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Public Sector AnalyticsOptimizing Resource Usage with Data-Driven Decisions                     May 2011                  ...
May, 2011      Public Sector Analytics: Optimizing  Resource Usage with Data-Driven DecisionsOrganizations in the public s...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 2In order to address the need for better ...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 3                      •     On -time inf...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 4that top performers in the public sector...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 5The breadth of technology infrastructure...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 6is largely predicated on the identificat...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 7The previous section discussed how top p...
Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 8            these skills in-house, Indus...
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  1. 1. Public Sector AnalyticsOptimizing Resource Usage with Data-Driven Decisions May 2011 Michael Lock
  2. 2. May, 2011 Public Sector Analytics: Optimizing Resource Usage with Data-Driven DecisionsOrganizations in the public sector - many of which either primarily or Sector Insightexclusively beholden to a pre-determined annual budget - will always have a Aberdeen’s Sector Insightspressing need for operational visibility and a framework to support smarter provide strategic perspectiveallocation of precious resources. Aberdeens May 2010 examination of this and analysis of primarytopic, Business Intelligence in the Public Sector: The Value of Efficient Resource research results by industry,Utilization, revealed that the top pressure driving analytical investment in the market segment, or geographypublic sector was the need for better visibility into key operationalprocesses. This improved visibility, however, is not the only piece of the For the purpose of clarification, this document defines thepuzzle when it comes to achieving performance in the public sector. The public sector as encompassingresearch demonstrates that superior decision support using business the following threeanalytics is predicated on data management efficiency, the application of the subcategories:right business knowledge to that data, and the timely delivery of relevantinsight-based analysis. √ Government (Federal, State, Local) OrganizationsThis Aberdeen Sector Insight draws from three discrete data sets toexamine the impact of business analytics within the public sector. The √ Educational Institutionsresearch shows that while these organizations typically have a mature and √ Public Utilitieslargely effective strategy for back-end data management, many are notexploiting the operational visibility and analytical potential of front-end userfacing Business Intelligence (BI) tools and strategies.Business ContextWhile the economy continues its slow but steady ascent from the doldrums Recommended Actionsof early 2009, with many companies shifting back to a growth strategy, the Strategic recommendations forpublic sector has maintained its laser-focus on cost. Data from the public sector organizationsAberdeen Quarterly Business Review survey shows that cost reduction is, looking to develop a deeperby far, the top business goal for public sector organizations (Figure 1). and more effective strategy for business analytics:Figure 1: Top Business Goals for 2011 √ Collect and incorporate end- user analytical needs Cost Reduction 58% 27% √ Develop programs to coach Improve Public Image / Brand Value 41% / train / develop analytical 27% 40% talent in-house Sustain Business through Downturn 21% 19% √ Implement automated alert Organic Revenue Growth 47% reporting capabilities for real-time visibility into 0% 20% 40% 60% crucial changes Public Sector All Other Industries Percentage of Respondents, n = 1,663 √ Evaluate in-memory technology for operational Source: Aberdeen Group, January 2011 decision supportThis document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologies provide for objective fact-based research andrepresent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
  3. 3. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 2In order to address the need for better cost controls, public sector Definition of "Top Performers"organizations largely rely on their own internal processes, but increasingly Between October andthese organizations are turning to technology to help identify and act upon November of 2010, Aberdeencost-cutting opportunities. Survey respondents were asked to prioritize conducted a survey of 1,185which of the major software technology platforms had the most positive organizations to gain animpact on business performance. The data shows that BI / analytical understanding of the businesstechnology is at the top of that list for public sector organizations (Figure 2). impact of data management and information quality. Within thatFigure 2: Software Platforms with Most Impact on Performance survey, 75 organizations identified themselves as public sector organizations Business Intelligence (BI) 51% (government, education, public