GovLoop’s latest report, Unlocking the Power of Government Analytics, provides an overview of government analytics, identifies leading case studies, and integrates the results of a recent GovLoop survey from 280 members of the GovLoop community.
Check out more information here:http://www.govloop.com/profiles/blogs/new-govloop-report-unlocking-the-power-of-government-analytics
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes an upcoming two-day workshop on big data and government analytics to be held in Ottawa on March 24-25, 2015. The workshop will cover topics such as leveraging big data to improve government services, maximizing data sharing across departments, incorporating big data into overall data strategies, using big data for security purposes, and making data-driven decisions. It lists the workshop leaders and participating organizations, and provides an overview of the scheduled sessions and speakers.
Predictive Data Analytics to Help Your CustomersExperian_US
The @ExperianDataLab hosts a #DataTalk on Thursdays at 5 p.m. ET on Twitter. Join us.
This week, we talked about data preparation, model evaluation, testing effectiveness of predictive analytics, challenges, and trends in predictive analytics.
We learned from Michael Beygelman, Co-founder and CEO of Joberate and Berry Diepeveen, Partner and Enterprise Intelligence Leader at EY in South Africa, and Chuck Robida, Chief Scientist for Experian Decision Analytics.
Learn about past and upcoming chats at:
http://experian.com/datatalk
The Power Of Analytics For Public Sector (www.ibm.com/gbs/psanalytics)Lynn Reyes
This document discusses how public sector organizations can build analytics competency to accelerate outcomes. It finds that while governments are increasingly using analytics to unlock insights from data, most are just starting to explore how to leverage analytics and only a select number have developed advanced analytics capabilities and leadership. The document advocates that organizations focus on four strategic imperatives to build competency: focusing on outcomes, orienting information management around use, using analytics to meet objectives, and embedding analytics in management practices.
This document provides an introduction to the second edition of the manual "Google Analytics for Government". It discusses how Google Analytics works and how government agencies can use analytics data to improve their websites. The manual covers topics like setting up accounts, interpreting reports, customizing analytics, and advanced analysis. It aims to help government workers understand analytics and use data to enhance the user experience on their sites.
Keynote talk by David Dietrich, EMC Education Services at ICCBDA 2013 : International Conference on Cloud and Big Data Analytics
http://twitter.com/imdaviddietrich
http://infocus.emc.com/author/david_dietrich/
My keynote talk at San Diego Superdata conference, looking at history and current state of Analytics and Data Mining, and examining the effects of Big Data
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes an upcoming two-day workshop on big data and government analytics to be held in Ottawa on March 24-25, 2015. The workshop will cover topics such as leveraging big data to improve government services, maximizing data sharing across departments, incorporating big data into overall data strategies, using big data for security purposes, and making data-driven decisions. It lists the workshop leaders and participating organizations, and provides an overview of the scheduled sessions and speakers.
Predictive Data Analytics to Help Your CustomersExperian_US
The @ExperianDataLab hosts a #DataTalk on Thursdays at 5 p.m. ET on Twitter. Join us.
This week, we talked about data preparation, model evaluation, testing effectiveness of predictive analytics, challenges, and trends in predictive analytics.
We learned from Michael Beygelman, Co-founder and CEO of Joberate and Berry Diepeveen, Partner and Enterprise Intelligence Leader at EY in South Africa, and Chuck Robida, Chief Scientist for Experian Decision Analytics.
Learn about past and upcoming chats at:
http://experian.com/datatalk
The Power Of Analytics For Public Sector (www.ibm.com/gbs/psanalytics)Lynn Reyes
This document discusses how public sector organizations can build analytics competency to accelerate outcomes. It finds that while governments are increasingly using analytics to unlock insights from data, most are just starting to explore how to leverage analytics and only a select number have developed advanced analytics capabilities and leadership. The document advocates that organizations focus on four strategic imperatives to build competency: focusing on outcomes, orienting information management around use, using analytics to meet objectives, and embedding analytics in management practices.
This document provides an introduction to the second edition of the manual "Google Analytics for Government". It discusses how Google Analytics works and how government agencies can use analytics data to improve their websites. The manual covers topics like setting up accounts, interpreting reports, customizing analytics, and advanced analysis. It aims to help government workers understand analytics and use data to enhance the user experience on their sites.
Keynote talk by David Dietrich, EMC Education Services at ICCBDA 2013 : International Conference on Cloud and Big Data Analytics
http://twitter.com/imdaviddietrich
http://infocus.emc.com/author/david_dietrich/
My keynote talk at San Diego Superdata conference, looking at history and current state of Analytics and Data Mining, and examining the effects of Big Data
This document discusses high performance analytics and summarizes key capabilities of SAS Visual Analytics including easy analytics, visualizations for any skill level, calculated measures, automatic forecasting, and saved report packages. It also provides examples of public data sources that can be analyzed in SAS Visual Analytics including agricultural production and pricing data from India.
