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From YouTube: Office of Data & Performance
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A
A
A
Okay,
we'll
go
ahead
and
get
started,
and
hopefully
anybody
who's
still
going
to
join,
won't
miss
out
on
too
much.
My
name
is
eric
jackson.
I
manage
the
new
office
of
daily
performance
and
I
want
to
welco
welcome
all
of
you
and
and
thank
you
for
being
interested
and
for
taking
time
out
this
evening
to
learn
a
little
bit
about
it.
B
D
A
I
think
advance
two
slides,
so
obviously
I'm
pretty
excited
about
this.
I'm
excited
that
you
know
we're
getting
some
resources,
I'm
hiring
a
couple.
People
we've
got
some
other
resources
that
we
can
bring
to
bear,
and
I
think
it's
going
to
allow
us
to
take
a
pretty
significant
step
forward
as
a
city
organization
in
doing
a
better
job
of
embedding
data
in
our
decision
making
and
bringing
discipline
thinking
about
outcomes
results
and
how
we
measure
our
progress
for
those
results
in
pretty
much
everything
we
do.
B
A
One
of
course
is
just
the
fact
that
this
this
has
been
10
years
in
the
making,
probably
our
early
gis
tools
and
back
in
2012,
the
first
open
data
day
and
our
first
launch
of
an
open
data
portal
was
kind
of
the
first
external
sign
and
there
was
some
work
going
on
before
then
and
over
time.
I
think
if
you
look
at
this
you'll
see,
there's
there's
a
little
bit
of
a
an
evolution.
A
Do
we
manage
it?
How
do
we
put
it
out
there
for
people
to
access
and
then
over
time
we
started
thinking
more
and
more
about?
How
do
we
actually
use
the
data?
How
do
we
do
things
like
you
know,
provide
through
something
like
simplicity,
the
ability
for
the
community
to
use
it,
and
how
do
we
use
it
internally
for
thinking
about
what
we're
doing
deciding
what
we're
doing
and
measuring
ourselves?
A
It
has
not
been
a
smooth
linear
path,
any
of
it,
but
this
feels
like
kind
of
the
culmination
of
a
lot
of
work
that's
been
going
on
for
for
the
last
several
years,
go
ahead
and
go
to
the
next
slide
so
and
next
slide.
So
before
I
talk
about
how
we're
approaching
the
work,
I
want
to
talk
a
little
bit
about
what
the
work
actually
is.
A
A
A
Is
kind
of
more
recent
is
thinking
about
the
engagement
we
had
starting
this
past
summer.
Around
reimagining
public
safety,
I
think,
is
a
good
example
of
coming
at
things
a
little
bit
differently,
so
the
old
way
might
have
been
to
really
focus
on
certain
kinds
of
metrics
that
that
are
centered
on
law
enforcement.
A
You
know
what
what
is
the
crime
incidents?
What
are
the
9-1-1
calls?
What
are
the
traffic
stops?
Those
data
are
really
important
and
you
know
it's
not
that
we
don't
want
to
use
those,
but
when
you
kind
of
define
public
safety
stolen
solely
in
terms
of
metrics
that
are
related
to
enforcement,
a
couple
of
things
become
true
one.
You
put
the
burden
all
over
the
burden
on
the
police
to
solve
the
problems.
A
In
many
cases,
the
police
are
not
the
right
tool
to
address
those
problems
and
that's
part
of
the
conversation
we
had
in
the
summer
and
we'll
be
continuing,
and
it
also
kind
of
blinds
you
to
some
of
the
alternative
strategies
that
might
be
there,
and
so
a
better
way
is
to
engage
with
everyone
and
kind
of
come
to
agreement
on
what
are
the
outcomes
that
we're
trying
to
achieve?
And
we
started
that
this
past
summer
by
by
talking
about
what
does
it
mean
to
have
public
safety?
A
D
A
A
Those
strategies
we
can
use
our
progress
measures
to
say:
okay,
is
this
working
or
not?
It
can
be
challenging
to
start
out
by
talking
about
what
the
right
strategy
is.
There's
a
lot.
There
may
be
a
lot
of
disagreement
about
that,
but
it's
a
you
know
it's.
It
tends
not
to
be
nearly
as
hard
to
come
to
agreement
about
outcomes,
how
we're
going
to
measure
those
outcomes,
how
we're
going
to
measure
progress
and.
