“In God we trust, all others bring data,” said W. Edwards Deming.
Human beings are hardwired for narrative, storytelling, connecting with other humans by sharing experiences and detailing characters, plot, dialogue, spectacle, theme, and action.
We tell stories to build relationships, establish rapport, teach, persuade, inspire, establish credibility, create empathy, entertain, persuade juries, and accomplish goals ranging from selling baubles to changing the world.
We are storytellers.
We love stories so much that we favor great anecdotes over dry data, and here lies the problem regarding housing in Vermont.
Data and anecdotes are two different things.
Anecdotes may be true and emotionally powerful stories, but they do not represent statistical evidence. They describe an individual experience and may give context, but they do not offer a larger point
of view of the circumstances that they are being used to illustrate.
As Vermont navigates the current housing crisis and the Legislature deliberates over policies for the immediate and for the future, journalists churn the water with feature articles that detail the travails of a motel resident, complete with details of the tragedies that brought them to the motel and the impending deadline that threatens to return them to homelessness.
These anecdotes only serve to skew the housing narrative into a hotel vs no-hotel dichotomy, as if the only choice on the landscape is to continue the hotel program or dump people onto the streets.
The anecdotes are well-written stories, but they are not data, accurate appraisals of the big picture, or useful when it comes to making statewide decisions on policy, funding, legislation, and programming implementation.
To be fair, anecdotes can be true, and when they deviate from the data, it’s a call to action to review the data to ensure that the correct markers are being measured and that the data is relevant and accurate.
But that can only happen if there is data.
I contend that partial data is not data.
For example, if the subject is affordable housing, how much affordable housing is there in Vermont?
Already, the data is murky. HousingData.org has a list of affordable housing, but their definition of “affordable housing” is project-based housing, a small portion of subsidized affordable housing.
What is the size of the portion?
Who knows! We don’t have the data!
Short-term rentals are a hot topic, and local town hall meetings are filled with anecdotes, but where is the data?
There is an abundant number of State of Vermont departments with data, but the data is siloed and dormant. VT Taxes has a roster of all rental housing in the State, but it isn’t public. VT Public Health also has a roster of all rental housing in the State, but it isn’t public.
One would think that the State of Vermont could use the data to communicate with rental housing owners and locate affordable vacancies that could be used to house those in need of housing.
I contend that the State of Vermont’s most significant opportunity to lift people up and improve the quality of life in Vermont is to double down on data, to embrace a data-driven approach to solving problems, removing obstacles, managing resources, and efficiently reaching goals.
It has been said that a well-stated problem is a problem half-solved. It has also been said that if you can measure it, you can manage it.
If the State of Vermont invested in a comprehensive data management experience, it would act with precision when establishing goals, designing processes, and measuring performance.
This approach to governance is not new. In fact, there are significant success stories (anecdotes!) that Vermont could review as it evaluates the organizations and companies that assist government agencies and authorities in implementing a data management strategy that brings the many State Departments and Divisions together.
Data allows those in charge to measure the problem, take action, and analyze the results.
Data provides efficient feedback that prevents the waste of resources.
Data gives authorities tools for responding to challenges quickly, before they reach a crisis level.
Data is a tool for testing the effectiveness of a given strategy, rather than relying on hopes, dreams, and emotions.
Data allows for focused problem solving based on data points that test theories and offer measurable conclusions.
Data simplifies the advocacy process, demonstrating with facts the best strategies and policies.
Data engages the public by providing transparency to business of the people.
Data provides for the efficient delivery of services and allows for fast adjustment so that resources are deployed precisely where they are needed, as opposed to a scattershot or system-wide.
Data identifies the high-performing programs, service areas, and people. Find the bright spots and duplicate!
Data is essential for setting goals and measuring success.
Data is also essential for managing funds and evaluating on outcomes.
Data exists, and it is an abdication of responsibility to ignore it, to allow it to lie dormant when it has within it the power to fuel efficient and effective governance.
Stephen Box is a Rutland-based house, general contractor, landlord, and advocate for citizen developers.
For more information, visit: partnersinhousingvt.com.