Big Data & Analytics for Government - Case StudiesJohn Palfreyman
This presentation explains the future challenges that Governments face, and illustrates how Big Data & Analytics technologies can help address these challenges. Four case studies - based on recent customer projects - are used to show the value that the innovative application of these technologies can bring.
Big Data Startups - Top Visualization and Data Analytics Startupswallesplace
1010Data provides a cloud-based big data analytics platform that allows customers to analyze large datasets using simple interfaces. Their platform offers fast data processing, scalability, and tools for data integration, visualization, and sharing insights. Major customers include companies in financial services, retail, consumer packaged goods, telecom, and healthcare that use 1010Data to gain insights from large customer and transactional datasets.
IBM Big Data Analytics - Cognitive Computing and Watson - Findability Day 2014Findwise
1) The document discusses IBM's Watson cognitive computing system and its applications. It provides an overview of IBM's Watson products and solutions for areas like decision making, discovery, customer engagement, and data exploration.
2) Key Watson applications highlighted include solutions for healthcare treatment, mechanical system repair, and airline management. Watson is also being applied to areas like pharmaceutical research, education, and publishing.
3) The document outlines IBM's vision of integrating cognitive computing capabilities like Watson throughout its data and analytics portfolio to enable insights from all types of data.
This document discusses a presentation about big data and analytics on AWS. It describes what big data is, provides examples of AWS services for ingesting, storing, processing, analyzing and visualizing big data. It also provides examples of industries using AWS for data analysis and discusses Amazon Kinesis for real-time processing of streaming data. Finally, it discusses putting the various AWS services together in an end-to-end big data workflow.
Using Data Analytics To Enhance Spend Management Control In The Public Sector...Ee Chuan Yoong
This document discusses how public sector organizations can use data analytics to enhance spend management control. It explains that while ERP systems provide a wealth of financial data, tools are needed to make sense of the information. The document then explores different data analytics tools and techniques that can help users analyze spending patterns and detect anomalies. As a case study, it describes how the audit software IDEA was used to analyze staff claims data from an ERP system. Specific analyses identified potential duplicate medical receipts, double payments, and transport claims that did not comply with expense policies. The document emphasizes that data analytics allows auditors to review all transactions for exceptions rather than relying on samples.
The document provides an overview of IBM's big data and analytics capabilities. It discusses what big data is, the characteristics of big data including volume, velocity, variety and veracity. It then covers IBM's big data platform which includes products like InfoSphere Data Explorer, InfoSphere BigInsights, IBM PureData Systems and InfoSphere Streams. Example use cases of big data are also presented.
What is the impact of Big Data on Analytics from a Data Science perspective.
Presented at the Big Data and Analytics Summit 2014, Nasscom by Mamatha Upadhyaya.
Big Data is one of the most prominent disruptive technologies available today. The potential it offers for business is truly astounding.
But what is it? Time for a crashcourse!
Data Analytics and the Small Audit Department: How to Implement for Big GainsCaseWare IDEA
Listen to playback of this webinar: https://www.casewareanalytics.com/webinars/data-analytics-and-small-audit-department-how-implement-big-gains
Most internal auditors recognize the need for data analytics and the improved coverage it offers. But did you know that even small audit teams can effectively leverage data analytics in their audit programs?
It is time to get through the excuses and join our experts as they as they debunk the myth that only large audit teams can use data analytics. This webinar discusses how small audit firms can start with an analytics program; how to leverage analytic techniques along with critical thinking at various phases of the audit process, including risk assessment, macro level audit planning and micro-level audit planning; and finally a methodical plan on how small teams can grow their data analytics program to increase their effectiveness and confidence in the internal audit process.
SLIDESHARE: www.slideshare.net/CaseWare_Analytics
WEBSITE: www.casewareanalytics.com
BLOG: www.casewareanalytics.com/blog
TWITTER: www.twitter.com/CW_Analytic
This document outlines Seth Familian's presentation on working with big data. It discusses key concepts like what constitutes big data, popular tools for working with big data like Splunk and Segment, and techniques for building dashboards and inferring customer segments from large datasets. Specific examples are provided of automated data flows that extract, load, transform and analyze big data from various sources to generate insights and populate customized dashboards.
The document discusses six emerging trends in business analytics:
1. Humans and machines will increasingly work together in complementary roles, with machines handling tasks like data processing and humans focusing on creativity, empathy, and oversight of machine performance.