A
A
A
Busy
slide,
you
can
study
it
at
leisure
later,
the
I
want
to
make
a
couple
of
points,
and
the
first
is
again
is
not
some
service
that
we're
going
to
create
inside
of
I.t.
We
want
to
be
thinking
about
this
and
acting
very
just
letting
somebody
in
we
want
to
be
thinking
about
this
as
truly
a
city
function
across
departmental
function,
a
part
of
making
that
real
is
to
organize
ourselves
internally
around
that.
A
So
what
we've
done
is
we've
created
an
operating
team
which
combines
staff
from
our
budget
office,
community
communications
and
public
engagement,
department,
equity,
police
and,
of
course,
me
and
and
a
couple
of
staff
that
I'll
be
I'll
be
working
with
and
the
idea
is
not
to
take.
This
is
not
to
kind
of
take
all
these
people
and
and
go
create
a
new
department.
A
We
all
continue
to
report
to
the
managers
in
our
respective
departments,
but
we're
trying
to
operate
collectively
as
a
as
a
real
cross-functional
team,
and
we
want
to
think
about
governance
and
and
kind
of
oversight
and
guidance.
The
same
way,
obviously
we
each
report
to
our
respective
managers,
but
we
have
a
governance
team
that
brings
together
leadership
from
across
departments
in
the
city,
manager's
office,
legal
office
and
so
on.
To
really.
A
And
so
we
want
to
think
about
this
as
a
process
that
we
do
rather
than
some
service
that
we
consume
and
that
the
easiest
way
to
do
that
is
not
to
invent
some
brand
new
process,
but
to
tie
what
we're
doing
into
existing
core
city
processes.
And,
of
course,
the
premier
city
government
process
is
the
budget
annual
budget
cycle,
which
is
really
an
all
year
round
cycle
for
the
most
part,
and
so
a
big
part
of
our
work.
A
A
Integrated
process
and
then
the
other
thing
we're
doing
internally
is
doing
training.
We
have
a
number
of
classes
that
are
being
offered
to
all
city
staff
that
kicked
off
last
year
with
a
little
bit
of
delay
due
to
the
pandemic,
but
but
we're
now
going
strong
and
also
in
order
to
kind
of
embed
those
practices,
helping
people
by
facilitating,
for
example,
the
process
of
naming
outcomes,
defining
performance
measures
that
will
measure
progress
toward
those
outcomes
and
then
going
through
an
iterative
process
of
learning
and
adjusting
strategies
based
on
based
on
results.
A
So
we
want
to
facilitate
that
directly
as
office
of
data
and
performance
staff.
But
the
other
point
is
that,
to
the
extent
that
this
depends
on
just
this
office,
it's
going
to
fail.
It
needs
to
be
embedded
throughout
the
city,
and
so
a
big
part
of
what
we're
doing
is
trying
to
build
a
community
of
practice
within
the
city
organization
that
where
people
can
collaborate
with
each
other
and
support
each
other
and
kind
of
embedding
new
ways
of
approaching
the
work
and
thinking.
So.
A
A
What's
the
impact
of
the
projects
we're
doing,
are
we
achieving
the
outcomes
we
wanted
and
where
we're
not,
how
do
we,
how
do
we
have
a
disciplined
kind
of
well-defined
process
for
adjusting
what
we're
doing
and
improving
going
forward
and
if
we're
trying
to
improve
you
know
one
of
the
things
that
one
of
the
ways
to
go
wrong
very
immediately
is
to
fail
to
think
about
establishing
a
baseline,
that's
data
and
the
discipline
of
working
from
that
baseline
and
saying:
is
it
getting
better?
Is
it
not
getting
better?
D
B
A
Able
to
kind
of
better
date
with
and
collaborate
with
our
community,
and
so
the
outcomes
that
we
want
to
focus
on
as
a
result
of
these
changes
externally
is
to
make
sure
that
all
of
us
can
be
on
the
same
page
about
what's
happening.
What
are
the
trends
that
are
going
on?
What
issues
are
we
working
on?
Have
we
identified
some
issues?
Are
they
being
addressed?
A
How
are
they
being
addressed,
and
often
you
know
if
it's
a
if
it's
a
pothole,
then
it's
just
a
question
of
whether
we've
we've
filled
in
the
pothole?
If
it's
something
like
gun,
violence
or
homelessness,
that's
something
that
goes
on
over
a
much
longer
period
of
time.
