Community Indicators for Your Community

Real, lasting community change is built around knowing where you are, where you want to be, and whether your efforts are making a difference. Indicators are a necessary ingredient for sustainable change. And the process of selecting community indicators -- who chooses, how they choose, what they choose -- is as important as the data you select.

This is an archive of thoughts I had about indicators and the community indicators movement. Some of the thinking is outdated, and many of the links may have broken over time.

Showing posts with label Jacksonville Community Council Inc.. Show all posts
Showing posts with label Jacksonville Community Council Inc.. Show all posts

Friday, October 1, 2010

Visioning, Indicators, and Mariachi Bands

One of the breakout groups for SA2020
I was reflecting this week on the world of community indicators and how widely they're being used now. This past weekend I was in San Antonio to help launch their community visioning effort. A thousand people came together to talk about what challenges the community is facing, what is good about the community that needs to be preserved or maintained, and what the opportunities are for improvement or change in the next 10 years. From that vision, we will draw indicators, set targets, and move into community action. One of the more exciting aspects of the SA2020 process has been the integration of social and online media into the conversation, with live web-streaming of the launch event, over 2200 web-based comments during the live feed, and strong online comment captures, including on the website (SA2020.org), Facebook page, and Twitter feed.

This month also provides the opportunity to celebrate World Statistics Day on 20/10/2010 (that's October 20, 2010, for those of us who put the month first in our dating system.)

Next week I get to join Rhonda Phillips and Shanna Ratner in a discussion of community indicators and measuring progress as part of the CommunityMatters '10 Conference in Denver, Colorado.

And we have just celebrated the 35th anniversary of my organization, JCCI (Jacksonville Community Council Inc.), along with the 25th anniversary of our Quality of Life Progress Report, 10th anniversary of JCCI Forward, and 5th anniversary of our Race Relations Progress Report.

This has been a week to think about how communities can transform through the action of good people working together on a shared concern, and how data, properly used, can bring those people together in a common understanding of the issues at hand.  And as our local government (along with many, many others) has struggled with questions of how to prioritize spending in an era of increasing demand and shrinking resources, it's sobering to reflect on where we might be without community indicators to help make the really hard decisions.

I hope to have good notes to share with you from the Community Matters conference (I'll let you know when I know the hashtag for the event -- CM10 is being used right now for the Chicago marathon, which I am not participating in this year.) And keep an eye out on the #SA2020 conversations -- the work is just beginning to create community-defined indicators.

And yes, the SA2020 launch event included both a marching band to welcome people into the facility and a youth mariachi band to serenade them once inside. Tremendous experiences, wonderful energy levels, and an astounding city.

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Tuesday, January 19, 2010

JCCI Releases 25th Annual Quality of Life Progress Report


The Jacksonville Community Council Inc. (JCCI) releases its Silver Anniversary edition of the Quality of Life Progress Report. The 2009 report reflects a complete redesign of the 25-year-old report on trends in the quality of life in Jacksonville and Northeast Florida, along with new interactive web-based mapping technology to provide state-wide comparisons of much of the data.

The report assesses the quality of life in Jacksonville through more than one hundred individual indicators that detail trends in nine sections of the community: Achieving Educational Excellence; Growing a Vibrant Economy; Preserving the Natural Environment; Promoting Social Wellbeing & Harmony; Enjoying Arts, Culture & Recreation; Sustaining a Healthy Community; Maintaining a Responsive Government; Moving Around Efficiently; and Keeping the Community Safe.

“For 25 years the JCCI Quality of Life Progress Report has provided vital data about where we are, where we’ve been and where we need to be,” says Jacksonville Mayor John Peyton in the report: “This Silver Anniversary edition continues to guide us as a community.”

The 18-page Summary Report being released Tuesday provides a succinct assessment of our quality of life using two Key Indicators and up to 5 supporting indicators per section. A companion online Reference Document provides greater detail as well as additional indicators.

The third piece being unveiled at the release is JCCI’s Community Snapshot, a new online data display and mapping technology. “I can’t overstate the technological leap we have made with this upgrade,” said JCCI President Chris Arab. “It literally makes data come alive.” With Community Snapshot, JCCI will update indicators as soon as new data is provided. Community policy and resource decision makers will be able to assess progress and make their decisions with the latest information possible.

Newly installed Regional Chamber of Commerce Chair Kelly Madden led the 21-person review committee that rebuilt this year’s report and prioritized the indicators for each section. “We took our work seriously“, said Madden, understanding they were creating a new framework for conveying the story of Jacksonville’s quality of life. Ms. Madden will present the report to Mayor Peyton and the citizens of Jacksonville. Mayor Peyton will also speak at the event.

JCCI’s Quality of Life Report is the longest continuously running community indicators report in the nation. Created in 1985 by community volunteers, it is an internationally recognized standard. JCCI will recognize those 1985 pioneers during this Silver Anniversary event.

The data for the Quality of Life Progress Report is obtained from the records and documents of public and private organizations. An annual opinion survey provides the remaining data.

Read more in this story from The Florida Times-Union.

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Friday, January 8, 2010

JCCI Releases 5th Annual Race Relations Progress Report

The Jacksonville Community Council Inc (JCCI) released its 2009 Race Relations Progress Report during the Martin Luther King Jr. Annual Breakfast on January 8th at the Prime Osborn Convention Center. This is the fifth edition of the annual report that examines progress in addressing racial disparities and improving race relations in Jacksonville.

The 2009 report examines perceptions about race gained by annual survey and hard data that portray the realities of race and racial disparities across the Jacksonville community. Created as the result of JCCI’s 2002 citizen-led study, Beyond the Talk: Improving Race Relations (PDF), the progress report provides historical data spanning as much as 25 years across six areas: Education; Employment and Income; Housing and Neighborhoods; Health; Justice and the Legal System; and Civic Engagement and the Political System.

Jennifer Chapman of Fidelity Investments and Broderick Green of the Chamber’s Cornerstone Regional Development Partnership led the team that reviewed this year’s report and presented their findings at Friday’s Martin Luther King Jr. Annual Breakfast. “Eliminating racial disparities in our community is not only a moral imperative – it’s an economic one,” Chapman and Green stated. Among highlights in the 2009 report is the widening black-white gap in the perception of whether racism is a problem in Jacksonville. This hinders the community’s ability to come together to take action and solve the real problems that exist, according to the JCCI report.

The report reflects mixed signals in the area of education, where graduation rates improved but racial disparities widened. Of great concern were growing racial disparities in the areas of employment and income, fueled by the recession, where black minority populations were hit especially hard. Positive indicators included perceptions of neighborhood safety, heart disease death rates, declining homicide rates, voter turnout, and black felony inmate admissions, although significant racial disparities in several of these areas.

Copies of the report were distributed at the MLK Breakfast and are available in hard copy from the JCCI offices or online at www.jcci.org. For more information contact JCCI at 904-396-3052.

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Saturday, October 3, 2009

CIC Conference 2009, Part Two

(Part One of my conference notes is here.)

The conference has lived up to my expectations. If you weren't here, you're missing something important.

Friday began with a presentation by Jon Hall, who leads the Global Project on Measuring the Progress of Societies at OECD. I found this presentation (PDF) online, which is quite similar to the one he gave, so until I can get the actual presentation, this should give you a flavor of what we talked about.

Read more by clicking the link below. NEW: I have now added in my own comments from the last panel session.

Their philosophy is straight-forward: How to measure is a technical issue, and we are developing best practices. What to measure is a political issue. We can advise on how to set up a process that is legitimate and reflects the shared values of a society. But the choice belongs to the society.

Four questions for the 3rd World Forum in Korea:

  • How is the world progressing?
  • What do these new paradigms for progress mean for policy makers?
  • How can evidence promote social change?
  • What institutions does the world need to take this forward?