2. Analytics capabilities are expanding across entire organizations, moving from isolated initiatives to enterprise-wide strategies aimed at creating "insight-driven organizations."
3. Cybersecurity is becoming more important and proactive, utilizing predictive analytics to anticipate threats rather than just reacting to attacks.
4. The Internet of Things is expanding to include people and generating new business models by aggregating and analyzing behavioral data.
5. Companies are getting creative in addressing talent shortages, collaborating more closely
Booz Allen Hamilton created the Field Guide to Data Science to help organizations and missions understand how to make use of data as a resource. The Second Edition of the Field Guide, updated with new features and content, delivers our latest insights in a fast-changing field. http://bit.ly/1O78U42
Going Big : Why Companies Need to Focus on Operational Analytics Capgemini
Over 70% of organizations surveyed now focus more on operational analytics than customer analytics. While operational analytics offers large potential benefits, few organizations are realizing that potential. Only 18% of organizations have extensively integrated operational analytics across business processes and achieved desired objectives, termed "Game Changers". Game Changers have a robust data strategy including integrated datasets, use of external and unstructured data, and high utilization of operations data. They have made analytics essential to operational decision making.
VergilTM is a data analysis tool that provides "High-Definition Analytics" to gain better insights from large amounts of data. It can consider more data factors than other tools and uses different data types together. VergilTM explains its predictions and constantly updates them based on changing conditions. This allows companies using VergilTM to identify the specific actions that will optimize outcomes. Case studies show how VergilTM helped companies increase revenues and reduce costs by determining the best product investments and marketing strategies based on comprehensive data analysis.
GovLoop Guide: Government Technology Year in ReviewGovLoop
This document provides a summary of key technology trends and developments in the US government in 2012. It begins with an overview of the results of a GovLoop survey of 250 government professionals on the most important technology trends of 2012 and those they are watching for 2013. It then details five major trends: the expansion of mobility in government; unlocking big data; cloud computing; bringing agile methodology to government projects; and increased use of social media. Each trend section identifies challenges, highlights successful case studies from 2012, and looks ahead to 2013. The document aims to serve as a roadmap for agencies to address challenges and provide a review of the past year in government technology.
Predictive and prescriptive analytics: Transform the finance function with gr...Grant Thornton LLP
As all businesses continue to collect, store and analyze more data than ever before, they face growing data challenges to support decision-making. Those who can leverage predictive and prescriptive analytics will differentiate themselves in the marketplace and gain a competitive advantage. In this report by Financial Executives Research Foundation Inc. and Grant Thornton LLP, we highlight insights from in-depth interviews with senior-level executives. These organizations use advanced analytics in their businesses to gain significant profit improvements. See more at - http://gt-us.co/1vv2KU9
Many internal audit departments are investing in data analytics, but are struggling to fully realize the anticipated benefits. By avoiding common pitfalls and implementing data analytics holistically throughout the department, stalled analytics programs can be restarted, or new programs more successfully implemented.
IRJET-Financial Distress Prediction of a Company using Data MiningIRJET Journal
This document discusses using data mining techniques to predict financial distress in companies. It begins by introducing data mining and some of its applications in finance like predicting bankruptcy, credit risk, and fraud detection. It then discusses previous bankruptcy prediction models like the Z-score model and techniques like logistic regression, decision trees, and neural networks that have been used. The document proposes using an F-score system to classify companies as healthy or distressed based on their financial data. It presents a methodology for a data mining process to analyze financial data, identify patterns, and build and evaluate a forecasting model to predict financial distress and help address the issue of bankruptcy prediction.
This document discusses analytical deployment in marketing. It begins by noting that while excuses for not deploying analytics are valid, they are not sufficient. It then outlines an agenda to discuss getting to the breadth and depth of analytics usage, getting to impact, and getting to change. Several slides provide details on understanding depth and impact, the benefits of analytics in increasing competitiveness and profitability, and a framework for understanding the different levels and ingredients required for effective analytics deployment across an organization. The document argues that analytical deployment can enhance performance across marketing domains and provides examples of impact. It acknowledges common responses against analytics usage but argues a minimum of four competences are needed to move from data to impact. Finally, it introduces THOM as an
This document discusses high performance analytics and summarizes key capabilities of SAS Visual Analytics including easy analytics, visualizations for any skill level, calculated measures, automatic forecasting, and saved report packages. It also provides examples of public data sources that can be analyzed in SAS Visual Analytics including agricultural production and pricing data from India.
Big Data & Analytics for Government - Case StudiesJohn Palfreyman
This presentation explains the future challenges that Governments face, and illustrates how Big Data & Analytics technologies can help address these challenges. Four case studies - based on recent customer projects - are used to show the value that the innovative application of these technologies can bring.