It
involves
other
agencies
and
so
really
being
able
to
understand
what
is
the
city
doing?
How
is
it
approaching
this?
A
How
is
it
doing
against
the
goals
that
that
we've
identified
collectively
that
it
needs
to
meet,
go
ahead
to
the
next
slide,
and
that
kind
of
takes
me
to
the
last
section?
The
way
we're
going
to
effectively
do
any
of
this
stuff
is,
if
we
have
good
communication
in
both
directions
with
our
community.
A
So,
in
terms
of
communication
outward,
we
obviously
want
to
continue
evolving.
Some
of
the
tools
that
we've
already
got.
We've
got
a
data
portal.
We
can
continue
to
use
that
we've
got
some
good
geographic
information
systems
and
maps
and
such
that
we
can,
we
can
use
and
share.
We've
got
tools
like
simplicity.
A
More
recently,
we've
been
exploring
ways
of
putting
information
out
in
a
dashboard.
So
I
think
early
september
the
equity
and
inclusion
department
launched
the
equity
dashboard
to
both
kind
of
give
background
and
story
behind
what's
going
on
and
that's
really
critical,
because
it's
never
just
the
data
right,
but
also
then
to
allow
you
to
delve
down
and
start
to
see
some
of
the
numbers.
A
If
we're
trying
to
make
progress
toward
community
goals,
the
community
needs
to
be
involved.
The
people
who
are
most
impacted
need
to
be
involved
in
defining
what
those
goals
are,
what
those
outcomes
look
like
how
we're
going
to
measure
them,
and
so
a
big
part
of
this
will
be
embedding
into
all
of
our
kind
of
processes
working
with
community
to
identify
outcomes
and
ways
of
measuring
those
outcomes.
And
so,
as
I
said
a
couple
slides
ago,
the
reimagining
public
safety
initiative,
which
we've
just
begun,
needs
to
kind
of
move
into.
Okay.
A
A
Well,
we're
going
to
need
to
interact
with
with
all
of
you
and
other
groups
in
the
community,
and
so
we're
looking
at
ways
and
I'll
talk
about
it
in
a
moment,
but
we're
looking
for
ways
to
build
more
direct
connections.
In
some
cases
that
may
be
geographic,
it
may
be
participating
in
neighborhood
meetings.
It
may
be
engaging
with
groups
that
are
more
issue
focused
and
finding
ways
to
to
kind
of
make
sure
that
we're
we're
in
communication.
B
A
A
A
I'm
in
the
process
of
hiring
a
couple
of
people
for
the
office
hope
that
that
will
be
done
sometime
next
month
and
we're
continuing
to
build
out
our
training
program
and
internal
collaboration
community
building
externally.
Our
real
focus
is
first
on
the
budget
process
as
a
way
of
starting
to
embed
these
ways
of
thinking
into
what
we
do,
but
also
more
generally
again
not
trying
to
take
on
every
single
city
initiative
all
at
once,
but
using
the
advancing
racial
equity
and
nashville
initiative
to
focus
our
efforts
and
say
okay.
A
This
is
this
is
where
our
current
priority
is
so,
let's
put,
let's
put
our
our
energy
toward
defining
outcomes,
defining
measures
etc,
particularly
in
order
to
support
that
that
initiative
and
in
its
various
guises
and
then.
Finally,
as
I
said,
we
want
to
start
building
a
direct
relationship
in
the
community.
A
Some
of
that
is
going
to
be
with
data
geeks,
and
I
know
some
of
those
folks
are
on
this
call
and
others
are
going
to
be
really
just
interested
in
how
we
use
data
to
solve
their
problems
of
their
issues.
And
so
I
see
this
call
as
kind
of
the
first,
the
start
of
a
conversation
that
we
want
to
continue,
and
one
of
our
goals
is
to
identify
some
of
the
best
ways
that
we
can
keep
folks
informed
on
what
we're
doing,
but
also
receive
feedback
and
get
id
ideas
from
you
all.
A
I'm
going
to
assume
if
you
signed
up
for
this
information
session,
that
you're
interested
and
so
I'm
going
to
put
all
your
emails
onto
an
announcements,
an
auth
performance,
email
list,
if
you
don't
want
to
be
on
the
list,
go
down
to
the
bottom
of
the
email
that
confirms
you're
on
and
you
can
get
right
back
off.
But
with
that,
let
me
just
turn
and
answer
questions,
and
I
don't
I.