A new handbook on measuring progress will be launched at the Korea conference. They are also developing a framework on a Taxonomy for Progress, identifying quality frameworks for indicator sets, and collectingand sharing lessons about successful sets of indicators.

Several themes emerged as they developed the Global Project Framework:

  • Be clear about your objectives and how you expect to achieve them
  • Be realistic about what an indicator set can achieve
  • Never underestimate the importance of the process
  • Think long-term; be persistent and flexible



The first breakout session of the morning that I attended was on The Power of Neighborhood Indicator Systems. Kathy Pettit and Tom Kingsley from the National Neighborhood Indicators Partnership and Charlotte Kahn from the Boston Foundation were the presenters.

Kathy began by describing NNIP's work. She promised that her presentation would be up on the NNIP website shortly -- I'll link to it as soon as it is.

NNIP has 33 partners. Each partner has their own network of partners – so each partner is really a contact point that links local networks together with other local networks. They are also working with LISC and MacArthur on the Sustainable Communities Initiative.

Charlotte spoke about the idea of a shared indicator system. It's been a dream since NNIP began in 1995, but at the time it wasn't feasible. Each of the 32 partners has its own community statistical system – which is different from indicators. This is a new opportunity to think harder about these same sets of measures and have deeper conversations among ourselves and across cities and understand patterns and draw conclusions that will be of great interest to policy makers, especially in context of preparing for the 2010 Census. Have a working topical framework – 10 areas and four cross-cutting topics.

Tom asked, How do we operationalize the system? Chris Walker from Sustainable Communities is helping drive this partnership. Have a draft plan, need to raise funds, goal to combine with 2010 Census. ACS at neighborhood-level is only 5-year averages and won't help us get the information we need to understand how distressed neighborhoods are reacting to the current crisis.

Charlotte pointed out that their are some language/definition barriers between community statistical systems and community indicator systems: indicators are not the same as data variables, but are closely related. Data variables provide information for indicators. For example, the percent of the population receiving TANF assistance is a variable, but it is also data that supports an indicator of family poverty/economic hardship.

Building a shared/common neighborhood-level indicator set across metro areas raises questions. How do you define "neighborhood"? The partnership will likely use census tracts as common framework, but each partner would then define their own neighborhoods. A key component is to have no rankings and no labels for neighborhoods, but instead to use the data to tell good stories about distressed neighborhoods. The challenge is that administrative data is often deficit-oriented, when sometimes what we need are indicators of neighborhood assets. The Urban Institute has also been sponsoring an effort to create a framework for developing art and culture indicators -- very different kinds of indicators from property-lvel data systems.

A challenge is to develop a robust set of national data policies that address the timeliness, accessibility, and compaarability of data from very local through national levels. The Annie E. Casey foundations has developed a white paper on data availability for legislative/adminstrative advocacy – for example, great strides in data could be available if we could double the sample size of the American Community Survey. We need a joint NNIP/CIC federal advocacy group, addressing data immediacy, availability, and standardization (for example, high school graduation rates, and data availability by student residence instead of school attended.)

I then attended an odd session on Measuring the business value of corporate community initiatives. Jane Coen, from Underwriters Laboratory, Maureen Hart, from Sustainable Measures, and Vesela Veleva, from the Boston College Center for Corporate Citizenship explained a new project of the Center for Corporate Citizenship. The project is completed and will be launched in March or April 2010. The Center has been around for 25 years, and works with companies (350 right now, including 50% of the Fortune 100 companies) and they provide corporate seminars, executive education training, and whatnot for them.

They wanted to develop a practical framework, guidelines, and tools to assist companies in measuring the business value of Community Involvement initiatives. The purpose is to be able to show the business impact of involvement (why it pays to support community causes through employee volunteer time or corporate sponsorship), even in tough times.

Right now companies are measuring inputs and outputs, and not the impacts. Many companies measure “employee involvement” in CI programs but not actual “employee engagement” (there is confusion about what that means).

Why participants want to measure business impact:

  • facilitates benchmarking
  • enhances CI decision-making
  • demonstrates CI's ROI
  • helps gain support and funding or CI initiatives
  • helps integrate CI strategy with core business strategy
  • shows CI's contribution to strategic business objective achievement
  • increases power of CI communications-internally and externally
  • shows correlation between well aligned CI investments and
    reputation/standing within the community
  • name and brand recognition
  • employee engagement (recruitment, retention, satisfaction, productivity)
  • customer loyalty

Why companies aren't measuring business impact:

  • lack of valid and credible tools
  • measuring outputs not impact
  • need guidance on measuring impact

A survey of studies on the business case shows general support for the belief that CI adds value to the firm by enhancing:

  • the corporate license or freedom to operate
  • customer relations and attraction/marketing
  • human resources
  • innovation in market and product development
  • reputational capital
  • financial performance
  • social investments

“It has been very difficult to establish a clear causal relationship between CI and business benefits, and it is challenging to set a dollar value for the intangible assets that CI often creates.”

Draft framework:

  1. Growth/Return on capital: new markets, innovation/new products/services, new consumers/customers
  2. External relations/reputations: corporate reputation, differentiation/customer loyalty, license to operate, investor interest/confidence/stock performance
  3. Workforce capacity: productivity, morale, job satisfaction, retention, recruitment,teamwork, managerial/leadership skills/employee development

For more information, see:

www.bcccc.net/index.cfm?pageId=2025#impact

www.bcccc.net

Questions from the audience included: GRI has 79 performance measurements, but this one will only look at business impact of CI initiatives. At this point not looking at the environment. Easier to measure business impact of environmental initiatives.

How are you recommending that businesses identify their CI initiatives? Are you building into the framework guidance on how to select programs that are strategic to corporate mission? (No, companies will choose their initiatives on their own.)

What is the real connection between community indicator projects in trying to improve the community and what the other actors (in this case, the companies operating within the communities) are trying to do in getting involved in the community? (For this project, not a whole lot, except to show that Measuring Things is Hard. The framework they're developing will not result in increased data for community indicators projects or increased corporate support for community indicators projects, but it will help companies see how much money they make off of community involvement activities as stealth marketing and reputation-enhancement exercises. I told you the session felt a little odd. Somebody else who was there help me out with the conclusions I was drawing -- what did I miss?)

Andrea Whitsett, from Arizona State University, moderated a session on measuring the impact of indicator systems. On the panel were Jon Hall, from OECD; Viki Sonntag, from Sustainable Seattle; Dan Duncan, from United Way in Tuscon and Southern Arizona; and Ben Warner (that's me!), from the Jacksonville Community Council Inc. (JCCI). Because these are my notes, I didn't speak and write at the same time, so my comments are missing. I will fill them in shortly when I think of witty things I should have said. ETA: Added my notes in now of what I meant to say. I didn't add the stories in -- that will have to wait for a different opportunity.

Andrea began by explaining her work at the Arizona Indicators Project, which began in 2007, from the office of the president of the university. Because the project grew so quickly and so organically, there weren't a lot of things in place to measure the impact of the indicators project.

The panelists identified themselves, then Andrea asked us all to define how we measured impact.

Dan: The national organization set national goals around education, income, and health, and put out the call to local organizations to align with these goals and to see how we could work together collectively. We began a process to re-engineer our impacts using the results-based accountability model and focus on turning the curves. We brought together a large committee, trained them in results-based accountability and asset-based community development, and charged them to be purposeful in identifying what citizens could do, what citizens could do with help, and what only institutions could do. We identified key trends we wanted to work on, including the high school graduation rate and early learning as measured by third-grade learning scores. Around income, we're looking at having more families having more than 200% of the poverty level. Around health, we have a lot of seniors, and we want to keep them healthy and independent, and are measuring nursing home population growth compared to the growth in the overall population.