Big Data Startups - Top Visualization and Data Analytics Startupswallesplace
1010Data provides a cloud-based big data analytics platform that allows customers to analyze large datasets using simple interfaces. Their platform offers fast data processing, scalability, and tools for data integration, visualization, and sharing insights. Major customers include companies in financial services, retail, consumer packaged goods, telecom, and healthcare that use 1010Data to gain insights from large customer and transactional datasets.
IBM Big Data Analytics - Cognitive Computing and Watson - Findability Day 2014Findwise
1) The document discusses IBM's Watson cognitive computing system and its applications. It provides an overview of IBM's Watson products and solutions for areas like decision making, discovery, customer engagement, and data exploration.
2) Key Watson applications highlighted include solutions for healthcare treatment, mechanical system repair, and airline management. Watson is also being applied to areas like pharmaceutical research, education, and publishing.
3) The document outlines IBM's vision of integrating cognitive computing capabilities like Watson throughout its data and analytics portfolio to enable insights from all types of data.
This document discusses a presentation about big data and analytics on AWS. It describes what big data is, provides examples of AWS services for ingesting, storing, processing, analyzing and visualizing big data. It also provides examples of industries using AWS for data analysis and discusses Amazon Kinesis for real-time processing of streaming data. Finally, it discusses putting the various AWS services together in an end-to-end big data workflow.
Using Data Analytics To Enhance Spend Management Control In The Public Sector...Ee Chuan Yoong
This document discusses how public sector organizations can use data analytics to enhance spend management control. It explains that while ERP systems provide a wealth of financial data, tools are needed to make sense of the information. The document then explores different data analytics tools and techniques that can help users analyze spending patterns and detect anomalies. As a case study, it describes how the audit software IDEA was used to analyze staff claims data from an ERP system. Specific analyses identified potential duplicate medical receipts, double payments, and transport claims that did not comply with expense policies. The document emphasizes that data analytics allows auditors to review all transactions for exceptions rather than relying on samples.
The document provides an overview of IBM's big data and analytics capabilities. It discusses what big data is, the characteristics of big data including volume, velocity, variety and veracity. It then covers IBM's big data platform which includes products like InfoSphere Data Explorer, InfoSphere BigInsights, IBM PureData Systems and InfoSphere Streams. Example use cases of big data are also presented.
What is the impact of Big Data on Analytics from a Data Science perspective.
Presented at the Big Data and Analytics Summit 2014, Nasscom by Mamatha Upadhyaya.
Big Data is one of the most prominent disruptive technologies available today. The potential it offers for business is truly astounding.
But what is it? Time for a crashcourse!
Data Analytics and the Small Audit Department: How to Implement for Big GainsCaseWare IDEA
Listen to playback of this webinar: https://www.casewareanalytics.com/webinars/data-analytics-and-small-audit-department-how-implement-big-gains
Most internal auditors recognize the need for data analytics and the improved coverage it offers. But did you know that even small audit teams can effectively leverage data analytics in their audit programs?
It is time to get through the excuses and join our experts as they as they debunk the myth that only large audit teams can use data analytics. This webinar discusses how small audit firms can start with an analytics program; how to leverage analytic techniques along with critical thinking at various phases of the audit process, including risk assessment, macro level audit planning and micro-level audit planning; and finally a methodical plan on how small teams can grow their data analytics program to increase their effectiveness and confidence in the internal audit process.
SLIDESHARE: www.slideshare.net/CaseWare_Analytics
WEBSITE: www.casewareanalytics.com
BLOG: www.casewareanalytics.com/blog
TWITTER: www.twitter.com/CW_Analytic
This document outlines Seth Familian's presentation on working with big data. It discusses key concepts like what constitutes big data, popular tools for working with big data like Splunk and Segment, and techniques for building dashboards and inferring customer segments from large datasets. Specific examples are provided of automated data flows that extract, load, transform and analyze big data from various sources to generate insights and populate customized dashboards.
The document discusses six emerging trends in business analytics:
1. Humans and machines will increasingly work together in complementary roles, with machines handling tasks like data processing and humans focusing on creativity, empathy, and oversight of machine performance.
2. Analytics capabilities are expanding across entire organizations, moving from isolated initiatives to enterprise-wide strategies aimed at creating "insight-driven organizations."
3. Cybersecurity is becoming more important and proactive, utilizing predictive analytics to anticipate threats rather than just reacting to attacks.
4. The Internet of Things is expanding to include people and generating new business models by aggregating and analyzing behavioral data.
