As I have talked to and worked with different cities, the absence of important data collection in many of these organizations is commonplace. Cities continue focusing on the tip of the iceberg or those things that residents and elected officials can see without placing enough energy on what is going on under the water. (See Iceberg Article) This lack of robust data practices hinders operational efficiency but also negatively impacts dedicated employees only favoring those employees who underperform.
Without good information leaders are prevented from accurately assessing performance, identifying trends, and understanding the needs of employees and residents. Consequently, cities struggle to set meaningful targets or even track progress effectively, resulting in wasted resources and organizational stagnation.
In our organization tracking information started with a better understanding of how we used our time and then expanded to many other types of data. Tracking information, at first, was difficult and it was tough to get buy-in from all our departments and employees. Gradually, its value has been embraced by employees who understand the value not only to elected officials and residents, but also to themselves and their ability to show their contribution.
By harnessing the power of data, cities can make better informed decisions, enhance efficiency, and drive growth. A few years ago, I had a city council member say to me, “What you are doing seems like Moneyball with public works”. A very compelling analogy using the lens of sabermetrics in baseball made famous by the Michael Lewis book and 2011 film Moneyball starring Brad Pitt and Jonah Hill.
Sabermetrics refers to the empirical analysis of baseball statistics to evaluate player performance and inform decision-making. This approach revolutionized the sport, moving it beyond traditional metrics like batting averages and home runs to a deeper understanding of players' true value. Teams that first adopted sabermetrics gained a competitive edge, optimizing their strategies and player acquisitions based on data-driven insights.
Sabermetrics are considered to be “advanced” metrics when measuring and understanding the game of baseball. The only metric many cities are using is, (DSC) Did Someone Complain. Time and time again, I talk to organizations who are running under the faulty assumption that if nobody is complaining everything must be okay. This couldn’t be further from the truth.
I am a huge baseball fan and watched firsthand how quickly the game evolved, defensive shifts, once rare became a common strategy. Bullpens traditional role altered as pitching change decisions were made and supported by advanced analytics and starting pitchers had limitations placed on them based on pitch counts, matchups, and times through the lineup.
Just as baseball teams use data to identify player strengths and weaknesses, cities should leverage analytics to understand employee behaviors, outcomes, and operational inefficiencies. The embrace of sabermetrics required a cultural shift within baseball organizations, promoting a mindset focused on evidence over tradition. The traditional way of running cities needs to evolve and change in a similar way. Cities need to become data-centric and cultivate a culture of continuous improvement, encouraging employees to rely on data rather than gut feelings.
In baseball, data models can forecast player performance over seasons. By understanding which players contribute the most to team success, baseball teams can allocate resources effectively. In the context of our organization, data-driven insights help employees understand the contributions they are making, and we can explain to residents and elected officials the value we are adding to our community.
Sabermetrics aims to maximize team efficiency and success by analyzing statistical data to identify undervalued players and optimal strategies. In this system, players are essentially reduced to their statistical contributions, with little regard for intangible factors like leadership, team chemistry, or personal growth. A player who underperforms based on sabermetric analysis may be quickly replaced, regardless of their history with the team or potential for improvement.
What I call CivicMetrics, on the other hand, takes a more rounded approach to measuring employee contribution. While it employs statistical data and evaluates outputs, it also recognizes the inherent humanity in the people. CivicMetrics acknowledges that evaluating employees involves complex human behaviors, motivations, and relationships that cannot be fully captured by numbers alone, but that doesn’t mean we shouldn’t be keeping track of numbers.
Transformation into a CivicMetrics organization is essential for cities to improve and evolve. Just as sabermetrics has changed the way baseball teams evaluate talent and strategize, data-driven decision-making can empower cities to optimize performance and drive growth. As we have embraced data, we have not only improved our operations but also fostered a culture of innovation and resilience, positioning our employees and organization for long-term success.
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