Viki started from a historical context and the expected impacts they wanted to see. Sustainable Seattle was one of the early citizen groups who wanted to develop community indicators. Our intent was to engage a cross-section of the community in determining the indicators. A result we expectedwas increased citizen involvement in understanding and using the indicattors, and increased responsibility in institutions and policy makers in addressing the indicators we had identified. The assumptions of what indicators could do led to a change in the organization – indicators themselves don't drive change, so we instead began doing neighborhood-level work. Measures of success was how engaged the community was in that process and what actions they took as a result of being involved. We are also interested in data democracy, which means we may be looking at capacity building in obtaining and using information. Our focus is very grass-roots, very community-based social change efforts. How we arrive at that is probably in a discussion with the community to discover if what we provide is serving the community – it's more of an informal process right now.

Jon explained that the global project began because there was a great deal of work occurring but no one to take the lead and support the effort. We're looking at working with leadership and policy makers, and of growing a network of networks. Trying to change how democracies work and change how decisions are made so that people talk about the evidence.

Ben: We measure impact of our indicators by first identifying what we intend their impact to be, based on our model of community change.

1. Indicators serve to measure how well the community is progressing in relation to a shared/articulated community vision, and provide the knowledge necessary to forge shared community priorities, inform planning process and strategic actions, and create data-driven decision-making. In order to measure their impact, we need to measure their explicit use in institutionalized priority-setting and decision-making, their implicit use in the same arenas, their function is shifting community conversations and setting a community agenda (through both media mentions and public reference to the indicators in community settings), their use in activities (actions taken or legislation passed) to implement those decisions, and the building of cross-sectoral collaborative partnerships to address the priorities identified in the indicators. In short, we measure (through an annual self-evaluation report) the effectiveness of the indicators in identifying needs and how often they are used in the community in determining how to address those needs. This also includes a survey of our identified key decision-makers in the usefulness of the indicators and an opportunity for them to share with us how they used the information and their suggestions for improving how we report the indicators to better meet their needs.

2. The same indicators are also used to measure the effectiveness of the decisions made and actions taken. The indicators are a key assessment tool to see if conditions have changed, whether the trend line is bending, whether the programs/projects/legislation/activities/allocation processes have addressed the underlying concerns that drove the community priority-setting in the first place. In other words, if your indicators project is effective in your community, the trend lines should show improvement.

Andrea then asked, once you identify the impact you want to have, how do you measure (quantitatively and qualitatively) the impacts of your indicators.

Dan: For the United Way, the five indicators drive all of our activities. Those are large issues, but they are also the indicators that can bring the community together. That's why we are developing performance measures around the strategies we use to affect the community indicators. They allow us to ask, “Are we doing things right, and are we doing the right things?”

We have an online system to track those performance measures and track them on a quarterly basis. Tis helps us bring people around the table to track these issues
and refocus our efforts where necessary.

Viki: Our impacts have pretty much been indirect effects and indirect impacts. The performance measure efforts were an uptake and an outgrowth of the community indicators process. Because we're relatively new, we're working on developing the quality of our systems internally. On the participatory side, one measure of our impact is to look at whether our participation is representative of the larger community. This way we can measure our participatory processes and their impacts.

Jon: Evidence-base policy doesn't exist, at best it's evidence-influenced. Hard to quantify even the influence of GDP on policy. The process and conversation may be more important than the indicators themselves. The hardest distance is the last two inches from people's eyes to their brain. In Australia when we first put these progress measures out I asked the policy makers why they wanted the information. Having these sets of measures is helpful to focus on the things that matter. They can help shape the debate and influence things in that way.

Andrea: To whom are you accountable?

Ben: First and foremost, we're accountable to ourselves. Our continued existence and role in the community is entirely dependent on our integrity and honesty -- integrity can only be sold once. We have a rigorous Credo we test ourselves against to ensure all of our actions are ethical. We are accountable to the community we serve. They expect us to be a neutral, trusted community convener and we need to honor that expectation by providing quality information that responds to their values and visions for the community and needs. We need to be able to serve as the conduit for the voices and stories of people who don't have other ways to be heard. We are accountable to our funders to ensure that we follow through with what we promise to deliver. By maintaining the community's trust, we can ensure our relevance and effectiveness in helping create community change.

Dan: We used to be just accountable to our donors every year. Now with the initiatives we're doing, we're not just the data arm but the organizing table around these issues, and we're accountable to the people that we're trying to help. The key is to keep the focus on the broader issue and create the civic and political will to make the hard choices for the greater good.

Viki: Accountability to the community at large. But what they are holding us accountable to is whether the information has meaning to them and whether it has relevance. This was demonstrated to us when we were working at the neighborhood level and the information we were providing was valid and reliable but it wasn't meaningful to them, and so they disengaged with us. The good news is that the neighborhoods have connected together to develop new partnerships. The challenge we face is to reconnect with them.

Jon: All must be accountable to the community, must be nonpartisan and honest and clear. If you lose the perception of objectivity and appear to be biased, they won't look at the data any more. Newfoundland: before you put the data out, we used to sit and argue over the figures; now we can argue over the issues.

Andrea: How do you demonstrate community impact in order to make a compelling case for funding?

Ben: We use our measurements of effectiveness -- how many people use our work, how often they use the work, in what ways they use the work, etc. In addition, we've compiled a Highlights of Change document that shows over time how critical our work has been in making the community better. For some of our funders, we point to how they use the work to justify its continued funding -- institutionalizing the use of the indicators in their decision-making processes helps support long-term financial support. We point to how others use the indicators to assist them in addressing the same priorities. For others who sponsor our work, we point to how the major community decision-makers use the work, and offer an opportunity for them to put their name on the document in support of that work for the entire community to see.

Dan: We're responsible for the work and the fundraising together. In today's world, donors don't like the middle person, soo we have to talk about the accountability of the United Way system and what we are achieving. To a large part, we're selling aspirations, and we're finding donors and grantors who care about the things we care about. We look for what they care about and try to match their passion and their intent – what the grantor wants and what are their expectations. We now raise more from grants than we do from donors. This comes from owning the issue and owning the results nd being very clear about that.

Viki: In our latest incarnation, we are a data commons. Our primary interest in making sure information is linked to action. The assumption from some of our paartners is that not much action is taking place. We need to interest our partners in understanding that we are bringing the information to inform the action in the community. We see that those people who have a sustainability agenda are interested in sharing their accountability and responsibility and showing how they are contributing to the solutions and successes of the indicators. We're linking that to the indicators themselves on the website.

Jon: We haven't been very successful in raising money because people think we have enough money. Ultimately, this should be funded through government, because this is a public good. We need to point out that if we didn't do this, somebody else would have to, but probably not as well.

Andrea: Tell me about your failures.

Ben: We had early difficulties with our public school system, who saw our indicators as one more assault in a long history of attacks on public education. Naturally, they responded defensively. Data is too often perceived as a weapon until you build joint relationships of trust. Through relationship-building, we helped them see that our intent was not to attack them, but to shift educational issues from being "their problem" to a community problem, which allows for the greater community to take part in the solutions (and to take responsibility for creating success.) This was a much more effective approach.

Jon: We had an initiative around family violence. We saw that the indicators weren't strong enough to make the changes and build the civic/community will around the issue at this time.

Viki: When I think about the trajectory of Sustainable Seattle and the capacity we had developed, we probably didn't have the capacity to sustain a bigger strategic vision. For a while, we lost direction and were in search of that strategic vision.

Jon: Projects tend to fail when they haven't engaged the community from the beginning. You need to build that ownership from the beginning, even if it takes time. Perceptions of bias can be extremely damaging. Because we had built the shared ownership, others could defend us.

You don't want to sensationalize these things, but if you let statisticians write these things they end up really boring. Don't underestimate the difficulty in presenting this information to people.

Andrea: We have had plenty of struggles in getting the Arizona Indicators project off the ground. We tried so hard to be nonpartisan and not interfere and tried to let the numbers speak for themselves. However, the data by themselves were not compelling. People wanted to know both the what and the why, and they need the why in order to hear a call to action.