5. Companies are getting creative in addressing talent shortages, collaborating more closely
Booz Allen Hamilton created the Field Guide to Data Science to help organizations and missions understand how to make use of data as a resource. The Second Edition of the Field Guide, updated with new features and content, delivers our latest insights in a fast-changing field. http://bit.ly/1O78U42
Going Big : Why Companies Need to Focus on Operational Analytics Capgemini
Over 70% of organizations surveyed now focus more on operational analytics than customer analytics. While operational analytics offers large potential benefits, few organizations are realizing that potential. Only 18% of organizations have extensively integrated operational analytics across business processes and achieved desired objectives, termed "Game Changers". Game Changers have a robust data strategy including integrated datasets, use of external and unstructured data, and high utilization of operations data. They have made analytics essential to operational decision making.
VergilTM is a data analysis tool that provides "High-Definition Analytics" to gain better insights from large amounts of data. It can consider more data factors than other tools and uses different data types together. VergilTM explains its predictions and constantly updates them based on changing conditions. This allows companies using VergilTM to identify the specific actions that will optimize outcomes. Case studies show how VergilTM helped companies increase revenues and reduce costs by determining the best product investments and marketing strategies based on comprehensive data analysis.
GovLoop Guide: Government Technology Year in ReviewGovLoop
This document provides a summary of key technology trends and developments in the US government in 2012. It begins with an overview of the results of a GovLoop survey of 250 government professionals on the most important technology trends of 2012 and those they are watching for 2013. It then details five major trends: the expansion of mobility in government; unlocking big data; cloud computing; bringing agile methodology to government projects; and increased use of social media. Each trend section identifies challenges, highlights successful case studies from 2012, and looks ahead to 2013. The document aims to serve as a roadmap for agencies to address challenges and provide a review of the past year in government technology.
Predictive and prescriptive analytics: Transform the finance function with gr...Grant Thornton LLP
As all businesses continue to collect, store and analyze more data than ever before, they face growing data challenges to support decision-making. Those who can leverage predictive and prescriptive analytics will differentiate themselves in the marketplace and gain a competitive advantage. In this report by Financial Executives Research Foundation Inc. and Grant Thornton LLP, we highlight insights from in-depth interviews with senior-level executives. These organizations use advanced analytics in their businesses to gain significant profit improvements. See more at - http://gt-us.co/1vv2KU9
Many internal audit departments are investing in data analytics, but are struggling to fully realize the anticipated benefits. By avoiding common pitfalls and implementing data analytics holistically throughout the department, stalled analytics programs can be restarted, or new programs more successfully implemented.
IRJET-Financial Distress Prediction of a Company using Data MiningIRJET Journal
This document discusses using data mining techniques to predict financial distress in companies. It begins by introducing data mining and some of its applications in finance like predicting bankruptcy, credit risk, and fraud detection. It then discusses previous bankruptcy prediction models like the Z-score model and techniques like logistic regression, decision trees, and neural networks that have been used. The document proposes using an F-score system to classify companies as healthy or distressed based on their financial data. It presents a methodology for a data mining process to analyze financial data, identify patterns, and build and evaluate a forecasting model to predict financial distress and help address the issue of bankruptcy prediction.
This document discusses analytical deployment in marketing. It begins by noting that while excuses for not deploying analytics are valid, they are not sufficient. It then outlines an agenda to discuss getting to the breadth and depth of analytics usage, getting to impact, and getting to change. Several slides provide details on understanding depth and impact, the benefits of analytics in increasing competitiveness and profitability, and a framework for understanding the different levels and ingredients required for effective analytics deployment across an organization. The document argues that analytical deployment can enhance performance across marketing domains and provides examples of impact. It acknowledges common responses against analytics usage but argues a minimum of four competences are needed to move from data to impact. Finally, it introduces THOM as an
Enterprise Business Intelligence & Data Warehousing: The Data Quality ConundrumRTTS
The document summarizes the findings of a study on data quality challenges in business intelligence and data warehousing. It found that most companies test less than 10% of their data and experience issues from bad data like incorrect reports, poor delivery quality, and missed opportunities. Common challenges are a lack of automation in testing and not enough testing resources. The survey indicates that as data volumes continue growing, more comprehensive automated testing solutions will be needed to ensure data quality.
Integrated Demand Management-When Will We Start Using Downstream Data-7 Nov 2012Lora Cecere
For the purposes of this report, downstream data is defined as data that originates downstream on the demand side of the value chain. It can include point-of-sale data, T-log data, distributor data, social and unstructured data sources, retail withdrawal data and retail forecasts. Integrated demand signal management is the use of this data in a more holistic and integrated demand management process.
