1. LGAQ’s approach to Data

2. LG Sherlock
Background
Strategy
LG Sherlock
Next Steps

3. 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?

4. 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

5. 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

6. 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”

7. 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

8. 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

9. 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

11. 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.

12. 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

13. 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

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

15. 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

16. Questions?