The closing plenary was facilitated by Adam Luecking. They divided the room into three groups, and asked: What is your vision for CIC in the next 2 years?

Lots of great discussion ensued. I'll let the CIC Board formalize that conversation, but the energy (one person said "vibe") in the room was palpable and positive, which is a great way to end a conference.

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Friday, October 2, 2009

CIC Conference 2009, Part One

We're at the halfway point at the Community Indicators Consortium conference. The discussions we've been having and the quality of the presentations have been pretty good -- they've offered me quite bit to think about. Let me share some high points, with the caveat that I couldn't be in all of the sessions and I've already heard I missed some great ones.

Click the link to read my notes from Wednesday morning through Thursday evening.


The conference really began on Wednesday with a selection of pre-conference workshops. I'd like to thank those who braved a three-hour session with me Wednesday morning to talk about Making a Difference with Indicators: What You Need to Know. The conversation was an expanded follow-up of the June 25 webinar, and I'm going to be collecting the material and the comments into a more formal article soon. The only point I want to emphasize is the importance of intentionality -- what results are you trying to accomplish, who is your audience, what are the expected actions you want that audience to take, how does your design cohere to your explicit theory of change -- and the importance of openness to serendipity. In other words, target your efforts, measure your outcomes, and be prepared/design for expanded uses beyond your core. We'll talk more later.

Wednesday afternoon was a meeting of the Community Indicators-Performance Measures Integration Working Group, which is a diverse group of really smart folks trying to figure out best practices and effective techniques for bringing together two similar ways of using data to measure progress. We'll be making a couple of announcements about the progress of this group at today's sessions of the conference, so I'll wait to report on that. At the conference, a Maturity Model of integration is posted for public comment, and a revised version of that model (incorporating the feedback) should be available shortly after the conference, at which point I'll have something more to share and that we can talk about.

Friday morning's opening plenary was from Richard Conlin, of the Seattle City Council and co-founder of Sustainable Seattle. Take a look at what they're doing -- it's not the same organization that once pushed sustainability onto the national agenda, and the organizational transformation would be a fascinating case study. The cutely-named B-Sustainable initiative is going through a re-launch/marketing push. There's energy and good work happening -- the efforts to reduce waste, not just increase the percentage recycled, is a great example -- and Seattle provides a number of lessons learned for anyone working on environmental sustainability. (Side note: they're also an interesting example of how difficult it is to manage the tension between being the community's trusted data source and being effective advocates for a cause. The trade-offs are real and are worth thinking about in your own organization's strategic planning processes -- where will you shine?)

Then I joined Meriko Kubota and Lidia Kemeny of Vancouver Foundation's Vital Signs in a session entitled Partnering for Progress. I shared JCCI's model for community change, as seen below (click on picture to enlarge):


I also shared how this works in practice, following one indicator through the visioning/measuring/prioritizing/planning/advocacy/evaluation processes to show how the teen birth rate was slashed, going from nearly double the national rate to (based on 2008 preliminary figures) below the national rate. Indicators serve dual functions in a powerful method for creating sustainable community improvement.

Vancouver Foundation's Vital Signs are interesting. Canada's community foundations are doing really interesting work with indicators, and Vancouver's no exception. They're the largest community foundation in Canada. They first produced a Vital Signs report in 2006, and followed that with reports in 2007 and 2008. They're not releasing a 2009 update, but are preparing a 2010 report in conjunction with the Olympics.

There are 12 key areas measured in the report, and that framework is worth a look. I especially like the categories of "Belonging and Leadership" and "Getting Started". In 2008, the report focused on the differences between community perceptions and reality, illustrating the sections with fuzzy pictures (perceptions) and then with the pictures in focus (reality). The report tried to distinguish between what was happening and what people thought was happening in Vancouver.

These three survey questions are fascinating. Vital Signs asked:

  1. What is the single most important issue you would like to see addressed to improve the overall quality of life in metro Vancouver?
  2. Give an example of a specific event, action, or other thing that has improved the quality of life in metro Vancouver over the past 12 months?
  3. Over the last 12 months, what actions, if any, have you taken in your own life to make a positive difference in your community?

For question 2, 55 percent of respondents couldn't think of anything. For question 3, 26 percent of respondents couldn't name something they had done. Full results are here.

The report was provided as an insert in the local newspaper, and was translated into Chinese and inserted into three Chinese newspapers.

The report has changed over time. They use an online poll for “citizen graders” – and had 1070 responses in 2008, three times that of 2006. These "graders" assign letter grades to each section, which creates some controversy and pushback within the community (political leaders like to point out that Vancouver is consistently ranked as one of the top cities to live in the world, and yet the graders give it a C+.) They also conduct a more scientific sampling of the population through a telephone poll – with 854 responses in 2008.

The other major change was the geographical shift in 2007 from the city of Vancouver to Metro Vancouver, giving the report a more regional focus.

Take a look also at Youth Vital Signs, a community indicators report designed and developed by youth to reflect their perspectives and ideas about what's important and what's happening in metro Vancouver. That report also built on new uses of technology -- one input came through text messages, where a message was sent out and returned 3000 responses in one day.

The next session I attended was How Creative Partnerships Improve Indicators, with Sandra McBrayer and Paula Ingrum from The Children's Initiative in San Diego.

Sandra McBrayer began by discussing the origins of the Children's Initiative, which was born because foundations needed to figure out why their money didn't matter. They provided resources, but the underlying problems didn't seem to be improving. So they decided to bring all the stakeholders together to be part of the process of improving the lives of children, helping them all gain ownership of the problems and encouraging them to meet together often. The county had been doing a San Diego report card for years (since 1999) but it was a data document only – when you opened it up, you saw numbers and graphs but you didn't know what the report was telling you.

So they looked at report cards across the country, trying to figure out what are the best examples of report cards and why are they the best. If we called the top agencies in a community and asked them about the report card and they didn't know what it was then that report card wasn't a model we wanted to follow. Quality report cards shared several characteristics:

  • They raise community awareness
  • Community partnerships are key to sustainability
  • Multiple funding streams are necessary
  • They link what is learned to a process for change

They transferred the responsibility for the report card from the county health department to the Children's Initiative. Building partnerships is critical – not about blame, but shared responsibility. Created a Leadership and Scientific Committees-- calling it “Leadership” made it special. Scientific Committee consists of epidemiologists and biostatisticians. They used the Results Based Accountability model to select the indicators.

So look at the 2007 San Diego County Report Card on Children and Families(PDF). Each indicator includes the following – why is it important, what are the national best practices, do we have that in San Diego, if not who are the partnerships who share the responsibility to make it happen. They rethought the indicators by asking:

What is this data telling us? Do we understand it and does it make us want to do anything?

What is the area of real concern? What do we really want to know?

Is the data we want available? Where do we get it or how do we make it?

