here.
We channel our influence and the wisdom of this community
to drive policies, practices and investments that build upon
North Minneapolis assets and strengthen the vitality of this
community.
Each year our members invest over $15 million in North
Minneapolis. By changing the way philanthropy works in
4LEVERS

35. BUILDING SOCIAL CAPITAL
•Changing Philanthropy
•Connectivity
•Values Driven Impact
BUILDING THRIVING ECONOMIES
•Workforce development: 2,000 AA men employed by 2020
•Business Development: 1,000 jobs by 2019
•Transit Development
BUILDING THRIVING LEARNING
COMMUNITIES
•High Quality Schools- 4,000 seats by 2020
•High Quality Expanded Learning Providers
•Successful NAZ
PRIMARYFOCUSAREAS

36. Changing the way philanthropy works…
Learning, Leveraging, Influencing & Investing

37. Mayor RT Rybak Wants a Promise Zone

38. Mayor Betsy Hodges Wants a Promise
Zone

39. Traditional Partnership

40. Effective Partnership
• Government facilitates and participates in cross-sector
initiatives focused on improving outcomes, whether or not those
initiatives originate from city hall.
• City staff is empowered to collaborate across departments and
externally to achieve their targeted outcomes, including
intergovernmentally (county, state, federal).
• Communication mechanisms are in place to help internal and
external stakeholders stay informed of government activities
and assess progress towards the city's goals.

41. Broadly Partnered for Community Impact

42. Changing the way philanthropy works…
Learning, Leveraging, Influencing & Investing

43. Priorities for Collective Action
1. Strategies that meet families where they
are
2. Strategies that lift the entire family ~ we
cannot sacrifice two generations to focus
on youth
3. Comprehensive systems change: Race,
Place, Income
4. Multi-sector collaboration and alignment
5. Aligned workforce and economic
development systems; Jobs for the least
employed

46. The Division of Citizen Services
The Division of Citizen Services is a component of the Office of the Mayor for the City of
Buffalo. It is comprised of several programs, all of which aim is to work with residents, block
clubs and organizations to address quality of life issues and better service the community.
These include:
• 311 Call and Resolution Center
• Save Our Streets Program
»Clean Sweep Program
»Landlord Training Workshops
• Citizen Participation and Information
• Citizen Participation Academy
• Anti-Graffiti and Clean City Program
• Crime Prevention Initiative
• Urban Fellows Program
• Beautify Buffalo – Service Impact Grants
»Impact Volunteerism

48. Data - Buffalo 311 Call types
Housing Inspections
Garbage Totes
Cases between January 1, 2014 - December 31,
2014
Housing violations - 12,003
cases
Garbage Tote - 10,948
cases
Forestry -3,221 cases
NationalGrid Streetlights -
2,310 cases
Buffalo Police Department -
2,003 cases
Recycling Missed Pickup -
1,939 cases
Garbage Missed Pickup -
1,853 cases
Pest - 1,484 cases
Sidewalks - 1,455cases
Top 10 Calls to Mayor Brown's 311 Call and

49. The Equity of Service

50. • Creating the 311 Call & Resolution Center has allowed
the City of Buffalo to better respond to the needs and
concerns of the residents.
• In addition to responding, the Division has made it a
priority to be proactive in identifying and addressing
chronic quality of life issues.
• Following patterns and trends in 311 data, it has
become possible to focus on areas of need that would
have otherwise been overlooked.
BEFORE…
• Areas were simply targeted based on what local law
enforcement flagged as a “hot street” or sensed via
“gut” feeling.
• The paradigm has changed…now we are compiling
data from various sources to get a more accurate read
on areas most in need into meaningful data sets, that
would uncover target areas and therefore boost
program efficiencies.

52. Operation Clean Sweep
Planning Analysis Implementation
There are three stages behind every clean sweep:

53. Operation Clean Sweep - Locations
• Request Statistics (3 months in advance)
• Collect Data
o Police Crime Analysis
o 311 Call and Resolution Center
o Mayor’s Office
o Council District Offices
• At least 1 Clean Sweep is held in
each of the 9 councilmatic
districts
• Potential Location Visit
o Utilize Selection Criteria Sheet to
make assessment
o Assure location has a balance in
Crime Analysis Statistics, blight and
Housing Code Violations

54. • Codes Violations
 Abandoned/Blighted properties
 Board up Request
 Debris build up
• Vacant lots
 Overgrown Grass
 Debris
• Block Club Complaints/Community
Complaints
• Police Department intelligence
 Shots Fired
 Drug Activity
 General Ongoing Nuisance Behavior
• Dog Complaints
 Abundance of Unregistered Animals
 Neglected animals
 Animals causing disturbance/possible threat to
community
Clean Sweep Indicators – Quality of Life Indicators
• Rodent Complaints
 Rats
 Skunks
 Ground hogs
• Streets and Sanitation Complaint
 Abundance of Potholes
 Abundance of abandoned tires
• Overgrown shrubbery
 Removal of drug and weapon hiding places
• Socioeconomic Factors
 Unemployment
 Poverty
 Educational Attainment
• Gang Activity
 Truancy
 Large congregations on corners and in front of homes
 Tags-Graffiti

55. Operation Clean Sweep - Analysis

56. Operation Clean Sweep – Taking it to the streets

57. Operation Clean Sweep--Implementation
Buffalo Fire’s Outreach team offering
information about their File-of-Life
Program
Buffalo’s Community Police Officers
conversing with residents.