Governance, Risk, Compliance (GRC) 38% utility). Enterprise Resource Planning (ERP) 36% In order to generate an understanding of performance Customer Relationship Mgmt. (CRM) 35% differentiation, Aberdeen Enterprise Performance Mgmt. (EPM) 27% Public Sector … measured all public sector respondents across three key 15% 25% 35% 45% 55% performance indicators: Percentage of Respondents, n = 120 √ Frequency of self-service Source: Aberdeen Group, January 2011 access to critical dataAberdeen defines the spectrum of BI, or business analytics, to include three √ Frequency of on-time availability of informationmain buckets of activity: data collection; information assembly; and insightdelivery. In order to extract the most value from an analytical strategy, √ Rate of compliance withcompanies must judiciously apply resources to gather the most relevant mandated regulatorydata for their organization, ensure that the data is clean and usable, apply reportingthe right business framework to that information in order to create tangible Respondents were then given ainsight, and then distribute that insight to key decision makers in a timely score based on their self-way. The fact that public sector organizations rate BI as having the most reported performance above.positive impact on business performance certainly implies that they The following categories wereunderstand and believe in the value of analytical visibility and how it can created based on those scores:affect their organization. √ Top performers scored above the 67th percentileBenchmarking Top Performers in the Public Sector (top 1/3 of all public sectorEfficient business analytics can substantially improve operational visibility for organizations)public sector organizations and help them execute on their mission of cost √ All others scored at orreduction,. In that sense, the need for an unimpeded flow of timely and below the 67th percentileusable information is just as strong in the public sector as it is in other (bottom 2/3 of all publicindustries. Measuring performance based largely on efficiency of information sector organizations)management, Aberdeen used three performance metrics (Between Octoberand November of 2010, Aberdeen conducted a survey of 1,185organizations to gain an understanding of the business impact of datamanagement and information quality) to distinguish top-performing publicsector organizations from all others: • Self-service data access is measured as a weighted average percentage of the time that users can access critical data in a self- service way, without relying on support from the IT group.© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  4. 4. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 3 • On -time information delivery is measured as a weighted Fast Facts average percentage of the time that key decision-supporting Top three pressures driving information is available on-time or within the pre-defined "decision data quality initiatives in the window." public sector*: • Efficiency of compliance is measured as a weighted average rate √ Inefficient operational of compliance to internally or externally mandated regulatory processes - 41% reporting. √ Need to move to a cultureFigure 3 shows the extent to which top-performing public sector of information-drivenorganizations have outstripped their peers across the metrics listed above. decision making - 33% √ Information is underutilizedFigure 3: Top Performance in the Public Sector Defined due to lack of trust/confidence - 24% 100% 95% 84% * Percentage of public sector Average Percentage 81% 80% respondents 68% 62% 60% 54% 40% Percentage of Critical Percentage of Rate of Compliance Data Accessible without Information Available with Mandated Relying on IT On-Time Regulatory Reporting Top Public Sector Performers (scored in top 1/3 of respondents) All Other Public Sector (Scored in Bottom 2/3 of Respondents) n = 75 Source: Aberdeen Group, October 2010These three metrics help us form an understanding of how top performers "We have a very rigid reportingin the public sector create a strong foundation of information to support structure and are measuredquicker and more informed decisions. First, relying less on IT to access against 15 different areas ofcritical data not only helps ensure that the user is interacting with data management. Our data and ourmore relevant to his or her job role, but also frees up valuable IT resources numbers are constantlyto focus on more mission-critical data infrastructure issues. Second, the challenged by those whoability to find that data within an advantageous time frame helps promote dispense budget to us, sofaster generation of business insight. And third, facilitating cleaner data that cleanliness and accuracy is of the utmost importance.”complies with internal policies or external regulations helps build trust inthe data and reduces wasted time and effort on the back-end when it comes ~ Director, Office ofto restating or recreating reports. Top performers in the public sector Performance Managementrecognize the value of building a more robust and reliable flow of Department of Justiceinformation in their organizations.Characteristics of a Top PerformerThe ability to achieve the information efficiency of a top performer ispredicated on two main things. First, organizations must have a high degreeof organizational maturity when it comes to their internal capabilities. Topperformers are more likely to have the right processes in place, leverage theappropriate skill sets, share data and knowledge efficiently, and continuouslymeasure the things that truly drive their businesses. The research shows© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  5. 5. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 4that top performers in the public sector are more likely to rely on thesecapabilities as the foundation of their information strategy (Figure 4).Figure 4: Capabilities Supporting Information Efficiency Fast Facts 60% 60% 56%Percentage of Respondents 60% √ 41% of public sector 48% 40% 38% organizations saw a net 21% 24% 22% decline in headcount over 20% the course of 2010 0% Cleansing/quality Available info is Use of “quality High-demand √ 42% of public sector methods applied pertinent to my information” is information is organizations saw a net to data sources job role mandated from prioritized for decline in overall budget continuously executive levels end-user access over the course of 2010 Top Public Sector Performers (scored in top 1/3 of respondents) All Other Public Sector (Scored in Bottom 2/3 of Respondents) n = 75 Source: Aberdeen Group, October 2010The research shows that top performers are making data quality a strategic “While we were concernedpriority. Between the application of data cleansing and quality assurance with the regulatory finesprocesses on a continuous basis, and the executive-level support / mandates associated with violatingfor the use of higher quality information, public sector organizations are privacy rules, it was the impactactively making efforts to increase the usability and overall value of their to the organization’senterprise data. Additionally, from the end-users perspective top reputation that was our primary concern around dataperformers are taking strides not only to make information more quality and regulatoryconsumable and relevant to a particular job role, but they are also more reporting.”likely to put policies in place to prioritize how and when the end-usercommunity can access information that is in high demand. ~CIOThe second piece of the puzzle involves the appropriate usage of technology U.S. Public Educationalto enable better information management. Top performers in the public Institutionsector are leveraging a variety of tools at a greater rate than theirunderperforming counterparts (Figure 5).Figure 5: Enhancing Data with the Right Technologies Data Warehouse Software 65% 58% Data Integration / ETL 60% 27% Data Cleansing / Hygiene 53% 27% Data Enrichment / Append / Matching 47% 30% 5% 25% 45% 65% Top Public Sector Performers All Other Public Sector Percentage of Respondents, n = 75 Source: Aberdeen Group, October 2010© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  6. 6. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 5The breadth of technology infrastructure is readily apparent whencomparing top-performing public sector organizations to all others. The firststep is to gather, organize, and store enterprise information - mostorganizations in the public sector, regardless of performance level, arerelying on data warehouse software to accomplish this. Given the increasein both the volume and complexity of enterprise data in todays businessenvironment, the ability to pull data from a variety of disparate data sourcescomes at a premium. Top performers leverage data integration / Extract,Transform, and Load (ETL) technology help bring in more data from thesedisparate sources. Lastly, once the data has been captured and integrated,the next step is to increase the value of that data through cleansing andenrichment techniques. Through the judicious use of technology, topperformers are more likely to capture, integrate, and improve the overallusability and value of their critical enterprise information.Data to Decision - The Value of Business AnalyticsWhile efficiency of information management is a key underpinning of an Best-in-Class Definitionanalytical strategy, the name of the game in the public sector is cost This section is largely basedreduction and better allocation of precious resources. Best-in-Class on data taken from the August 2010 benchmark report,companies, across a horizontal assortment of industries, have been Operational Intelligence: Boostingsuccessful in leveraging information management in conjunction with the Performance with "Right-Time"right analytical methodologies and technologies in order to ask better Business Insight.questions of the data, generate better business insight, and ultimately Best-in-Class performanceachieve improved operational performance as a result. Aberdeens August from this benchmark report is2010 benchmark report on Operational Intelligence demonstrates significant defined as follows:opportunity for public sector organizations to leverage BI tools and √ 93% of information isstrategies to create Best-in-Class operational efficiency (Figure 6). available on-time, within "decision window"Figure 6: Cost and Cash - Key Operational Metrics for BI √ 