Then they put on the dashboard things they didn't have but wanted to develop the data. Some of the keys they shared for their success:

  • The personal touch matters in building partnerships. They provided food at their meetings, hand-written thank you note for providing data, $5 gift cards to Starbucks.
  • Focus on making change. "If you look at an indicator and can't tell what you're supposed to do about it, it's not a good indicator."
  • Get the right data to focus on prevention. They looked at youth involved in alcohol-related traffic crashes. They mapped the crashes – and busted the community myth that it was simply a border/Tijuana issue. They built partnerships and relationships to be able to use DMV data to find out where the kids lived and could then focus in on who's drinking and driving. It wasn't the military -- another flawed perception. They were able to show that it was mostly white, middle-class kids in certain rural areas. They developed partnerships, including insurance companies, driver's ed instructors, schools, law enforcement, etc. Could now focus on targeting prevention activities to those kids who were most at risk.
  • If the data you need doesn't exist, work to create that data. They brought a focus group together around domestic violence, and asked: What do you want to know? It wasn't the rate of domestic violence reports filed; they needed to know what children were exposed to domestic violence. Created new DV supplemental form, shared as common form among all police agencies. Missed a step – brought together police chiefs, but not the data analysts as part of the partnerships. So forms collected, but not always inputted. Now we know to build partnerships with the data side as well. If you don't forge the relationship with the people who do the work with the data, you stuff becomes the bottom of the pile – and no one ever gets to the bottom of the pile.
  • Use research to determine most relevant data. School districts were touting Average Daily Attendance as a measure of student attendance -- and by this measure, they were doing well, with ADAs around 95%. However, studies showed that missing 10% of school in secondary school (18 days!) and 5% in primary (9 days) has serious academic consequences. Now they track data, by school, grade, district. (They have 42 school districts in their county!) The data showed serious problems -- as well as some places where they were doing it right and could learn from those efforts. Then Hedy Chang and MariaJose Romero in Center for Children in Poverty released their report Present, Engaged and Accounted For. (Hedy Chang was sitting near me, which was cool to have an author's work cited and have them in attendance.) The report promotes using this threshold to measure attendance.
  • Never use data to sensationalize an issue. The level of data (school-specific) is internally owned. If media sensationalize an issue, it causes partners to walk away from the data. No scores on report cards – it would turn them off. We want to be better, not place blame, so we intentionally did not do that.

They closed by adding these thoughts: Right now, all of our work is based on data. How many kids does this effect, and who should be leading this effort. We have a priority list – criteria which all new projects must meet. Our role is a critical one in the community -- we don't do direct service, but we change the life of kids.



That gets us to lunchtime. Lunchtime on Thursday at the Community Indicators Consortium conference had a keynote speaker - Stephen Bezruchka, from the Departments of Health Services and Global Health, School of Public Health, at the University of Washington. He spoke about the kinds of indicators we should be measuring to reshape U.S. policy towards health, especially in terms of improving American life expectancy. I found this interview and transcript online where he covers many of the same points he did at lunch, so this should compensate for my inability to eat and take notes simultaneously.

After lunch, I heard Tad Long from NewCity Morehead speak on measuring civic engagement (I already pointed to his presentation online, so I won't add much here.) Following the same theme of Community Engagement and Mobilization, Sandra Noel and Mary-Louise Vanderlee from Niagara spoke of how they used the children's rights framework to engage their community around measurement and action. They will be releasing their work to coincide with National Child Day on November 20, so I'll hold off on describing more about the project until I can share the results.

The last session on Thursday that I attended focused on New Tools for Data Visualization. Scott Gilkeson, from State of the USA, presented on Data Visualization Fast and Cheap. His goal is to show ways to put information and data up on the web. Many Eyes, from IBM, is a few years old. You can upload data to the web and then visualize it in one of 18 data visualization opportunities. Then you can copy the code to your webpage and show the visualization there. Let's say you have downloaded data from the Center for Medical Statistics website on national health expenditures. The data has to be configured in an Excel spreadsheet to match many-eyes conventions. Then you can log in to Many Eyes (registration is required, but it's free) and paste in the data. The site will show you that it understands the data you have entered, and prompts you to enter in the title, source, tags, description, and other information about the data. Select the data visualization type and the graph appears. You can then grab the embed code and put it on your own site or blog. All of the interactivity is available on your site.

Google has also made available data visualization tools. Uploading your information into Google docs, and again arranging the spreadsheet according to Google conventions, you can insert a Gadget. This allows you to choose a chart type. After formatting the chart the way you want it, you can publish the gadget, and it will give you code that you can publish online. Again, registration is required, and it's free. This process is limited because the metadata information doesn't automatically move with the graph.

However, you can use Google's API to create your own customized code. Scott said that they've just finished an open source product based on Google gadgets that would allow you to create a full metachart. He'll be putting the information together in a clearer fashion and making the code available shortly for all Google docs/gadgets users. (It should be at the Google Code projects page shortly,under "metacharts" --I'll link directly when it's available.)

Alex Baumann from University of Massachusetts-Lowell spoke next about An Open Source Resource for Data and Indicators. Seven founding members, complex entities, came together in an Open Indicators Consortium. We wanted to get high performance/large dataset visualization tools available for people to use.

This is an agile development process – updates released regularly to members, and many will be releasing their results next week. Want to make this a good, robust open source product free for nonprofits.

Second year they'll add personalization, collaborative visual tools, integrated voicechat, flexible configuration, controlled/secure data access, and ontology/middleware to allow comparisons between OIC member and National Data Commons sites.

What followed was a series of demos, which were fun but describing them is hard so I won't. It was good stuff. It's a work in progress – will be in three levels, novice, middle, advanced, right now working on advanced and then will create novice-level later with fewer features. The product features multiple layers, different shape files, animated probing. You can click on data outliers and see it on google maps, wikipedia, etc. Mouseover and get the data and name. Right-click and you can search for data in google. Data is downloaded on demand -- they want to be able to scale to very large data sets/detailed geography. Tools right now can be embedded in a website, and are working on being able to embed a specific exploration onto a page.

Question: Will you build api's to connect to the data sources? Right now data stored in databases so you can do complex queries and scale the data-- have to load data in and tag it with metadata. Have to be able to link your data to a geography. It uses compressed shapefiles – stream in detail as you zoom in.

John Bartholomew, from GeoWise, presented on InstantAtlas: Interactive Indicator Presentation in Maps, Charts, and Tables for the Web. He began by showing some of the kinds of ways people are using interactive mapping as part of their data display/sharing efforts, and then went to demos.

Business case: more powerful open source and commerical graphic and mapping tools to help engage commitment to priority community issues. Mapping and data can sensitize policy makers to priority needs and empower local communities over local issues.

Challenge: scarce skilled resources in the public sector. Data in government is presented primarily in static formats. Restrictive Itpolicies present hurdlesto adopt new reporting media.

Samples of interactive mapping. Want to provoke discussion, not a sales pitch. Sometimes single platform is best, sometimes combination is better.

Healthmap – implementation on google map background. Easy to see, hard to quantify data.
Rhiza labs – H1N1 tracking – user-contributed data then mapped.

Heat maps – pioneered in Scandinavia – hard to allocate resources on blurred contours. Make sure visualization serves intended purpose.

Statistical relationships between indicators – how do you do it? Circles on colored backgrounds is the way we used to do it-- is it always the best?

With microsoft comes powerful flex api implementations, but require skilled developers.

WHO – using multiple tools/platforms to get information to help countries withoutsophisticated technical resources?

Good practices for mapping include:

  • Ease for audience to grasp
  • Intuitive interactivity
  • Audience-appropriate
  • Design focused on promoting valid, evidenced-based conclusions

(Those four points are critical. My two cents: DON'T FORGET WHO YOUR AUDIENCE IS! We go overboard sometimes creating stuff that intimidates and confuses rather than invites and informs.)

He went to demos, which are available on their website. One demo I would like you to check out is this one: JCCI (click on Community Snapshot to see more). That's the site I just launched last week using InstantAtlas technology.

After that session was a social/reception, then we wandered off for sushi and more conversation. All in all, a really good beginning to the conference.




Read more ...

Wednesday, September 23, 2009

JCCI Releases New Indicators Website

I'm excited to announce that we at JCCI have finally launched our own interactive web-based indicators portal!

Come visit our new site at www.jcci.org, click on "Indicators", and you'll see three options for accessing our local/regional indicator sets:

The Community Snapshot is powered by InstantAtlas, which is a pretty neat software package. John Bartholomew from GeoWise, the company that produces the software, will be at the CIC Conference demonstrating what they've put together.

We're just launching our effort, and right now we've only included one mapping template and state/regional/county-level data for our indicators. Phase II of our community indicators reporting will take many of these indicators down to a neighborhood level, and then allow us to do some interesting performance evaluation work with community targets.

In the meantime, here's your chance to take a look and give me some feedback!

Read more ...

Friday, June 12, 2009

Webinar: Are your community indicators making a difference?

