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GOVERNMENT ANALYTICS

LEADERSHIP FORUMSAS Canada & The Institute of Public Administration of Canada

April 26 | The Shaw Centre | Ottawa

Copyright © SAS Inst i tute Inc. Al l r ights reserv ed.

A Practical Guide to Analytics in Government :

How Analytics Can Make Government Work Better

Marie Lowman Principal: Government

Copyr i g ht © 2017, SAS Ins t i tu t e Inc . A l l r ights reser ve d .

• Middle School Teacher

• Retired Grandfather

• Small Business Owner / Retired

• Concrete Business Owner

• Lawyer

• Analytics Co.

Council Make-up

That’s me


• Budget / financial reports

• Traffic Impact Analysis; concert venue

• Pending Litigation

• Comprehensive Plan

• Ducks @ The Galleria

• HOT tax allocation

• Texting & Driving Ordinance

• Traffic Calming Devices

• PDD: Planned Development District

• Executive Session

Meeting Agenda


HOW DO WE MAKE OUR BEST DECISIONS?

Stories are data with a soul analytics is the soul

• Public perception

• Gut-feel

• Developer influence

• Lack of available data

• Lack of strategic thinking

• NIMBY (not in my backyard)

• Population forecasts

• Traffic impact analysis’

• Budget forecasts

• Tax revenue projections

• Crime statistics

• Demographic data

• Economic Development / Impact


Be curious.


SAS ANALYTICS

INSIGHTS

from

SOCIAL MEDIA

Tweets

from the

Philippines


VISUAL ANALYTICS MOST COMMON PHRASES IN “HEALTH PROBLEMS”

FASTER

INSIGHTS

Elderly


SAS ANALYTICS “WHICH SUPPLIES ARE NEEDED MOST?”

INSIGHTS

from

SOCIAL MEDIA


NEW JERSEY OPIOID

PLATFORM

A foundation of

insight


NEW HANOVER COUNTY

CHILD PROTECTIVE

SERVICES (CPS)

Child Well-Being

From July, 2016 through June, 2017

• 4,334 children were subjects of maltreatment

reports

• 883 children were subjects of maltreatment

investigations (abuse)

• 3,451 children were subjects of alternative

response measures (neglect)

http://fosteringcourtimprovement.org/nc/County/New_Hanover/


NEW HANOVER COUNTY Child Protective Services

Project Goals:

• More accurate case-level risk assessments

• Improved response prioritization

• Shorter response times when it matters


NEW HANOVER COUNTY Child Protective Services

What does the Visual Investigator offer?

• Better identification of individuals through entity

resolution

• Interactive historical views surrounding past cases and

individuals

• Risk assessment to provide guidance on repeat offenders

How is the Visual Investigator leveraged?

• New case screening / intake

• Ongoing case management (high level research ability-

timeline)

• Automated alerting when case dynamics change


ALERTING Potential Threat Identification

Alerting methodology developed to notify Case Workers of

potential threats

• Alerts generated nightly

• Automated e-mails sent to Case Workers with links to the user interface

• Allows Case Workers to proactively take steps to protect children and make

plans for safety

Visual Investigator Generates Two Classes of Alerts

• Jail Management System (JMS) Alerts

• Two basic concepts

• Individuals recently arrested

• Individuals recently released

• Alert scores determined by individuals’ past arrest charges

• Emergency Call Alerts

• Uses 911 call data to identify individuals potentially at risk

Matches 911 call locations to individuals’ addresses

• Alerts are generated when individuals are identified by high-risk call

types


SAN BERNARDINO COUNTY

DEPARTMENT OF

BEHAVIORAL HEALTH

Mental / Behavioral Health

BUSINESS ISSUE

• Governments invest in behavioral services with the hope of not just helping people

live productive lives, but also to avoid more expensive consequences of poor mental

health that involve law enforcement and lengthy emergency room stays. The

challenge is to ensure that the right services are offered in a cost-effective way.

SOLUTION

• San Bernardino County Dept. of Behavioral Health is using analytics to measure and

study effectiveness in an effort to help county residents get well – and lower costs.

RESULTS

• San Bernardino County is discovering underserved areas and making the cost case for

crisis centers as an alternative to costly emergency room visits or incarceration.

• The County has moved from static reports to a dashboard, staff members are eager

data consumers and asking more questions in an effort to make data-driven

decisions.


DEVELOPING AN ENTERPRISE ANALYTICS CULTURE

Long-term success lies in these components


THE CHALLENGES

• Numerous, complex data sources

• Many inhibitors to accessing all the data needed

• Need to protect the security and privacy of data

• Lack of data analytic skills

THE OPPORTUNITIES

• Create a culture for data sharing and use

• Establish governance and technology to protect data

• Build best practices for analytic solutions

• Ensure more accessible and user friendly tools


Leadership

Mission

Goals & Objectives

Establish the Program Define

Business Priorities

Data

Discover

Deploy

Iteratively Build Analytic Solutions

Identify high value analytic needs

Start small,focus strategically

Identify desired outcomes

Data Management • Accurate• Reliable• Secure• Reusable• Analytic Ready

Analytic Capabilities• Re-useable• Repeatable• Refined• Efficient

Deploy Solutions• Training• Adoption• Action• Outcomes

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