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Optimizing Your Agency's Business Processes through Analytics Chris Paladino firstname.lastname@example.org January 30, 2008
© Accenture 2008. All Rights Reserved. 2 Topics Public Service Value Analytics in the Public Sector Public Service Examples Road Map Benefits Summary
© Accenture 2008. All Rights Reserved. 3 Public Service Challenges – Drivers for Analytics Proliferation Disorganization Isolation Contamination Regulation Frustration
© Accenture 2008. All Rights Reserved. 4 Public Service Value measures the social outcome value created for citizens Cost Effectiveness Outcomes Low Performance Public Services High Performance Public Services Shareholder Value measures the economic value created for investors Financial Returns Growth Low Performance Companies High Performance Companies Corporations measure their success through shareholder value. Accenture believes the success of governments can be measured in Public Service Value.
© Accenture 2008. All Rights Reserved. 5 Public Service Value Building Blocks 4. Stakeholders/ Customers Expectations 3. Stakeholders/ Customers 2. Core Functions & Capabilities 1. Mission Outcomes What are the end results we aim to deliver to key internal and external stakeholders? Raw Metrics How will we know that we have been successful In achieving our outcomes? Filtered Metrics Which metrics can be used to drive the results we want and will be practical to measure? Building Blocks Developing Outcomes Developing Metrics Develop Outcomes Identify Metrics Filter Metrics
© Accenture 2008. All Rights Reserved. 6 Analytics Move to Center Stage Analytics: The extensive use of data, statistical and quantitative analysis, explanatory and predictive models and fact-based management to drive decisions & actions. Analytics, statistics, and fact-based decisions are not new to businesses DSS, ESS, BI, etc were important and provided value, but were often marginal to the mainstream of the business With Public Service organizations driving value from analytics, the capability moves to center stage.
© Accenture 2008. All Rights Reserved. 7 Forces Driving Trend for Analytics Demand –New generation of analytical leaders. –Growing financial oversight requirements. –Increasing importance of citizen-centric strategies. Data –Maturing enterprise systems. –Growing standardized external information. –More data about the physical world. Technology –Maturing IT infrastructure and analytical architecture. –Sophisticated analytical techniques. –Massive processing power. –Automated applications with embedded rules and models.
© Accenture 2008. All Rights Reserved. 8 Link from Analytics to Performance High performers have a greater analytical orientation than low performers. Low Performers High Performers Have significant decision-support/analytical capabilities 23%65% Value analytical insights to a very large extent 8%36% Have above average analytical capability within industry 33%77% Use analytics across their entire organization 23%40% High performance is associated with more extensive and sophisticated use of analytical capabilities.
© Accenture 2008. All Rights Reserved. 9 Integrating Analytics into Processes Financial –External Reporting (Compliance, Audits, etc.) –Management Reporting/Scorecards –Investment Decisions –Cost Management Enterprise Performance Management Human Resources Research and Development OCIO/IT
© Accenture 2008. All Rights Reserved. 10 Key Elements Capabilities Organization Key Elements Insight into performance drivers Choosing a distinctive capability Performance management and strategy execution Process redesign and integration HumanLeadership and senior-executive commitment Establishing a fact-based culture Securing and building skills Managing analytical people TechnologyQuality data Analytic technologies
© Accenture 2008. All Rights Reserved. 11 Enterprise Analytical Architecture Data Management Transformation Tools and Processes Analytical Tools and Application Presentation Tools and Applications Metadata Repositories Operational Processes
© Accenture 2008. All Rights Reserved. 12 Examples of Analytics in Public Service New York City 3-1-1 (detailed Case Study) Taxpayer Compliance –Indiana Department of Revenue –Shenzhen Tax for Joerg Fraud Detection –US Department of Revenue (IRS) –Australian Tax Office (ATO) Criminal justice –Deploying police more efficiently, analyzing traffic violations, predictive modeling to catch criminals, social network analysis to identify potential terrorists) USPS –Designing delivery routes, truck yield optimization, customer insight United States Mint
© Accenture 2008. All Rights Reserved. 13 New York City: Large, Complex Organization 8.2 million residents >20 million metro population >350,000 employees $60 Billion Expense Budget Large Number of Agencies and Offices
© Accenture 2008. All Rights Reserved. 14 NYC 3-1-1: Customer Service Nerve Center 24 hours x 365 days a year Over 3,000 services Launched in March 2003 Over 55 Million calls to date (appx. 45,000 a day) 5 10.7 14.4 13.5
© Accenture 2008. All Rights Reserved. 15 Mayor Michael R. Bloomberg A Business approach to government Outcome oriented; believes in technology Not afraid to tackle the difficult issues Wants a legacy that cannot be reversed NYC IT VISION NYC transforms the way we interact with residents, businesses, visitors, and employees by leveraging technology to improve services and increase transparency, accountability, and accessibility across all City agencies.