I'm going to be putting on a Webinar for the Community Indicators Consortium on Thursday, June 25, 2009, from 12:00 PM - 1:00 PM EDT. This one is just for the members of CIC, so if you'd like to attend but are not a member, please consider joining.

The title of the webinar is: "Are your community indicators making a difference?"

This will be a conversation about how to measure the results of your community indicators project (CIP) and the key design elements that increase a CIP's effectiveness and impact. Here's what they're saying about the webinar:

Ben Warner, Deputy Director of JCCI, will lead the dialogue, beginning with his insights learned from JCCI's 25 years experience in annual community indicator reports. Bring your questions and your experience to the table June 25th from 12-1pm EDT.

After you register you will receive a confirmation email with information about signing into the meeting.

Note that CIC Lunchinars are currently only open to CIC members. If you are interested in becoming a member, see the Join CIC section of our web site at
www.communityindicators.net.

I hope you can join us.

Read more ...

Wednesday, June 10, 2009

JCCI Releases Report on City Government Finances

The Jacksonville Community Council Inc. (JCCI) has released a new study called Our Money, Our City: Financing Jacksonville's Future. The report is a result of eight months of work of a volunteer citizen task force exploring local government finances.

I share this with you because one of the conclusions of the report speaks to our ongoing conversations about government performance measures. From the report:

Jacksonville lacks the kind of transparent performance management measurement and benchmarking systems necessary to demonstrate efficiency and effectiveness in
government, and to build confidence in government’s stewardship of taxpayer money. Therefore, many residents of Jacksonville do not trust government to spend their tax
money wisely.


The report recommends that:

Based on a clearly stated set of roles and priorities for City government, the Mayor and City Council should establish and make publicly available explicit financial and operating goals together with appropriate performance standards (i.e. “benchmarks”) for use in evaluating actual performance. This level of accountability is critical for providing citizens with a tool to help determine the effectiveness of local government as well as the efficient use of taxpayer dollars. As part of developing this performance measurement system, the City of Jacksonville should participate in state and national organizations, such as the Florida Benchmarking Consortium, which allow cities to compare performance in key areas with other cities known for delivering high levels of service with high efficiency.

At the study release press conference, attended by over 150 community leaders and interested citizens, study chair J.F. Bryan IV said, "We don’t have the kind of transparent performance management, measurement and benchmarking systems needed to adequately demonstrate efficiency and effectiveness. You can’t manage what you don’t measure."

The early press reports of the study focus on the current financial crisis being experienced by the City and the hard choices between raising revenues and/or cutting services that Jacksonville must make. But central to making those decisions is the need to build public trust, and the development of transparent performance measures is seen as a critical component to developing that trust.

I'll keep you informed as the conversation continues ... this promises to be an interesting opportunity to transform the relationship between the people and government. I thought this group might want to think about the connections between community indicator systems and government performance measures that are designed for public trust, not just internal management efficiencies.

Read more ...

Wednesday, January 28, 2009

JCCI Releases 24th Annual Quality of Life Progress Report

JCCI released its Quality of Life Progress Report today at a press conference involving the Mayor of Jacksonville, the President of the United Way of Northeast Florida, the President of the Jacksonville Regional Chamber of Commerce, and Chair of the Community Foundation of Jacksonville, along with a number of community leaders and interested citizens.

This is the 24th annual edition of the report, which was first released in 1985. This pioneering effort has served as a model for community indicators reports around the world. (I'm really quite partial to it!)

You can read the report online and see the source data in Excel format that support the indicators. JCCI will be implementing a web-based indicator system during 2009 -- anyone who would like to receive a copy of the RFP, please drop me a line.

Here's one quick news report that shows how the community reacts to the annual release event:



Update: Here's a few more news stories:

Channel 4 News
The Florida Times-Union
WOKV
Jacksonville Daily Record

I'll add more as I run across them. Sometime soon we'll talk about media coverage and the relationships between reporters and community indicators efforts.

Read more ...

Wednesday, January 21, 2009

Involving the Public in Public Performance Measurement

I'm headed up tomorrow to the Second Annual Public Performance Measurement and Reporting Conference being held up at Rutgers University in Newark. I'll be speaking Friday afternoon on "Citizen Engagement in Community Benchmarks: Lessons Learned from The Jacksonville Community Council."

If you're going to be at the conference, be sure to say hello. For those who can't attend, I plan on sharing my notes and impressions with you in this blog, and will try to find others to share notes from the sessions that I can't attend.

We've been working on reporting indicators for some time now in Jacksonville -- next week we will release our 24th annual report on the Quality of Life in Jacksonville -- and we've helped quite a few other communities develop their own indicators systems. From that, I suggest we've learned some valuable lessons. I touched on some of them briefly at the National League of Cities Congress a couple of months ago, but one thought in particularly is on my mind this morning.

Simply put, good data are not enough. The best indicators in the world are irrelevant at best (and damaging at worst) without the right kind of process behind them. And this is doubly true for public performance indicators.

In a former career, I studied to be a therapist. With one of my earliest clients, I was excited to recognize the pathologies, diagnose the problem, and relay the answer -- all in the first session. I felt on top of the world -- this therapy stuff was easy -- and reported back to my supervisor. He smiled and remarked on my adorable mix of naivete and stupidity. The point of therapy wasn't about the therapist knowing what the client had to do differently; it's about the client owning the solutions, and that happens through a process of discovery, not being told what to do.

I see the same dynamic in government performance benchmarking and citizen engagement. Some internal performance measures are critical for administrative purposes. You need to be paying attention to who shows up for work in order to pay them, for example. But that's a management process, not an accountability process.

Citizen engagement is critical for community feedback into what matters (where are the priorities?), and community confidence in government activities (are they doing what we need them to be doing?) Government telling the community what's important and announcing what they will measure and what the results are feels somewhat like my initial foray into therapy -- it doesn't mean anything unless I've had the opportunity to be part of the process of discovering the answers.

Let me try another metaphor. At our organization, we have a team of auditors go over our books every year and report their results to our board. It's easier (and cheaper) for us to look at our books ourselves, and then tell the board that we think everything's fine and our internal financial controls are just peachy. That may be the absolute gospel truth, but it's completely irrelevant to the board (and they will likely trust us even less the more we insist we handling the money just fine.) Accountability requires, at some level, external review of the information, and someone outside the organization asking the questions.

So to summarize, why is citizen involvement in government performance measures so important? For one reason, people need to be involved in the process to make it their own, otherwise the exercise lacks essential meaning. For another, community confidence depends on being able to ask the right questions and trust the answers, and trust usually involves someone else reporting the information. Those aren't the only reasons, by a long shot -- just the ones that I was thinking over this morning. (You'll have to attend my session on Friday, or wait until I write it up and post it, to hear the others.)

That's why, as uncomfortable as it gets sometimes for everyone involved, our work with our local government entities in reporting government performance as part as an overall picture of the quality of life in our community is so important. It's connecting the citizenry to government, and government to citizens, that makes the reporting a true measure of accountability and progress.

We need to do more locally. We know that. But we can build on the layers of trust we've built over time to make good benchmarking even better.

What are your thoughts?

Read more ...

Tuesday, January 13, 2009

JCCI Releases Race Relations Progress Report

The Jacksonville Community Inc. (JCCI) has just released its fourth annual Race Relations Progress Report, measuring indicators of racial disparity throughout the Jacksonville community.

The report, which can be found here, contains indicators of perceptions of racism and discrimination, as well as measures of existing disparities and their trend in education, employment and income, neighborhoods and housing, health care access and outcomes, justice and the legal system, and in the political process and civic engagement.

The report is informed by a 50-question survey, conducted immediately following the 2008 Presidential election, of 1500 Jacksonville residents, including 400 white, 400 black, and 200 Hispanic residents. The full survey instrument and data set, along with separate cross-tab information for each racial and ethnic group, is available here.