A
A
A
So
actually
employed
by
the
office
such
as
it
is,
it's
gonna
be
me
and
two
other
staff
members
who
are
kind
of
dedicated
fully
to
this
function
and
that
funding
came.
There
was
as
a
result
of
the
the
discussions
that
were
going
on
over
the
summer.
A
couple
hundred
thousand
dollars
were
reallocated
from
some
unused
positions
in
the
police
department
in
order
to
fund
this
office
so
that
roughly
two
hundred
thousand
dollars-
I
don't
know
exactly
how
that's
going
to
come
out-
depends
on
actual
salaries
and
so
on.
A
But
in
terms
of
how
many
people
are
involved,
it's
going
to
be
much
larger
than
that,
because,
again,
we're
really
looking
for
ways
for
some
of
the
functions
that
have
tended
to
operate
in
a
little
bit
more
siloed
fashion,
whether
that
be
you
know,
communications
and
public
engagement
it
on
the
data
side,
equity
budget.
You
know
we
all
kind
of
try
and
contribute
from
our
different
silos
to
a
common
goal
and
we're
really
trying
to
look
for
ways
to
operate
together,
and
so
on
that
operating
team
we
have.
A
D
A
D
A
So
I
have
a
question
in
the
chat
from
mike
riley.
How
can
other
city
of
asheville
departments,
besides
police
and
equity
and
inclusion,
contribute
to
or
benefit
from
the
office
of
data
and
performance?
So
I
think
one
of
the
things
that
actually
is
most
exciting
to
me
and
before
we
had
the
office
we
still
had
me.
You
know,
working
on
this
effort
is
that
when
we
had
our
first
class
last
february,
using
results-based
accountability
for
performance,
it
filled
up
instantly.
A
A
And
the
department
and
the
community,
so
I
think
we
are
more
broadly
thinking
a
lot
about
governance,
including
dealing
with
privacy
and
security,
thinking
about
how
to
safely
release
data
and
so
on.
But
I
think
our
focus,
at
least
for
now
is
much
more,
is
less
on
trying
to
take
over
a
process
that
exists
and
more
on
trying
to
augment
what
we're
doing,
by
bringing
kind
of
discipline
thinking
around
performance
to
the
equation.
B
Muted
18
was
the
most
up-to-date
2019
was
the
most
up-to-date
data.
It
looks
like
the
data
has
decreased
at
a
rate
increase
it.
It
is.
The
participation
rates
are
down
now
to
three
tenths
of
one
percent,
especially
as
far
as
african-american-owned
businesses,
and
it
was
up
to
seven
tenths
of
one
percent,
which
is
not
a
whole
lot,
but
it's
steadily
going
down.
I
guess
one
couple
of
questions
in
our
meeting.
B
One
of
the
things
that
we
proposed
was
that
the
things
that
are
being
done
now
are
not
working
and
we've
not
found
an
appropriate
way
to
use
to
suggest
best
practices
on
how
tangible
performance
metrics
that
do
work
can
be
infused
into,
and
that's
just.
The
other
thing
is
that
when
you're
dealing
with
marginalized
people,
because
some
of
us
are
not
able
to
amplify
that,
we
get
neglected,
this
program
has
been
around
30
years
now.
So
there's
a
lot
of
money.
B
B
Is
it
going
to
still
be
city
staff,
because
what
we
found
is
when
you
have
the
same
people
doing
the
same
things,
then
things
keep
staying
the
same,
nothing
ever
changes,
so
we've
got
a
lot
of
pretty
technical
questions.
I
think
we
even
commented
on
the
caper
report.
That's
been
sent
to
hood
about
the
lack
of
performance
metrics
rubrics
as
far
as
our
participation
on
city
contracts
and
business
development.
Even
though
there
are
some
contractors.
B
B
Program
participation,
the
who,
what
where
the
outputs
and
then
the
outcomes
very
important
in
the
evaluation,
I'm
so
sorry
for
being
long-winded,
but
we
do
have
a
paper
on
it.
We
have
the
data
and
there's
a
whole
couple
of
committees
assigned
to
this.
So
we're
looking
for
pretty
much
answers,
hey
eric!
Let.
D
So
I
think
that's
that's
gonna,
be
where,
where
we
take
our
direction
from,
but
I
think
what
eric
and
I
both
are
hoping
is
that
this
program
will
be
able
to
offer
a
richer,
more
meaningful
set
of
of
data
and
context
to
those
decision
makers.
