Using Data Analyticsin Government to make Better Decisions

Mayor Stephen GoldsmithDaniel Paul Professor of GovernmentDirector, Innovations in American Governmentstephen_goldsmith@harvard.edudatasmart.ash.harvard.edu | @goldsmithongov

National Association of State Auditors, Controllers and Treasurers (NASACT)August 24, 2015

2

Opportunity to Massively Change

The Responsive City

Cloud computing reduces startup

costs

More data/less paper

Data mining techniques

overcome legacy barriers

Budgetary pressures force change

Private sector and app

developer successes push public systems

Ubiquity of mobile devices

3

Before:DC General Hospital

After:DC Health Care Networks, From One

to Many

Role of Government:Focus Less on Programs and

More on Public Value

4

Articulate the goal of government activities in terms of the value being created for citizens. For example:

Improved public health, not better Medicaid

Education for children, not just better public schools

Mobility, not highway or transit lanes

Homelessness shelter or prevention

Clarify What Public Value is Being Created?

5

The Big Four Strategic Tools: human resources, legal, finance and purchasing• Activity based costing—What

does it cost to fill a pothole?

• Performance Pay and Budgeting with upsides and downsides

• Budget processes that drive efficiency—Revolving Funds; Capital Budgets: Why do we need 88,000 pounds of chalk?

• Effective measurement

Use Budget and Accountability asStructural Tools to Drive Change:

Reward Results not Effort

6

Greg Fisher, LouieStatLouieStat brings individual Metro departments before the Mayor every 6-8 weeks to identify, through consistent metrics tracking and data analysis, what agencies can do to improve service delivery.

Performance Management

7

Lessons from Indianapolis/Indiana

Over 80 competitions

Average savings 25% no matter who won

Quality always up

Employee Satisfaction Increased

Stay current with marketplace

Find the best provider

Lessons From NYC

Used as tool for lack of data; can jump start measurement

RFP with phase one benchmark--Water

Understand True Costs as Gateway to Competition/Outsourcing/P3s

8

Enhance Program Management Through Dynamic, Transparent Dashboards

9

The City of San Diego Development Services

Budget Transparency:City of San Diego Budget Development

10

Performance Transparency:City of Boston About Results (BAR)

11

• Predictive Analyses

By highlighting common issues before they occur.

Question: What factors make a building most at risk for fires?

• Root Cause Analyses

By providing insights that explain common incidents.

Question: Why are there frequent accidents at certain intersections? Which individuals best benefit from job training?

• Increased Accountability

By monitoring areas for improvement.

Question: Which City inspectors are behind schedule?

• Improved Operational Management

By providing data-driven solutions to promote more effective business processes.

Question: What are the best routes for City vehicles to take?

Using Data Analytics

12

Philadelphia – Parole ViolationsA new risk-forecasting tool helps save the city time and money, while also reducing the likelihood of violent recidivism, by identifying high-risk probationers before release.

Return on InvestmentConcentrating on Outliers

13

Using Data AnalyticsSpend Management/Do Not Pay

14

Using Data AnalyticsRevenue Discovery

15

Using Data AnalyticsFraud Waste and Abuse

Systemic Data Responds toSystemic Problems

Before:Serving the Homeless

After:Preventing and Reducing

Homelessness

17

NYC – Targeted Fire InspectionsThe new predictive model synthesizes 60 factors that are correlated with deadly fires, including the age of a building, electrical issues, and the number of sprinklers, and builds an algorithm that assigns each building with a risk score.

Preemptively Responsive

18

Responsiveness IncorporatesThe Internet of Things

19

Breaking Hierarchical CeilingsIncreasing Discretion without

Losing AccountabilityIntegrating Data Across Agencies

The Empowered Employee

20

Engage Citizens in Creating and Using Data

21

IMPROVEMENTS IN RESPONSE TIMES BOSTON’S NEW CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEM

Increasing Discretion

IMPROVEMENTS IN RESPONSE TIMES BOSTON’S NEW CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEM

Avg. time to deliver new

recycling bins

30 days

7 days

Avg. time to fix burned-out street lights

17.5 days

7 days

Avg. time to fulfill to park maintenance

10 days

6 daysAfter CRM

system

Before CRM

system

After CRM

system

Data Mining • Automated Voice Response• Internet/Web• Mobile phone/data/picture• Bar Code/GPS• Point of Service Device Alerts/Dashboards/Decision

Support for Outcomes • Caseworker• Court/law enforcement• Supervisor• Caregiver

Billing/E-payment/EBTDevice Agnostic

Guardian CounselorPrevious Cases School Police Medical

Decision Support

Caseworker

Decision Support Tools

23

Realizing the Full Benefits of Open Data

* VISUALIZATION* MAKE DATA USEFUL TO CITIZENS* ENGAGE CITIZENS IN CREATING AND USING DATA—BIG APP, HACKATHONS* MAKE DATA ACTIONABLE WITHIN GOVERNMENT—INTRA-AGENCY* ENCOURAGE THIRD-PARTY USE— YELP

24

Accountability Flexibility

Managing the Tension BetweenAccountability and Flexibility

25

MANAGING THE NETWORKINTERNAL STRUCTURAL CHANGE

PERFORMANCE MANAGEMENT

The Innovative Leader

26

Trust through responsivenessEvidence

Based Value

Open, Shared Data with Officials who

listen

Coproduction

Empowered Employees

Enhanced Voice

• - Responsive driven • trust and civic pride• - New sense of public • employment• - Repurposed $• - Evidence based, what-• works government

Committed Mayor

Personalized

Bridge to New Governance

Questions

Mayor Stephen GoldsmithDaniel Paul Professor of GovernmentDirector, Innovations in American Governmentstephen_goldsmith@harvard.edu

datasmart.ash.harvard.edu | @goldsmithongov

 

National Association of State Auditors, Controllers and Treasurers (NASACT).August 24, 2015