The report was released at the community's annual Martin Luther King Jr. breakfast to an attendance of approximately 1,800 civic leaders. Reactions to the report, which included the progress made in reducing racial disparities, the areas of priority for further action, and the increasingly diverse population of Jacksonville, were significant. Also speaking at the breakfast was Mae Jemison, the first black woman in space.

News coverage included the following:

MSNBC: Annual Report Still Finds Racial Disparities in Education, Income
Latino Business Review: Study: Blacks, Hispanics Treated Disparately on Loans
Fox 30 News: City Releases Race Relations Report (view telecast online or read transcript)
Jacksonville Business Journal: Race Relations Report Cites Disparities
First Coast News: Businesses see Jacksonville's International Face
The Florida Times-Union: JCCI Report: Education Gains, But Race Relations Still an Issue
First Coast News: Race Relations Study Shows More Work Remains
The Florida Times-Union: Q&A with First Black Woman in Space

Read more ...

Friday, October 31, 2008

Rennes Conference, Day Two: Part One

See the notes from Day One of the conference: part one, part two, part three, and part four.

Good morning! The conference in Rennes opened today with my presentation. I've got my notes from this session that I need to type up and put here. In the meantime, I'm going to post the notes I do have available to share. [Update: Notes from my presentation are now available. Update: All notes now entered.]

So come back in a day or two to see what happened at this session. (Or post your own notes/comments in response to this session while you wait.)

My session was on "Les indicateurs communautaires aux États-Unis" (Community Indicators in the United States). I began by identifying three hats I was wearing at the conference: as Deputy Director of JCCI, a nonpartisan nonprofit think-and-action tank in Jacksonville, Florida; as a former president of the Community Indicators Consortium, a network of community practitioner organizations; and as the current president of the National Association of Planning Councils, a collection of social planning organizations in the United States that use social indicators to make community improvements.

JCCI has been publishing community quality-of-life indicator reports annually since 1985.



The local newspaper showed graphically the importance of what we do (click on picture to enlarge). They also wrote about the importance of our indicators work: "In some ways, the best news for Jacksonville is the [Quality of Life Progress] Report itself. The very premise of the report, and of JCCI, is the belief in Jacksonville as a community where the problems of some are the responsibility of everyone." This sense of community is at the core of our work, and of our model for community change.

Indicators are more than just numbers or interesting reports; they must be part of a theory of change, a model for community change, in order to be relevant and meaningful.

The use of indicators is not a new idea. Abraham Lincoln, former U.S. President, once said, "If we could first know where we are and whither we are tending, we could better judge what to do, and how to do it …"

Community indicators projects exist across the United States. They measure indicators at one or more of several geographic levels:

  • neighborhoods,
  • cities or municipalities,
  • counties,
  • multi-county regions,
  • states,
  • and the nation.

From the experiences of these existing community indicator reports, we have learned a series of lessons about the importance of good indicator systems.

From California, we learn that indicators are part of a community's commitment to progress

In a time when our neighbors listen to elected officials or other established leaders and wonder who to believe, indicator reports serve as a civic-based tool to re-build this country’s social capital … our trust in each other, our willingness to find common vision and values, our engagement in collaborative civic work to solve problems that confront us. But most of all, they help to build a commitment to stewardship, to pass along to our children and grandchildren a country of many regions that are much improved over those left to us. Such commitment to progress is also a commitment to measure our progress … honestly and with open hearts and minds. This is the promise of the regional indicator movement in our state and our country.
-- Becky Morgan, Morgan Family Foundation

From Miami and South Florida, we see how indicators can be used to create a regional identity and forge connections.

From Sustainable Seattle, we learn that how we select the indicators is critical to success:

"The process of developing and selecting indicators is at least as important as publishing them. ... The process of debating the design of indicators shapes the players’ thinking about the policies. Agreement on indicators helps get agreement on policy." -Judith Innes

From Buffalo, New York, we see how indicators can build bridges across two countries, helping redefine community and support efforts to work together outside of political jurisdictions and boundaries.

From Pittsburcgh, Pennsylvania we see how the right indicators can be important tools in making good decisions and shaping public policy.

From St. Louis, Missouri, we learn how indicators are part of a policy-making process, open to community accountability and input:

"RegionWise is committed to reducing the gap between what we know and what we do. It seeks to be part of a continuous regional improvement process in which practice informs research, research informs public policy, and public policy informs practice. To this end, RegionWise builds bridges and facilitates interaction between service providers, policy makers, and researchers – to frame research questions and processes, interpret data, articulate its practical implications, identify indicators of progress, and champion change." --Richard Kurz, Chair

From Boston, Massachusetts, we can see how indicators can be used to take action, and how to scale indicators from the neighborhood to the multi-state regional level.

From Orlando, Florida, we learn how indicators can monitor community progress toward shared goals and priorities.

One final thought:

"Indicators a society chooses to report to itself about itself are surprisingly powerful. They reflect collective values and inform collective decisions. A nation that keeps a watchful eye on its salmon runs or the safety of its streets makes different choices than does a nation that is only paying attention to its GNP. The idea of citizens choosing their own indicators is something new under the sun – something intensely democratic. " -- Kent E. Portney

There are indicator systems in communities all across America. This is a sampling of what we can learn when we network together and learn from each other.

After my presentation, Enrico Giovannini commented that the concept of nested indicators – indicators that can be measured from the neighborhood level up to the national and multinational – is an ambitious goal. He urged the conference attendees to keep in mind the notion of a “model of change” as a context within which indicators should be developed, because indicators are only one ingredient in a larger process.

A question he wanted to have addressed later was that of the sustainability of the project – setting up an indicator project is one thing, but maintaining the project over a number of years is even more difficult. (I get asked this question everywhere – I'm interested to note that this is an international problem, not just a problem in the States. I'm going to suggest a session on this question for the next conference of the Community Indicators Consortium.)

The next presentation came from Brazil. Eufran do Amaral is the Secretary of State of the state of Acre in Brazil; he spoke in Portuguese, which was translated into French by Andre Abreu, which was then translated into English for my benefit by the translators. My notes will reflect my understanding of the presentation from both the Portuguese, which I still understand from my time in Brazil, and the English translation of the French. Andre Abreu represented the France Liberty Foundation, as did the third speaker on their project, Danielle Mitterand.

Mrs. Mitterand is the widow of François Mitterrand and the president of the foundation France Libertés Fondation Danielle Mitterrand. She looked (and sounded) remarkably vibrant for being 84 years old! Wikipedia (which has a nice picture of her) has a quote from her from the 2005 European Constitution referendum in France: "I denounce the power of the economy over people, a system that turns individuals into elements in an economic equation, does not respect the poor and excludes everyone that does not live up to the principle of profitability." I add all this in to show the respect the group had for her being there.

Mrs. Mitterand spoke first. We have made a choice to build a different world. We have a software presentation to show you – we will not use the term “PowerPoint,” so we will just call it a software presentation. France Liberty is about choosing a society that allows people human rights, and about taking responsibility for changing conditions. All of the experience we are having in working to create a better society is coming together. We could talk about Brazil, about Africa – the whole world is changing. We need to think about the limits of the system We need to use the new data and new indicators in our experiences around the world.

Andre Abreu added some background. This is a story of a small state in the Amazon rainforest in Brazil, on the border with Peru. Acre wasn't part of Brazil until about 100 years ago, when they fought for that right. When Acre became part of Brazil, lots of people came in to harvest rubber. The indigenous people, and those who moved to Acre for economic opportunity, were at the mercy of large farmers, which mainly produce cattle, soy, and ethanol. Progress was defined in a traditional way of thinking – what has value is what can be sold. In the 1970s there was a new way of thinking that emerged, coming from the trade unions – we can stand up for our rights, we can live with the forest instead of cutting down the forest. The future of the Amazon is not, should not be, soy, cattle, or rubber.