59. Operation Clean Sweep – Opening the canopy of the street

60. Overgrown Lot Before and After

63. Law Enforcement – Community Policing

64. Resident Involved
Revitalizing engagement practices for especially hard-to-engage
population for better policy and service delivery

66. Racial Equity
is
Good Government

67. Racial inequity in the U.S.

68. 30
Years

69. History of government and race
Explicit Implicit Government for racial equity

70. Rapidly changing
demographics
White
People of Color
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
2010 2015 2020 2025 2030 2035 2040 2045 2050
Population

71. • Think of a number between 1
and 10
• Multiply that number times 9
• If it is a two digit number add
them together (for example 32
would be 3+2=5)

72. • Subtract 5
• Convert to a letter (a is 1, b is 2,
etc.)
• Country starts with that letter

73. • Animal that starts with that letter
• Fruit that starts with that letter

78. Government Alliance for Race and Equity
Oregon
California
Michigan
Virginia
Portland
Multnomah County
Alameda County
Fairfax County
Ottawa County
= Active GARE Members
= Current GARE Engagements
Massachusetts
Boston
Washington
Seattle
Tacoma
Minnesota Iowa Wisconsin
Metropolitan Council
Minneapolis
Minneapolis Park Board
St. Paul
Dubuque
Iowa City
Dane County
Madison
= Racial Equity Here Participants

79. National best practice
Normalize
• A shared analysis and
definitions
• Urgency / prioritize
Organize
• Internal
infrastructure
• Partnerships
Operationalize
• Racial equity tools
• Data to develop
strategies and drive
results
Visualize

80. 90%
90%

81. National best practice

82. National best practice

83. Process Product
What is a Racial Equity
Tool?
Actively inserts
racial equity into
decision making
processes

84. Employee Survey
“Examine impact of race at work”
“Actively promoting RSJI changes”
“Dept and City making progress”

85. When we find solutions that
work for those most
vulnerable in our
communities, we find
solutions that work better for

87. BUDGETING
TO GET THINGS
DONE
Rick Cole
City Manager, City of Santa Monica
@SaMoCole

88. “Becaus
e that’s
where
the
money
is.”
- Willie Sutton

89. BUDGET &
INNOVATIO
N

90. “If something
cannot go on
forever, it will
stop.”- Herbert Stein
Economist

91. Cutting a
LEXUS
doesn’t
make it a
CAMRY;
it makes a
WRECK

92. INPUTS
OUTPUTS
OUTCOME
S

93. MATTE
RS
MOST:
RESUL
TS

94. CASE
STUDY:
STREET
PAVING

95. STREET
PAVING:
10%
increase in
paving
$16 million
saved

96. CASE
STUDY:
BUSINESS
TAX
CUSTOMER
SERVICE

97. R
SERVICE:
BEFORE: 50%
waiting 2
weeks
AFTER: 100%
get answers in
1 day 0
10
20
30
40
50
60
70
80
90
% of Calls Answered
During March
2013

98. WHERE?
Successful
performance
budgets in states
like Iowa &
Washington;
counties like Los
Angeles &
Multnomah; cities
like Baltimore &
Ventura

99. HOW?
Establish
goals
Set
Metrics

100. HOW?
Move from
Line Item
Budgeting
to Program
Budgeting

101. HOW?
Design
an
inclusive
process

102. HOW?
Prioritiz
e
available
funding

103. Alignment is key

104. It’s not the numbers
that count, it’s what you
do with the numbers
that counts.

105. It’s a marathon, not a

106. If we are not
budgeting for
results, what are we
budgeting for?

108. “The looming talent crisis that
we’ve been talking about for
years is right on our doorstep.”

109. 54% of
governments
reported an
increase in
retirements

110. “The real question is whether or
not local governments have a
plan to fill the growing number
of vacancies with qualified
candidates.”

111. Current Landscape:
● The skill sets local government
most need in new hires are:
○ Interpersonal
○ Technology
○ Written communication

112. How do we create 21st century
public organizations that can
compete with private sector
companies?
Access today’s
presentation
ideas at
ELGL.org.

