Office of Performance and Data Analytics (OPDA) helps deliver better, faster, and smarter services to city residents by working across departments to measure performance, evaluate success, and identify areas for improvement.
Create hundreds of dashboard to track performance and provide both residents and internal city staff high-level, real-time information about a variety of city services.
Used data to address systemic issues in their emergency response system, increasing the number of 911 calls they answered in less than 10 seconds from 40 percent to over 90 percent in just a few months.
Building the Foundation
OPDA takes an integrated approach to performance management. To improve city processes, it combines the power of a centralized data analytics infrastructure with regular performance monitoring and collaborative and creative solution-generating. Every year, the City Manager and department heads establish priorities, goals, and metrics to track and evaluate performance in Performance Management Agreements. They are shared on CincyInsights, the City’s visual open data portal.
When OPDA first launched in 2015, each department had its own dedicated CincyStat meeting to review their individual department-level performance and goals. Under City Manager Patrick Duhaney’s leadership, individual department level performance measures are monitored daily through internal dashboards, and CincyStat meetings are convened around citywide priorities and goals, with multiple departments presenting performance data that are specific to citywide initiatives.
The CincyStat meetings are also used to drive progress on city priorities and collaboration around interdepartmental challenges and shared projects. Committed to transparency, OPDA publishes memos from CincyStat meetings on CincyInsights, making city progress and progress on those priorities accessible to the public.
The Office also maintains public dashboards that bring the city’s enterprise data warehouse to life and share progress toward top goals. City governments collect a lot of data, but its value can’t be leveraged if it just sits in the warehouse. So OPDA has helped create hundreds of dashboards (both internal and external) to track performance and provide both residents and internal city staff high-level, real-time information about a variety of city services, from neighborhood cleaning to police calls for service to snow plow removal and more.
They automatically update with current data — which Staton sees as sustaining OPDA’S mission. “If OPDA no longer exists one day, the dashboards will still update and the data will still be provided to departments and residents to support informed decisions,” she says.
The hard work building data infrastructure and a robust city-wide data culture is paying off. Various departments, from Emergency Communications to Buildings and Inspections, reach out to Staton’s team for support and collaboration when they identify challenges and need solutions. “We play the role of both a partner and a doctor for city departments,” Staton says.
The results have been significant for the health and safety of Cincinnatians.