Presentation on theme: "Optimizing Your Agency's Business Processes through Analytics Chris Paladino email@example.com January 30, 2008."— Presentation transcript:
1 Optimizing Your Agency's Business Processes through Analytics Chris Paladino January 30, 2008
2 Topics Public Service Value Analytics in the Public Sector Public Service ExamplesRoad MapBenefits Summary
3 Public Service Challenges – Drivers for Analytics ProliferationDisorganizationIsolationContaminationRegulationFrustration
4 Public Service Value Public Service Value Corporations measure their success through shareholder value. Accenture believes the success of governments can be measured in Public Service Value.Public Service Valuemeasures the social outcome value created for citizensCost EffectivenessOutcomesLow PerformancePublic ServicesHigh PerformanceShareholder Valuemeasures the economic value created for investorsFinancial ReturnsGrowthLow PerformanceCompaniesHigh Performance
5 Public Service Value Building Blocks 1.Mission2.CoreFunctions &Capabilities3.Stakeholders/Customers4.Stakeholders’/Customers’ExpectationsBuilding BlocksDevelop OutcomesOutcomesWhat are the end results we aim to deliverto key internal and external stakeholders?DevelopingOutcomesIdentify MetricsRaw MetricsHow will we know that we have been successfulIn achieving our outcomes?DevelopingMetricsFilter MetricsFiltered MetricsWhich metrics can be used to drive the resultswe want and will be practical to measure?
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 businessesDSS, ESS, BI, etc were important and provided value, but were often marginal to the mainstream of the businessWith Public Service organizations driving value from analytics, the capability moves to center stage.
7 Forces Driving Trend for Analytics DemandNew generation of analytical leaders.Growing financial oversight requirements.Increasing importance of citizen-centric strategies.DataMaturing enterprise systems.Growing standardized external information.More data about the physical world.TechnologyMaturing IT infrastructure and analytical architecture.Sophisticated analytical techniques.Massive processing power.Automated applications with embedded rules and models.
8 Link from Analytics to Performance High performance is associated with more extensive and sophisticated use of analytical capabilities.High performers have a greater analytical orientation than low performers.Low PerformersHigh PerformersHave significant decision-support/analytical capabilities23%65%Value analytical insights to a very large extent8%36%Have above average analytical capability within industry33%77%23%Use analytics across their entire organization40%
9 Integrating Analytics into Processes FinancialExternal Reporting (Compliance, Audits, etc.)Management Reporting/ScorecardsInvestment DecisionsCost ManagementEnterprise Performance ManagementHuman ResourcesResearch and DevelopmentOCIO/IT
10 Key Elements Capabilities Key Elements Organization Insight into performance driversChoosing a distinctive capabilityPerformance management and strategy executionProcess redesign and integrationHumanLeadership and senior-executive commitmentEstablishing a fact-based cultureSecuring and building skillsManaging analytical peopleTechnologyQuality dataAnalytic technologies
11 Enterprise Analytical Architecture Data ManagementTransformation Tools and ProcessesRepositoriesAnalytical Toolsand ApplicationPresentation Toolsand ApplicationsMetadataOperational Processes
12 Examples of Analytics in Public Service New York City (detailed Case Study)Taxpayer ComplianceIndiana Department of RevenueShenzhen Tax for JoergFraud DetectionUS Department of Revenue (IRS)Australian Tax Office (ATO)Criminal justiceDeploying police more efficiently, analyzing traffic violations, predictive modeling to catch criminals, social network analysis to identify potential terrorists)USPSDesigning delivery routes, truck yield optimization, customer insightUnited States Mint
13 New York City: Large, Complex Organization Large Number of Agencies and Offices8.2 million residents>20 million metro population>350,000 employees$60 Billion Expense Budget
14 NYC 3-1-1: Customer Service “Nerve Center” 24 hours x 365 days a yearOver 3,000 servicesLaunched in March 2003Over 55 Million calls to date (appx. 45,000 a day)13.510.714.45
15 Mayor Michael R. Bloomberg A “Business” approach to governmentOutcome oriented; believes in technologyNot afraid to tackle the difficult issuesWants a legacy that cannot be reversedNYC IT VISIONNYC 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.
16 NYC’s Business Intelligence Vision ManagementInformationEnterpriseBI CapabilitiesCommon technologies and BI capabilitiesSeveral audiences with varied BI needsAudiencesLarge number of agencies with a VAST amount of management information
17 New York City’s BI Vision – A Journey ManagementInformationEnterpriseBI CapabilitiesAudiencesCity HallAgencies3-1-1 OperationsPublicSpatial Analysis (GIS)Performance ScorecardsAlertingComing Next!Performance Management Metrics (ALL Agencies)Ad Hoc QueryManagement Dashboards
18 NYC’s Solution – Phase 1 Management Information Enterprise BI CapabilitiesAudiencesCity HallOracleBIServerProactiveNotificationand Alerts3-1-1 Data SourcesCommonDataModelNortelAgenciesAd hoc AnalysisOracle Data WarehouseAgency Data Sources3-1-1 OperationsOracle SpatialInteractiveDashboardsPublicCitywide Performance Management Data Sources
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.
21 Citywide Performance Reporting (CPR) Outcomes To DateIncorporated into Mayoral Management processTransparency and AccountabilityIncreasing the number of Outcome-based Performance MetricsTrend analysis led to service delivery improvements (e.g., road quality, street cleanliness, operations)Geographic and cross-agency analysis helping to improve service delivery
22 What’s Next: Geographic Analysis Drill though the summary query results to produce a map of the spatial query.Service Request MapLEGEND12 - 10
23 What’s Next: Performance Scorecards Center for Economic OpportunityExecutive DashboardCitywideEconomic OpportunityTransportationCustomer ServiceQuality of LifePublic SafetyDrill through from summary outcomes to sub-outcomes and supporting metrics
25 NYC CPR: SummaryMix of measures: inputs, outputs, processes and outcomesEnterprise platform for BI initiatives throughout NYC“Single Truth” for summary metrics and management analysisExecutive Sponsorship advocate data sharing“Competing on Analytics” – movement from measurement to managementUse outcomes and metrics to run government like a business
26 Roadmap Stage Analytical 1 Impaired Stage 2 Functional management builds analytics momentumand executives’ interestthrough application ofbasic analyticsAn organization has some dataand management interest in analyticsLocalizedAnalyticsManagerialSupport:Prove-it PathTop management support:Full-Steam-Ahead PathStage3AnalyticalAspirationsTerminal stage: someorganizations’ analyticsefforts never receivemanagement support andstall here as a resultExecutives commit to analyticsby aligning resources and settinga timetable to builds a broadanalytical capabilityStage4AnalyticalOrganizationsEnterprise-wide analyticscapability under development;top executives view analyticcapability as a corporate priorityStage5AnalyticalLeadersOrganization routinely reapingbenefits of its enterprise-wideanalytics capability and focusingon continuous analytics renewal
27 Analytics Technologies Using data to understand, analyze, and guide business performance.AnalyticsWhat’s 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 IntelligenceAccess andReportingOptimizationPredictive ModelingForecasting/extrapolationStatistical analysisAlertsQuery/drill downAd hoc reportsStandard reportsBusiness IntelligenceCompetitive Advantage
28 Benefits Summary Integrated Data Streamlined and Transformed Technology EnvironmentBetter Decision MakingImproved Understanding of Customers and Citizens – Better and More Focused ServiceImproved StrategiesImproved Performance (Financial, etc.)Improved Compliance