LGAQ’s approach to Data

LG Sherlock https://www.youtube.com/watch?time_continue=2&v=iN0U-CK80iw&utm_source=LG+Sherlock&utm_campaign=2c43f12a3d-LGSherlockEDM03&utm_medium=email&utm_term=0_b7d5a9cfc0-2c43f12a3d-324727685 Background Strategy LG Sherlock Next Steps

Nexus of Forces Four unique areas are evolving Individually and combined create disruption Cloud Social Media Data Mobility As a member based organisation, how do we obtain the strategic value o The value of data for members, for us?

DIGITAL PRODUCTIVITY 75% 85% 88% 48% Assessing the changing digital requirements, maturity and capabilities of local government across Queensland 75% 85% 88% 48% of councils believe that skills are a barrier to technology adoption Agree that the digital economy will help council deliver better services of councils report they are not only collecting data, but the information collected is a critical asset to council of councils understand how to use data to inform strategic decisions the LGAQ saw an opportunity to assist Queensland councils realise additional potential and set about developing the data science program - LGSherlock

LG Sherlock – 4 prong strategy After a period of time, recognised the following were key for a big data strategy: Intent/Leadership – value of data is part of the culture Data – identify data sets, repositories, value ranking, governance, management – if its an asset, lets treat it that way – including investment. People – new skills, analytics, BA, DA, Data Scientists Tools – rapidly developing solutions – advanced analytics, visualisation, data platforms – Analytics Hub – LG Sherlock

Intent/Leadership LGAQ – help sets the agenda and resolves to be a “data-driven” organisation Creates structures, process and incentives to support analytic decision making Builds upon benchmarking and existing programs – ie Better Councils, Better Communities A new mantra – “data-centric”

Data Digital Productivity Report - only 8% have confidence in their data (Bain 19%) Councils “unaware” of the asset and the significant business value Councils not investing, as they would with other assets LGAQ and business subsidiaries – need to recognise the value – LocalBuy and procurement (clearly identify who owns the data that is collected in procurement contracts) Need to create a strategic plan for collecting and organising data

People Data scientists – expertise in statistics, correlation and quality Business analysts, identify and prioritse the problems worth solving and the business relevance of data anomalies and patterns identified by the data scientists Technical specialists – who help manage the hardware and software needed to collect, clean and process the data Data skills sets – high demand – broader play in future skills

Tools Advanced Analytics and Big Data tools are developing rapidly A range of new market entrants are rapidly emerging and evolving to addresss analytic opportunities, rich ecosystem of mature analytics, visualisation and data management Global leading solution providers including Accenture, Microsoft and Amazon The concept of a data lake/warehouse or similar platform that could allow data sets to be combined in new ways that allowed relationships and patterns to be understood would drive future decision making

PROGRESS to date Since commencing the program six months ago, the LGAQ has: Executed a series of pilot projects on dogs, electricity and vehicle fleets to demonstrate the benefits of big data Established it’s own analytics capability with Data Scientists and a high- end technology platform Developed a range of business planning and strategy documents to determine how councils will best access the future service Undertaken state-wide consultation and developed an Analytics Forward Work Program.

ASSET MGMT fleet maintenance Queensland councils own thousands of pieces of mobile equipment, with a replacement value worth hundreds of millions/annum. Sherlock is working with councils on fleet usage and a predictive model that will advise a council on the most cost effective management of their vehicles

ASSET MGMT electricity usage Australian has some of the most expensive electricity in the world, with Queensland councils estimated to spend $250M annually. Sherlock has identified opportunities improve energy consumption and reduce cost

ANIMAL MGMT barking dogs Identifying opportunities to reduce barking dog complaints by applying advanced analytical techniques over disparate datasets

PROGRESS next steps Develop the next phases of fleet and energy analytics solutions with councils (19 councils have expressed interest to participate in development activities) Finalise the installation of a range of IoT devices across multiple Queensland councils, with the goal to improve utility consumption costs, service delivery and asset maintenance Develop a public facing council comparison tool Continue to build the LGAQ’s data science centre of excellence Commencing a Block Chain pilot that seeks to improve regulatory compliance, by developing Smart Contracts in partnership with the Queensland Audit Office that will ensure councils meet procurement requirements and that any assets procured have an insurance policy in place. Scope out the next round of analytics projects, these are currently set to include road maintenance, finance and footpath maintenance A further $3M is being budgeted on a Household Engagement and Targeted Messaging solution

Questions?