© Accenture 2008. All Rights Reserved. 16 NYCs Business Intelligence Vision Common technologies and BI capabilities Large number of agencies with a VAST amount of management information Several audiences with varied BI needs Management Information Enterprise BI Capabilities Audiences
© Accenture 2008. All Rights Reserved. 17 New York Citys BI Vision – A Journey Performance Management Metrics (ALL Agencies) Management Information Enterprise BI Capabilities Audiences City Hall Agencies 3-1-1 Operations Ad Hoc Query Management Dashboards Public Spatial Analysis (GIS) Performance Scorecards Alerting Coming Next!
© Accenture 2008. All Rights Reserved. 18 NYCs Solution – Phase 1 3-1-1 Data Sources Agency Data Sources Citywide Performance Management Data Sources Nortel Oracle Spatial Oracle Data Warehouse Ad hoc Analysis Proactive Notification and Alerts Interactive Dashboards Oracle BI Server Common Data Model City Hall Agencies 3-1-1 Operations Public Management Information Enterprise BI Capabilities Audiences
© Accenture 2008. All Rights Reserved. 19 NYC Citywide Performance Reporting (CPR) Summarize critical citywide metrics by functional area. Drill through to investigate details, declining indicators, etc. Quick performance summary based on filtered metrics. Allows drill through.
© Accenture 2008. All Rights Reserved. 20 NYC Citywide Performance Reporting (CPR) Trend Over Time Biggest Mover Call Resolution (Previous Month) Call Resolution (Previous Day)
© Accenture 2008. All Rights Reserved. 21 Citywide Performance Reporting (CPR) Incorporated into Mayoral Management process Transparency and Accountability Increasing the number of Outcome-based Performance Metrics Trend analysis led to service delivery improvements (e.g., road quality, street cleanliness, 3-1-1 operations) Geographic and cross-agency analysis helping to improve service delivery Outcomes To Date
© Accenture 2008. All Rights Reserved. 22 Whats Next: Geographic Analysis LEGEND 1 2 - 10 11 - 25 25 - 50 Drill though the summary query results to produce a map of the spatial query. Service Request Map
© Accenture 2008. All Rights Reserved. 23 Whats Next: Performance Scorecards Citywide Economic Opportunity Transportation Customer Service Quality of Life Public Safety Drill through from summary outcomes to sub-outcomes and supporting metrics Center for Economic Opportunity Executive Dashboard
© Accenture 2008. All Rights Reserved. 24 Whats Next: Performance Scorecards Outcome #1 Outcome #2 Sub-Outcome #2.2 Sub-Outcomes #2.1 Sub-Outcome #1.1 Sub-Outcome #1.2 % % % % Sub-Outcome #2.3 % Metric #1.2.2 Metric #1.1.1 Metric #1.2.2 Metric #1.2.1 Metric #1.2.3 Metric #2.1.2 Metric #2.1.1 Metric #2.2.2 Metric #2.2.1 Metric #2.3.2 Metric #2.3.1 Metric #2.3.3 Goal #1.2.1 Goal #1.2.2 Goal #1.2.3 Goal #2.1.1 Goal #2.1.2 Goal #2.2.2 Goal #2.2.3 Goal #2.2.4 Goal #1.1.1 Goal #1.2.1 Goal #2.3.1 Goal #2.3.2 Goal #2.3.3. Goal #2.3.4
© Accenture 2008. All Rights Reserved. 25 NYC CPR: Summary Mix of measures: inputs, outputs, processes and outcomes Enterprise platform for BI initiatives throughout NYC Single Truth for summary metrics and management analysis Executive Sponsorship advocate data sharing Competing on Analytics – movement from measurement to management Use outcomes and metrics to run government like a business
© Accenture 2008. All Rights Reserved. 26 Roadmap Stage 5 Stage 2 Organization routinely reaping benefits of its enterprise-wide analytics capability and focusing on continuous analytics renewal Analytical Leaders Stage 4 Enterprise-wide analytics capability under development; top executives view analytic capability as a corporate priority Analytical Organizations Stage 3 Executives commit to analytics by aligning resources and setting a timetable to builds a broad analytical capability Analytical Aspirations Stage 1 An organization has some data and management interest in analytics Analytical Impaired Top management support: Full-Steam-Ahead Path Managerial Support: Prove-it Path Functional management builds analytics momentum and executives interest through application of basic analytics Localized Analytics Terminal stage: some organizations analytics efforts never receive management support and stall here as a result
© Accenture 2008. All Rights Reserved. 27 Analytics Technologies Competitive Advantage Analytics Whats the best that can happen? What will happen next? What if these trends continue? Why is this happening? What actions are needed? Where exactly is the problem? How many, how often, where? What happened? Sophistication of Intelligence Access and Reporting Optimization Predictive Modeling Forecasting/extrapolation Statistical analysis Alerts Query/drill down Ad hoc reports Standard reports Business Intelligence Using data to understand, analyze, and guide business performance.
© Accenture 2008. All Rights Reserved. 28 Benefits Summary Integrated Data Streamlined and Transformed Technology Environment Better Decision Making Improved Understanding of Customers and Citizens – Better and More Focused Service Improved Strategies Improved Performance (Financial, etc.) Improved Compliance
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