113. Recruitment Tips:
➔ Use Hashtags in All Posts
#governmentjobs
#localgovjobs
#statejobs
➔ Tag Handles
@GovernmentJobs
@ELGL50
@ELGLJobs
@EconDevToday
Local colleges/universities
➔ Use graphics and images in posts

115. Technology Tools:
➔ GitHub
Collaborate on policy
within your organization.
➔ Slack
Online messaging,
archiving and search.
➔ Trello
Project prioritization tool
designed for teams.

116. 75% = More paid leave
25% = More compensation

117. “Careers are
a jungle
gym, not a
ladder.”
- Sheryl Sandberg, Lean In

118. Paid parental leave is
a tipping point issue
for a new generation
of workers.
Tip
If you can’t afford paid
parental leave, then
front load vacation
accruals so new
employees can
accrue leave faster
(but at the same
overall rate).

119. Performance
Previews:
● Have a natural conversation.
● Try to learn how the other person
sees things and not debate
whether the other person has
concluded the facts as you see
them.
● Try to become aware of the staff
member’s strengths, limitations,
style and psychology.
● If you must complete performance
reviews, consider increasing the
frequency - twice a year or

121. #13Percent
Today:
The last 30 years
have shown us that
business as usual
isn’t working.
15%:
The updated % of
women currently
serving as city
managers.
1984:
13% of city managers
were women in 1984.

122. Superbosses:
● Superbosses have the unique
ability to groom talent.
● The success of superbosses is
measured by how many leaders
they’ve helped grow and
develop.

123. Performance Evaluation Tip:
Ask these questions:
● Have you been actively involved in succession planning?
● What strategies have you implemented to strengthen your
organization’s next generation of leaders?

124. Practical Tips:
➔ Don’t hoard training
Take staff with you.
➔ Hire people who look
differently than you do.
Especially if you’re a white
male.
➔ Create paid internships.
Share with another
jurisdiction if you can’t afford
it alone.

126. Engage Your Community:
➔ Youth councils & academies
➔ Civic engagement online tools:
◆ Participatory budgeting
◆ Polling
◆ Online town halls
◆ Citizen response management

127. It’s Time:
➔ Try new things
➔ Elevate new leaders
➔ Implement progressive
programs
➔ Take calculated risks
Thank you!

129. Data Driven
Bringing the Power of Data, Analytics and Performance Measurement to Getting Dramatically Better Results
2016 Governing Summit on Government Performance & Innovation Louisville, KY
dmott@cuyahogacounty.us
6/21/2016
Office of Innovation and Performance
Cuyahoga County, Cleveland Ohio

132. Data Is Married to Public Problems

133. What is Performance Measurement?
“For performance
measurement, the
operational question
is: How can we
measure what we are
doing?” ~Dr. Bob
Behn

134. What is Performance Management?
“For performance management,
the operational question is:
What are our more significant
“performance deficits,” and what
is our strategy for eliminating or
mitigating a few of the most
important ones?” ~“Dr. Bob
Behn”

135. What is Performance Leadership?
“For performance leadership,
the operational question is: How
do we motivate everyone in our
organization—and our
collaborators, too —to pursue
our strategy with intelligence,
creativity, and persistence, and
thus to eliminate these few
important performance
deficits?” ~Dr. Bob Behn

136. Three A’s of Data
Eric Ries

137. What is Data Analytics?
The science of examining
raw data with the purpose of
drawing conclusions about
that information.

138. The workforce needs data skills and
empowered, engaged data employees
Analytical Mathematics
Domain
Knowledge
Technology
Story Telling Collaboration
Customer
Centric
Problem
Solving
Visualization Programming
Predictive
Modeling
Innovation

139. Maps are Empowered by Data: New
Orleans Predicts the Presence of Alarms

140. “If the King does not read it, it has no
value.” - Doug Hamilton, Chief of Public
Services
Mayor Walsh in
Boston has it in
his office!

141. Boston’s new ‘data dashboard’ shows
diversity (or not) of city’s workers

142. A photo is data - One in Five East
Cleveland Properties is Abandoned

143. Photos are Data: Children Waiting to Be
Adopted
Cuyahoga County Children and Family Services Heart Gallery

144. How do We Get Results?

145. Why Six Sigma?
“Measuring averages alone is not
enough, the public sector must
understand the root causes of
variation in performance.”
- Daro Mott, Chief Innovation Officer

146. Innovation Example: Internal Consulting – Six
Sigma Process Innovation in Louisville-Jefferson
County
• Hospital Turnaround Time
Performance

147. Cuyahoga County Needs Data to
Understand the Health of its Balanced
Scorecard
•Reduce infant deaths & ensure that
babies are born healthy
•Enhance the vibrancy of our community
to attract and retain talent
•Provide high quality universal
• pre-kindergarten services