17% year over year increase 0% in financial operatingAverage Y/Y Change 22% 25% Average Y/Y Change -5% 20% performance -5% 15% -10% -7% 7% 9% 10% √ 29% year over year increase 5% in sales pipeline performance -15% -13% 0% Total Operating Cost √ 94% customer satisfaction Cash Generated from (Y/Y ∆) Operations (Y/Y ∆) rate Public Sector Avg. Performers (All Industries) Best-in-Class (All Industries) n = 269 Source: Aberdeen Group, August 2010Given the difference in business models between the typical public sectororganization and companies in the private domain, it is difficult to find a true"apples-to-apples" performance comparison. However, several of the coreelements of any organization hold true across the public and private worlds.First, as we saw in Figure 1, public sector organizations are, by far, mostconcerned with cost management. The ability to drive operational efficiency© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  7. 7. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 6is largely predicated on the identification and reduction, or elimination of Fast Factssuperfluous cost. Using analytical methodologies, particularly on a day-to- √ Best-in-Class companies are:day operational or transactional basis, can help pinpoint process 1.9-times more likely than allinefficiencies, discover new metrics that better dictate performance, or other companies to use in-perform modeling scenarios to understand the business impact of cost- memory analyticscutting measures. Best-in-Class companies are leveraging BI to help identifyand act on opportunities for double-digit cost reductions.Drilling further into the concept of operational efficiency, public sectororganizations have a particularly strong focus on resource allocation, a keyunderpinning of which would be cash management. The private sectorcontinually advocates the notion that "cash is king". While the stakeholdersmay be different, the implications of efficient cash management are just aspowerful in the public sector. Instead of concerning themselves with profitgrowth and the value of shareholders equity, public sector organizations,instead, focus their efforts on resource allocation. Since the anatomy of atypical statement of cash flows includes operating, investing, and financingactivities, an increase in operating cash flow opens the door for investmentin other areas of the business. As a hypothetical example, a stategovernment, through proactive analysis of historical and operational data onspending, supplier activity, traffic fluctuations, even weather patterns, couldleverage BI to more effectively manage snow removal activity, bringing themunder budget for the year. These types of advantageous changes in workingcapital, and therefore operating cash flow, offer the ability to reallocate thatmoney to other areas of the organization such as investments in education,technology, and / or job creation.As with the framework discussed above, Best-in-Class companies again relyon a variety of organizational capabilities and appropriate technologies inorder to support the performance improvements depicted above. A smallsample of these aspects of a Best-in-Class strategy for operationalintelligence is listed in Figure 7.Figure 7: Best-in-Class are Organizationally Mature Capabilities Technology Enablers 65% 64% 58% 62% 56%Percentage of Respondents 45% 46% 42% 46% 45% 27% 22% 23% 27% 25% 5% Real or near real- Executive level Operational BI Dashboard time tracking of advocate for (real or near real- visualization of operational analytical time reporting) operational metrics methodology platform metrics Public Sector Average Performers (All Industries) Best-in-Class (All Industries) n = 269 Source: Aberdeen Group, August 2010© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  8. 8. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 7The previous section discussed how top performers in the public sector aremore likely to have executive-level mandates for the use of qualityinformation. Best-in-Class companies shown above are more likely to take ita step further and have an executive-level advocate or champion for the useof analytical methodology and data-driven decisions. The Best-in-Class arealso more likely to measure their most crucial operational or transactionalbusiness metrics in real-time or near-real-time. From a technologyperspective, the Best-in-Class are also more likely to deliver user-friendlyfront-end tools for better decision support. Operational BI tools enable thedaily or real-time analysis of transactional data in order to support quickerdecisions that have an immediate effect on the business. From a visualperspective, operational dashboards provide an intuitive representation ofthe key metrics that drive the business. Best-in-Class companies are morelikely than public sector organizations to have these key aspects oforganizational maturity and technology enablement.Key TakeawaysDeveloping an efficient strategy for business analytics is just as heavilydependent upon the right people and processes as it is on the technology.Generally speaking, the back-end data management activities - datacollection, integration, cleansing, enrichment, etc. - consume the mostresources in terms of