How municipalities can track and analyze data to maximize program outcomes

Today, we live in a data-driven world. Whether it’s large, multinational corporations, or a cherished local business, business owners rely on data to make informed decisions.

This is also true of governments, whether at the federal level or a small municipality of a few thousand people (and everything in between). The most effective municipal leaders make data-driven decisions about how and where taxpayer dollars are spent.

Still, as common as it is, data analysis can be complicated, and even if municipal leaders have the intention to take a data-first approach, they don’t always have the tools or expertise. Without the proper knowledge, you can’t draw the insights needed to maximize program outcomes. Indeed, without knowing what types of data to collect and how to analyze it, you might as well be relying on your gut. But with the right approach, you can ensure all your programs—from education to law enforcement to sanitation—are maximizing their impact.

Below, find four strategies to best leverage data for your municipality.

Know what data to collect. When it comes to studying and improving program efficiency, some data is more valuable than others. And while the exact type of data a municipality should collect depends on the specific program and context, there are generally agreed upon categories that are always important, according to experts like Carol Weiss, a professor of social sciences and the author of “Evaluation: Methods for Studying Programs and Policies.” These categories are inputs, activities, outputs, outcomes and performance targets. Inputs are resources dedicated to a specific program such as grant funding, budget line items, and staff. Activities are actions that are a part of program implementation, like recruitment and provision of services. Outputs are short- and medium-term results—for example, the number of people impacted by the program. Outcomes are the ultimate impact, like improved community health. And performance targets are the numbers against which you measure success.

As an example, when collecting data about a city sanitation program, the inputs are the budget allocation and number of workers. The activities are the routes those workers take. The outputs would be the number of houses they service. The outcomes would be a cleaner city that ultimately attracts more residents and shoppers. And the performance target could be 50 percent cleaner streets in one year’s time.

Make data a responsibility. If a municipality is truly going to be data-driven, then individuals in government need to be responsible and accountable for the collection and analysis of data. This should be a team effort that includes collaboration between executives and program staff alike. Program staff is essential because they oversee the day-to-day of a program and are most attuned to the above five categories. These staff will conduct the lion’s share of the work, sifting through data, identifying patterns and drawing conclusions. But top-level leadership is also essential, as they can provide vital guidance, prioritize the work and bring in external resources—like a third-party agency—if necessary.

Have the right collection mechanisms. Once you have the knowledge and staff in place, it’s time to focus on the mechanisms—in other words, the data processes. You need collection intervals. Base these around key moments, like inputs, outputs, and program milestones. You can also collect data at key moments during the calendar year, like the close of each fiscal quarter. It’s crucial to collect data regularly, but you don’t need to go overboard. For example, it is not necessary to record something daily that changes monthly. And remember: If the data reveals an issue mid-collection cycle that you’re able to correct immediately, don’t wait to act.

Analyze and report. Collecting data is just one part of the equation; analyzing it and reporting it out are equally important. When analyzing the data, make sure to break it out. That is, disaggregate it by categories like types of services, locations, and demographics. This is key for understanding the trends and patterns in the data and identifying underlying problems. Once the analysis is complete, it’s time to share the data with stakeholder groups, which might be other agencies or the public at large. As you do this, provide a clear presentation of the information in an understandable, user-friendly format. Compare outcomes to targets for last period and current periods. And identify report highlights, provide context and highlight steps to remedy poor performance.

Building a data-driven approach to government takes time and talent but is absolutely essential. In today’s data-rich world, this approach is crucial to making the best, most informed decisions for your municipality.

Celeste Frye, AICP is co-founder and CEO of Public Works Partners LLC, a WBE/DBE/SBE certified planning and consulting firm specializing in multi-stakeholder initiatives and building strong connections across the government, nonprofit and private sectors. For more information, visit www.publicworkspartners.com.