This group achieved political power in the 1980s, and immediately started having trouble with farmers. Chic Mendes was murdered horribly in 1988. His death led to a feeling in the population that enough was enough. A new type of democracy started emerging. At Rio Branco, a new popular government was elected, called the Government of the Forest. They had a powerful message: The forest must be protected. We can harvest nuts (Brazil nuts) and rubber without destroying the forest. We must create a sustainable economy. The Popular Front government has been working for 10 years with left-wing forces, but they have installed democracy in the region. They have changed the social dynamics. They have created community councils and councils of citizens. However, the data and indicators are still very bad.

Acre has the worst human indicators in the region, and as a result are stigmatized by financial institutions, and by the IMF. Together we asked, why is there no development, no evidence of progress in Acre? Why are the indicators so poor? Acre started designing economic zoning and mapping to understand the state and from this mapping realized they needed new indicators to measure well-being and progress. The local economy was based largely on an informal economy, and monetary income was very low and had a much smaller role in the local economy, so why were we measuring progress only according to monetary income?

In 2006 Acre met with France Liberty to discuss alternatives, and we designed a new system. We set up an international working group to identify measures of well-being for the population of the Amazon region. We wanted to measure sustainable well-being. Too often we talk about poverty being the problem, and the solution is that poor people have to become rich and consume more – this is the traditional vision that we have, and this model is happening all over Latin America, and the costs of raw materials and food are skyrocketing, and this is continuing to increase power to these large landowners. They benefit from this policy, and as the price for raw goods increases, they expand further into the Amazon rainforest.

This is a crucial moment for the region. For the future of the forest, these initiatives are key. We are working on this project through 2010; the neighboring states of Mato Grosso and Rondonia are prosperous, and income per capita has risen quite a bit, but in the process they have created a “green desert” with monocultures of soy as far as the eye can see, with significant impacts on water resources. People are forced from their land and give up their subsistence farming to work the farms of the large landowners, working in unacceptable working conditions. We need to measure the negative impacts on the environment. We cannot accept this as a model for progress. But this is what happens when the only indicator you use is income per capita.

Eufran do Amaral continued the presentation. We have been through 100 years of struggle, and the last 10 years have been fighting to save our forest. Until the 1980s the Amazon was under a basic development model, which meant cutting down the forest to create these farms. We asked, what do we mean by the term, Quality of Life? This is the sum of the economic, environmental, scientific-cultural, and political. We have to start locally, with the local community. We could destroy our future in order to increase GDP and create permanent losses for future generations. None of the destruction shows up in the measure of GDP. Income could increase if we destroyed our forest, but it would be illusory progress.

We are not talking strictly about environmental preservation. We have to address poverty. But we think these are on the same side of the same coin. Sustainable development means addressing both poverty and the environment. We want to create organized and dynamic communities with a fair distribution of wealth.

We did mapping and regional scanning. We saw three modes of living: living in the forest, which the indigenous people do, as part of the natural ecosystem; living off of (or from) the forest, which is an economy based on extracting resources from the forest; and living with the forest, taking the forest into account in all we do and living in harmony with it. The problem is that we needed alternative data and indicators, a new index to support a new vision of progress.

(I hope this presentation is made available on PEKEA's website. It's really quite good, and I'll have difficulty reproducing the diagrams.)

Picture a tree – at the roots see the project, and then reaching upwards through goals, indicators, results, areas of results/outcomes, strategic objectives, and vision. The intent was to create indicators to measure all of our community's wealth: social, cultural, economic, and environmental.

Enrico Giovannini commented that the presentation clearly demonstrated that indicators were not just an important tool for developed countries, but even a more important tool for developing nations.

Mike Salvaris then spoke. Citizen-based progress is a global paradigm. We can change the paradigm for a democratic government. We need participatory action and research and community deliberation.

Here are some of the links between citizen engagement and social progress:

  1. Defining progress is the responsibility of citizens
  2. The development of democracy is part of the meaning of social progress
  3. Healthy democracies increase well-being
  4. Social progress means better governance
  5. Engaging citizens strengthens their democratic capacity

The UNDP Human Development Report set out as its goal the end of the mismeasurement of progress. This is our important goal today. In Plato’s Republic, Thrasymachus comments that “‘just’ or ‘right’ means nothing but what is in the interest of the stronger party”. Thomas Hobbes believed “the most powerful instrument of political authority is the power to give names and to enforce definitions”.

Mike followed that up with a series of quotes that make the point nicely. I'll give you all the ones I could capture.

Hazel Henderson said, “Statistical indicators are the structural DNA codes of nations that become the key drives of economies and technological choices. Democratising such powerful tools as indicators of human progress and sustainable development is essential to empowering citizens.”

Victor Sidel: “Statistics are people with the tears washed away.”

Albert Einstein: “Not everything that counts can be counted, and not everything that can be counted counts.”

Raymond Bauer: “Social indicators enable us to assess where we stand and are going with respect to our values and goals, and to evaluate specific programs and determine their impact.”

To measure social progress, we need a theory of what makes a good society. Moreover, democratic society needs shared realities to progress.

“The two greatest obstacles to democracy in the United States are, first, the widespread delusion among the poor that we have a democracy, and second, the chronic terror among the rich, lest we get it.” -- Edward Dowling

We need to be able to audit democracy, to measure whetehr or not we are living up to our democratic goals. I wish I had the political cartoon Mike shared: on one half of the panel, a scene from the recent summer Olympics, as the crowd cheered when a swimmer broke a record by 0.00001 seconds; on the other side, someone stating that the estimated civilian deaths in Iraq were between 13,000 and 60,000. It was a stark commentary on how we measure what we value.

How do Australians rate their democracies? Mike shared some survey data on rating democracies, and added we need to identify the concepts of what we believe make a healthy democracy in order to be able to measure it. Now IDEA has an international tool for measuring democracies.

Human rights and democracy are part of the meaning of progress and well-being, and are contributors to progress and well-being. They need to serve dual roles in how we conceptualize progress, as both inputs and outputs.

A recent WHO report, “Closing the Gap,” says, “Inequities are killing people on a grand scale.” We can look at national well-being and other progress indicators, and see how important human rights are as a measure of well-being.

Citizens are more than customers of government. They are partners in achieving public outcomes. To be legitimate, social indicators require the explicit involvement of citizens.
We should also look to the Asian societies and their approach to well-being. The recent conference in Thailand on Gross National Happiness brings a convergence between Eastern and Western thought on measures of well-being and progress, and dovetails nicely with the OECD approach.

Albert Einstein: “We should be on our guard not to overestimate science and scientific methods when it is a question of human problems; and we should not assume that experts are the only ones who have a right to express themselves on questions affecting the organisation of society.”

Enrico Giovannini commented: The key ingredient is that we are not alone. Not only are we not alone in this work, we are all headed in the same direction.

Questions from the audience included these:

  • How can we have a theory of a good society based on a common good, if it's impossible to have a common good without sacrificing the individual?
  • M. Warner challenges us with a new definition of community. How can citizens become involved in building the indicators? Do you look for representatives from organizations? Who should be involved? What's the methodology for involvement?
  • How do you reconcile different points of view on what makes a good society? Do you use a proportionate approach or a majority vote?
  • The Brazil approach has huge promise. You dared to build a vision. Vision is at the heart. Without vision you produce merchandise but not well-being.
  • In Brazil, social struggle led to political change, which led to developing the framework for indicators. Where do we start? Do we need political upheaval first?
  • Some citizens have not embraced the current model of progress. They just want more than their neighbors. How can we deal with the destruction of the natural environment and social environment when people have these mindsets?

The panelists responded to the questions -- I emphasized sustainability through partnerships and getting results, answering Enrico's question, and open citizen access to the indicators process, trying to allay fears about citizen involvement by letting people know that in practice, no one wants a bad environment, and people really want to be involved and to be heard. Not as representatives of organizations, but as people, citizens of a community.

The other panelists said inspiring things that I forgot to write down. And with that, the session ended.




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