time and money. The good news for public sectororganizations is that many of them (some by necessity, others by maturity)have already created an efficient flow of information from a variety ofcomplex and disparate data sources into the hands of the people that needit most. In an effort to develop a more complete analytical strategy andgenerate better operational performance improvements, public sectororganizations should investigate ways of providing deeper and more intuitivefront-end analytical capability to key decision makers. Based on Aberdeensresearch on Operational Intelligence, public sector organizations shouldconsider the following recommended actions: • Collect and incorporate end-user analytical needs. All too often analytical projects either fall flat, or fail to reach significant adoption because of a lack of collaboration between the users of the tool and the implementers of the tool. When the business users are told what they need rather than asked what they need, analytical deployments become problematic and sometimes languish in under- utilization. Best-in-Class companies are 3.1-times more likely than Laggards to have a process in place to incorporate end-user needs. • Develop programs to coach / train / develop analytical talent in-house. Aberdeen research continually reveals that Best- in-Class companies focus on nurturing analytical talent within their own walls. According to the research, only 18% of Industry Average companies are taking steps to coach, train, or develop this talent in- house, a deficiency that is likely holding back their BI culture, and not allowing for their most curious and analytically-inclined employees to shine through. By developing programs to develop© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  9. 9. Public Sector Analytics: Optimizing Resource Usage with Data-DrivenDecisionsPage 8 these skills in-house, Industry Average companies will be able to awaken the operational intelligence, currently lying dormant in a number of employees, allowing for better and faster operational insight to pervade the organization. • Implement automated alert reporting capabilities. An important technology feature of an analytical platform or other tactical decision-support system is the ability to automatically alert decision makers when a key state change occurs (i.e., a sudden drop in manufacturing output, a change in supplier lead time, or a marked change in measurable customer sentiment). Our research shows that only 21% of Industry Average companies have this capability. Leveraging automated alert technology will reduce risk for public sector organizations, enable better anticipation of operational fluctuations, and allow for faster reaction to unanticipated changes. • Evaluate in-memory technology for operational decision support. The past few years of business informatics has been marked primarily by an increase in volume and complexity of enterprise information and an increasing urgency for faster access to that very information. Technologies like in-memory analytics that facilitate a linkage between "big data" and timely operational decisions, are growing in prevalence. Recent research shows that Best-in-Class companies are more than twice as likely as all other companies to leverage in-memory analytics.For more information on this or other research topics, please visitwww.aberdeen.com. Related ResearchThe ABCs of Executive Analytics: A-List Data Management for BI: Fueling thePerformance Using BI in the C-Suite; Analytical Engine with High-OctaneFebruary 2011 Information; December 2010Business Intelligence in the Public Sector: Operational Intelligence: BoostingThe Value of Efficient Resource Performance with "Right-Time" Insight;Utilization; May 2010 August 2010Author: Michael Lock, Senior Research Analyst, Business Intelligence(michael.lock@aberdeen.com)For more than two decades, Aberdeens research has been helping corporations worldwide become Best-in-Class.Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provideorganizations with the facts that matter — the facts that enable companies to get ahead and drive results. Thats whyour research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% ofthe Technology 500.As a Harte-Hanks Company, Aberdeen’s research provides insight and analysis to the Harte-Hanks community oflocal, regional, national and international marketing executives. Combined, we help our customers leverage the powerof insight to deliver innovative multichannel marketing programs that drive business-changing results. For additionalinformation, visit Aberdeen http://www.aberdeen.com or call (617) 854-5200, or to learn more about Harte-Hanks, call(800) 456-9748 or go to http://www.harte-hanks.com.This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologiesprovide for objective fact-based research and represent the best analysis available at the time of publication. Unlessotherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not bereproduced, distributed, archived, or transmitted in any form or by any means without prior written consent byAberdeen Group, Inc. (2011a)© 2011 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897

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