Kick-Starting Data-Driven Government

Stephen GoldsmithHarvard Kennedy School

• Initial analytics efforts should focus on high-priority issues and create meaningful, visible results.

• New Orleans developed an analytics typology as well as feasibility requirements and a project checklist to help departments generate viable questions to solve with analytics.

1. Is there a clear challenge for which data and analysis can add value?

• Chicago leveraged pro-bono Allstate data engineers and analyzed factors predictive of critical violations in food safety. They created a model to direct inspectors to the highest risk of violations.

• The city’s open data program was key to the project, providing a centralized, comprehensive, and universally accessible source of data that facilitated research and analysis between partners.

Regulatory Reform & Predictive Analytics in Chicago

• Institutional change requires the investment of resources and the leadership to set expectations of collaboration and information-sharing.

• Illinois’ successful health and human services data-sharing agreement between 13 state agencies started with buy-in from the governor, deputy governor, and CIO.

2. Is there enthusiasm and support from top officials?

Elected Official

Performance/Data Analytics/Innovation CenterFocus on continuous improvements in service, operations and cost reductions

Representative from Each AgencyProgram Reviews

Procurement Reform, Cost Savings and Operational Excellence Opportunities

Use Data Analytics to Improve Performance, Define Outcomes and Unlock Value

Data Analytics Center as a CFO-CIO Partnership

Through a combination of performance management tools and a robust analytics platform, Indiana’s Management and Performance Hub promises to save the state money and improve services. The partnership between the office of the CFO and CIO successfully linked IT with the business.

• To address a challenge with analytics, quality data needs to exist and be accessible.

• Jackson started work with What Works Cities to launch an open data portal and a performance management program, which helped improve data quality.

• As a result, the city was then able to work on an advanced effort to analyze program impact and repurpose funding.

3. What underlying data infrastructure is in place?

• Cities are flush with “big data” but collecting and storing data alone is not enough to solve complex urban problems.

• Visualization tools power open government.

Harnessing Data Platforms for Collaborative Government

NYC311 Turns Data into Action

• Pilot projects should be designed to lead to greater capacity for and interest in further projects.

• Boston’s Citywide Analytics Team focuses on close partnership with departments, developing the relationships that lead to future projects.

• Work with the fire department on shift swapping grew into a new project to equip firefighters with hazard data.

4. What is the plan for scale?

Scaling by Data-Empowered Employees

Integrated Data System

Data Analysis

Personalized Alerts/Dashboards for Decision Support

BETTER OUTCOMES

Guardian

Caseworker

School

Police

Counselor

Medical

@GoldsmithOnGov | @DataSmartCities

For more on kick-starting data-driven city projects, see Data-Smart City Solutions: http://datasmart.ash.harvard.edu.Webinar slides available here: http://datasmart.ash.harvard.edu/news/article/webinar-kick-starting-data-driven-government-1023.