Types of Cities in the United States

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1 Using Data Analytics in Government to make Better Decisions Mayor Stephen Goldsmith Daniel Paul Professor of Government Director, Innovations in American Government National Association of State Auditors, Controllers and Treasurers (NASACT) August 24, 2015 Opportunity to Massively Change More data/less paper Data mining techniques overcome legacy barriers Cloud computing reduces startup costs Budgetary pressures force change Ubiquity of mobile devices The Responsive City Private sector and app developer successes push public systems 2

2 Role of Government: Focus Less on Programs and More on Public Value Before: DC General Hospital After: DC Health Care Networks, From One to Many 3 Clarify What Public Value is Being Created? 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 4

3 Use Budget and Accountability as Structural Tools to Drive Change: Reward Results not Effort 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 5 Performance Management Greg Fisher, LouieStat LouieStat 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. 6

4 Understand True Costs as Gateway to Competition/Outsourcing/P3s 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 7 Enhance Program Management Through Dynamic, Transparent Dashboards 8

5 Budget Transparency: City of San Diego Budget Development The City of San Diego Development Services 9 Performance Transparency: City of Boston About Results (BAR) 10

6 Using Data Analytics 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? 11 Return on Investment Concentrating on Outliers Philadelphia Parole Violations A 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. 12

7 Using Data Analytics Spend Management/Do Not Pay 13 Using Data Analytics Revenue Discovery 14

8 Using Data Analytics Fraud Waste and Abuse 15 Systemic Data Responds to Systemic Problems Before: Serving the Homeless After: Preventing and Reducing Homelessness

9 Preemptively Responsive NYC Targeted Fire Inspections The 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. 17 Responsiveness Incorporates The Internet of Things 18

10 The Empowered Employee Breaking Hierarchical Ceilings Increasing Discretion without Losing Accountability Integrating Data Across Agencies 19 Engage Citizens in Creating and Using Data 20

11 Before CRM system After After CRM CRM system system Increasing Discretion 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 days IMPROVEMENTS IN RESPONSE IN RESPONSE TIMES TIMES BOSTON S BOSTON S NEW CUSTOMER NEW CUSTOMER RELATIONSHIP RELATIONSHIP MANAGEMENT MANAGEMENT (CRM) SYSTEM (CRM) SYSTEM 21 Decision Support Tools Decision Support 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 Caseworker Device Agnostic Billing/E-payment/EBT Guardian Previous Cases School Police Medical Counselor

12 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 23 Managing the Tension Between Accountability and Flexibility Accountability Flexibility 24

13 The Innovative Leader MANAGING THE NETWORK INTERNAL STRUCTURAL CHANGE PERFORMANCE MANAGEMENT 25 Enhanced Voice Evidence Based Value Open, Shared Data with Officials who listen Bridge to New Governance Committed Mayor Responsive driven trust and civic pride New sense of public employment Repurposed $ Evidence based, what works government Personalized Trust through responsiveness Coproduction Empowered Employees 26

14 Questions Mayor Stephen Goldsmith Daniel Paul Professor of Government Director, Innovations in American Government National Association of State Auditors, Controllers and Treasurers (NASACT). August 24, 2015