The use of channel data is evolving and this report is designed to give the industry an update on progress. Data for this report is based on two inputs: quantitative survey data from twenty-nine respondents (manufacturers) that use downstream data for integrated demand signal management, and qualitative input from attendees at an Integrated Demand Signal Management event that was attended by eleven manufacturers and four retailers. Data was collected in the fall of 2012.
While the study demographic is a small number, the respondents represent an experienced panel group. In the study, 90% of the respondents were using downstream data. The average time of usage is four years.
Maximizing the ROI in Supply Chain Planning - Insights from Quantitative Stud...Lora Cecere
This document provides an overview of research on supply chain planning technologies and their ROI. It finds that specialized best-of-breed solutions have faster implementation times and higher ROI than integrated ERP solutions. Standalone demand planning software sees higher satisfaction than supply planning software. The complexity of today's supply networks requires advanced planning technologies beyond spreadsheets. Network design technologies also show strong ROI when used to optimize global supply chain flows. To maximize benefits, companies should deploy industry-specific best-of-breed solutions alongside ERP for differentiation, while streamlining planning systems and processes.
1) Analytics use is on the rise in businesses, with more companies using it across their entire enterprise. Two-thirds have appointed analytics leaders and over half see senior leadership as committed to analytics.
2) Predictive analytics use has nearly tripled since 2009 as companies seek to anticipate the future. However, the demand for predictive capabilities exceeds current supply.
3) Analytics is primarily being used in customer-focused areas like marketing, sales, and customer retention to improve experiences and decision-making. However, companies still need to better link analytics insights to key business outcomes.
A Vision for Quantitative Investing in the Data Economy by Michael Beal at Qu...Quantopian
Quantitative Investors have long been charged with an exhilarating challenge - to derive insight from data. To support this ardor, a plethora of traditional data and technology vendors have entrenched themselves as critical partners in our pursuit of Alpha.
Over the last decade, a new partner in the pursuit of “automated truth from data” has emerged. Billions of dollars in Venture Capital funding have created an ecosystem of “Big Data”, “Cognitive Intelligence”, “Cloud Technology”, etc. companies seeking to extract information from anything and everything (e.g. unstructured text, sensors, satellites, etc.). This “Data Revolution” began in California and is now blossoming globally.
As “Silicon Alley” brings financial technology to the mainstream, what new opportunities await the ambitious? What disruptions threaten the complacent? And which historical analogs best illuminate the path forward for Quantitative Investors in the “Data Economy”?
Big Data Update - MTI Future Tense 2014Hawyee Auyong
The Futures Group first wrote about the emerging phenomenon of Big Data in 2010 as it was about to enter the mainstream. It was envisaged that Big Data would create a demand for new skills (Google has identified statisticians as the “sexy job of the decade”) and generate new industries. This report updates on the industry value chain and business models for the data analytics industry, latest developments as well as the opportunities for Singapore.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
Financial planning and analysis (FP&A) functions are at the forefront of guiding organizational performance and supporting the decision-making process. Over the years, the challenges faced by management have required different planning approaches and techniques. Some have stayed and become ‘the norm’, for example driver-based planning. Yet, at the same time, the technological systems that underpin FP&A’s work have been constantly evolving to support faster decision-making, more scenarios and increasing volumes of data.
The document discusses how government agencies can use data analytics to address challenges and improve services. It provides examples of how the State of Indiana is using data analytics to combat the opioid epidemic, how the US Patent and Trademark Office made patent data more searchable, and how the Government Accountability Office tracks Medicare fraud. The document also discusses descriptive, diagnostic, predictive, and prescriptive analytics and how real-time and forensic analyses drive value. Overall, the document promotes how data analytics can help government agencies deliver better outcomes.
Nipro Europe NV uses QlikView to analyze data from four different SAP systems across sales, operations, and finance departments. QlikView apps allow employees to find, analyze, and discuss relevant data to make better decisions more quickly. Benefits include eliminating manual data requests, reducing days sales outstanding, and improving data quality and consolidation times. QlikView provides an associative experience that automatically links related data for ad hoc analysis and strategic decision making.
This document provides guidance to finance executives on leveraging advanced analytics. It begins with an overview of the rise of advanced analytics and its potential value of over $1 trillion for businesses worldwide. It then describes the different stages companies can be at in their analytics adaptation - from laggard to adopter to leader. The rest of the document details the six key components of a holistic analytics strategy and provides a checklist of recommendations for each stage of adaptation to help companies advance their analytics capabilities.
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This document summarizes GovLoop projects in 2015 that transformed learning for government. It describes projects with the Federal Highway Administration, Small Business Administration, Federal Executive Institute, Young Government Leaders, Natural Resources Canada, National League of Cities, and Federal Retirement Thrift Investment Board. The projects implemented flipped classrooms, online training portals, virtual conferences, and mentoring programs to reduce costs and expand access to training across dispersed government workforces.