So
they
can
make
more
informed
decisions
if
that
makes
sense
eric.
I
don't
know
if
you
have
anything
there.
I
think
what.
A
The
other
thing
that
we
want
to
bring
is
kind
of
a
more
discipline
and
the
process
for
just
deciding
what
we're
going
to
measure,
how
we're
going
to
measure
it,
what
the
data
is
and
and
to
do
that
in
a
completely
transparent
way.
I
think
you
know
there
have
been
lots
of
efforts
to
get
a
data
lots
of
efforts
to
kind
of
measure
things,
and
you
know
some
of
them
have
worked
out.
Well,
some
of
them
not
so
much.
A
I
think,
bringing
kind
of
a
standard
methodology
that
engages
the
people
who
are
being
impacted
in
the
process
at
every
stage.
I
think
that's
critical
and
simply
having
a
discipline
that
says
we
have
a
kind
of
best
practice
way
of
approaching
how
we
ask
the
question:
how
we
answer
the
question
and
how
we
share
the
data
will
will
help.
B
A
Publicly-
and
I
think
that's
that's
also
going
to
be
an
ongoing
conversation,
but
that's
been
a
lot
of
our
effort
over
the
past
few
months
and
figuring
out
how
to
take
that
new
policy
and
really
implement
the
data
side
behind
it,
as
well
as
the
procedures,
so
that
we
can
share
that
and
that
again
to
any
of
you
on
all
of
this,
I
am
more
than
happy.
I
think
my
my
email
is
on
the
on
the
announcement
and
in
the
slides.
D
A
A
A
Data
communication,
specialist,
which
is
a
little
bit
less
technical,
both
of
those
jobs,
are
still
open.
We
are
getting
toward
kind
of
panel
interviews
with
a
number
of
them
and
but
I'm
committed
to
only
back
up
a
little
bit.
One
of
the
commitments
that
we
are
making
is
really
thinking
about
our
processes
in
order
to
make
sure
that
we're
not
just
doing
the
same
thing
the
same
way
in
order
to
get
the
same
result,
I
don't
have
to
describe
yet.
A
A
A
Outreach
continue
to
invite
more
applications,
and
we
will
hold
this
open
up
for
the
last
minute
and
I'm
I'm
pleased
with
some
of
the
differences
in
the
results
that
we're
getting
in
people
who
are
applying
how
that's
going
to
come
out.
I
don't
know,
but
I'm
we
are
committed
to
continuing
to
look
at
the,
how
we
do
what
we
do
and
revising
that
so
that
we're
getting
better
results
than
we
have
gotten
in
the
past.
D
A
I
have
to
say
part
of
what
there's
been
a
lot
of
negative
as
a
result
of
the
pandemic.
I
think
one
of
the
positives
is
that
we
get
human
beings
with
with
life
going
on
behind
us,
so
it
never
bothers
me
that
we
have
dogs
and
children
any
other
questions.
Okay,
patrick
conant
is
asking:
how
does
this
department
interact
with
city
council
or
boards
and
commissions?
A
I
understand
the
intent
is
not
to
create
a
data
service,
but
I'm
wondering
if
there's
a
particular
board
or
committee
that
will
hear
reports
from
this
office
and
provide
direction
or
oversight,
and
I
will
simply
say
the
the
correct
answer
to
that
right
now
is,
I
don't
know
we
are
kind
of
we've
got
an
oversight
group
within
the
city
that
does
not
have
any
external
representation
that
that
is
kind
of
an
evolution
of
what
we
were
using
last
year.
That's
a
good
question
and
is
one
of
the
things
that
we'll.
A
I
do
I
do
want
to
emphasize
that
we
were
announced
on
I
think
december,
8th
so
and
and
one
or
two
things
have
been
going
on
since
then,
so
we're
very
much
kind
of
in
process,
and
I
don't
know
the
answers
to
all
the
questions.
That's
a
good
one
and
and
it's
one
that
I
will
definitely
get
back
to
you
all
in.
A
A
A
So
I
know-
and
this
ties
partly
into
the
new,
the
the
new
business
inclusion
policy
and
and
the
procedures
that
are
being
worked
around,
that
there
are
both
performance
criteria,
but
also
new
standards
that
are
being
rolled
out
and
I'm
not
the
primary
person
to
talk
about
this.
That
would
be
rosanna
mulcahy,
but.