This document discusses the differences between teaching-focused design and learning-centered design. Teaching-focused design prioritizes the instructor passing knowledge to passive students, focusing on single topics and assessing student learning through tests. Learning-centered design emphasizes active student involvement, interdisciplinary topics, students evaluating their own learning through real-world application and viewing errors as opportunities to improve. While not always black and white, the document encourages shifting perspective to focus more on learner needs, skills and connecting new information to existing knowledge to support a continuous, interactive learning cycle.
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This document provides information about an online training session on critical conversations held on May 13, 2015. It lists the speakers, provides housekeeping details such as how to ask questions and get CPE credit. It outlines cooperation zones and strategies for having difficult conversations. These include identifying valued criteria, asking open-ended questions, thinking from the other perspective, being candid yet clear, networking for support, and documenting interactions. The document advertises upcoming leadership trainings from GovLoop and provides thanks and resources.
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This document discusses considerations for Internet of Things (IoT) solution design. It outlines key factors such as objectives, operational environment, technology environment, data consumers, analytics strategy, and data framework. It provides an example of how Intel's edge analytics platform can reduce data transfers by analyzing data at the edge. The document also describes Intel cloud services, edge and cloud analytics, and an end-to-end HVAC monitoring system using Intel hardware and software.
Internet of Things: Lightning Round, RonzioGovLoop
The document discusses the Veterans Health Administration (VHA) and opportunities for using sensors and remote monitoring. The VHA operates 151 hospitals, 300 vet centers, and other facilities that provided healthcare to over 6.4 million veterans in 2013. The document suggests sensors could help reduce hospital equipment and costs, improve patient mobility and data recording, and enable remote monitoring and diagnosis for medical issues like heart attacks, seizures, and elderly care. It was presented by Dr. Joseph Ronzio, Special Assistant to the Chief Health Technology Officer for the VHA.
Rodney Hite is a product manager for Big Data solutions at ViON. The document discusses the history and evolution of big data, from the earliest disk formats in the 1970s-80s that held kilobytes of data, to the present day where a variety of data sources generate huge volumes, velocities, and varieties of data. It outlines analytical techniques like semantic extraction, sentiment analysis, and predictive pattern analysis that can gain valuable insights from big data across domains like sports, security, fraud detection, and social media. The key to success is having an iterative strategy that focuses on desired results, future-proof technologies, integration, and using data scientists and engineers efficiently.
Internet of Things: Lightning Round, FritzingerGovLoop
Steve Fritzinger gave a presentation on virtualization and the Internet of Things. He discussed how inexpensive sensors can collect data with near zero installation and low power usage through mesh networks that are self-configuring and self-repairing. This data is analyzed using intelligent "fog" systems and new analysis tools, which can integrate with social networks and the sharing economy.
Internet of Things: Lightning Round, McKinneyGovLoop
Richard McKinney, the Chief Information Officer of the Department of Transportation, gave a presentation titled "The Data Tsunami: Making Transportation Safer & Smarter" where he discussed how collecting and analyzing data from vehicles, cameras, sensors and other Internet-connected devices could improve transportation safety and operations. He explained how connected vehicle technologies could help with intersection safety, commercial vehicle safety, and disseminating real-time road weather information. He also discussed potential applications in aviation like improved air traffic control and predictive maintenance, as well as uses in transportation planning such as travel demand modeling and smart parking.
Internet of Things: Government Keynote, Randy GarrettGovLoop
Randy Garrett gave a presentation on cyber security analytics and the Internet of Things for DARPA. Some key points:
- DARPA has a history of developing new technologies to provide strategic advantage for national defense.
- The interconnectivity enabled by modern technology has democratized access to sophisticated tools and information.
- Physical systems like vehicles are increasingly vulnerable to cyber attacks as they become more connected to networks.
- DARPA is pursuing research in areas like intuitive cyber situational awareness tools, encrypted computing, automated software analysis, and developing high-assurance cyber systems through formal methods.
Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722GovLoop
Here are the key definitions of innovation discussed:
- A new method, idea, or product: This is a common definition but it's broad and doesn't capture the essence of innovation - that it creates value.
- A change that creates a new definition of performance: This definition gets closer to capturing that innovation is about creating value. It's not just coming up with something new, but improving performance in a meaningful way.
The second definition - a change that creates a new definition of performance - is likely the most accurate one for understanding innovation in the context of this course. The goal is to implement innovations that make meaningful improvements, not just introduce changes for the sake of being different.
The document discusses identifying the target audience for an innovation. It defines target audience as the specific group an innovation is meant to reach. The key steps are:
1. Define the target audience by considering factors like demographics, needs, pain points.
2. Conduct market research on the target audience to understand their wants and how they might respond to the innovation.
3. Create a description of the target audience to guide development and marketing of the innovation.
This document provides guidance on describing an innovation and setting goals for its implementation. It advises creating a mission statement and goals for the innovation that align with the agency's strategic goals and are written accessibly and measurably. The document also stresses writing an innovation description that clearly states the benefits for the target audience and is accessible to all. Setting goals is important so the innovation's purpose is clear and its implementation is worth the effort required.
Building Powerful Outreach - Executive Research BriefGovLoop
You’ve done the research. You’ve gotten leadership buy-in. Your government program is set to start helping people. But if nobody knows about it, your program will never make a difference. It’s like if a public health department had prepared thousands of flu shots, but no patients showed up to get them. In this brief, we will tell you how to empower your outreach.
The document discusses how big data technologies can help organizations make better decisions by analyzing large, diverse datasets in real-time. It provides examples of use cases like fraud detection, predictive maintenance, and demand forecasting that have been revolutionized by big data solutions. The document also explains how big data has evolved from traditional data warehousing and how organizations can build on existing technology investments to implement big data strategies. Real-time analytics is said to get the right data in front of decision makers faster by consuming, analyzing, and visualizing historical and live data sources.
NoSQL is not only SQL, so it’s structured and unstructured data AND much of it is very important data, data that requires enterprise-grade features. I’m referring to all the features of Relational databases that large enterprises expect
In today's fast paced and digital world, many in government are looking to the cloud as a means to transform their agency. The cloud allows us to easily collaborate, share resources, receive on demand computing power, and change the way we deliver services to citizens. With the cloud, this all can be done faster and more efficiently than ever before.
Build Better Virtual Events & Training for your AgencyGovLoop
Build Better Virtual Events and Training for Your Agency
Meet In-Person to Learn How to Thrive Online
Conferences are being canceled, and training budgets have been trimmed, but government personnel still need to learn the latest developments in their areas of expertise. That's the crux of the problem facing agency leaders and human resources professionals that want to sustain a top-notch government workforce. Moving in-person events and training to an online forum is one solution, but it's not always easy to do it well.
A successful virtual training program has 3 key ingredients:
An interactive technology platform
Just-in-time, relevant content
Active facilitation by a skilled moderator
Social Media Presentation for The Center for Organizational EffectivenessGovLoop
Here are some examples of specific, measurable outcomes with clear definitions of achievement:
- Drive 100 people to register for our emergency preparedness workshop by promoting it on social media. Achieved when 100 unique visitors click through from our Facebook page to the registration form.
- Generate 50 volunteer signups to help with our annual park cleanup event. Achieved when 50 people complete the online volunteer form and select the park cleanup from the options.
- Receive feedback from 200 residents on our draft budget through an online survey promoted on Twitter. Achieved when 200 surveys are submitted with at least one question answered.
Does this help explain what outcomes should look like in a plan? Let me know if you need any clarification or have additional
Guide to Managing the Presidential Management Fellows (PMF) Application Proce...GovLoop
If you plan to apply for the Presidential Management Fellows (PMF) Program to make the Class of 2014, this guide is your core resource. We interviewed dozens of current and former PMFs, career advisors and agency PMF coordinators to provide both information and insight to help you navigate the process.
2. THEGOVLOOPGUIDE 3.
2. GOVERNMENTANALYTICS
WELCOME CONTENTS
About GovLoop - - - - - - - - - - - - - - - - - - - - - - - - - - - 4 Ten Steps to Leveraging Analytics in the Public Sector - - - - - - - - - - - - 29
1. Collaborate with peers and work across silos to share data and resources
2. Strong leadership needed
Executive Summary - - - - - - - - - - - - - - - - - - - - - - 5 3. Clear vision of how to use analytics to solve a problem
Are you using analytics in your agency? 4. Identify the right data
Unlocking the Power of Government Analytics 5. Address challenges for implementation
6. Assess workforce and build analytics support team
Expert Insights: Three Steps to Implement Analytics - - - - - - - - - - - 7 7. Pilot – start small and build quick wins
8. Choose the proper reporting techniques
9. Map to strategic needs at agency
Overview of Government Analytics - - - - - - - - - - - - - - - - - - 11 10. Understand any cultural shifts that may take place
What are the benefits of analytics in government?
What are some of the challenges for government analytics?
Volume of data 5 Questions to Ask for Analytics Initiatives - - - - - - - - - - - - - - - - 35
Variety
Velocity Final Thoughts & Acknowledgements - - - - - - - - - - - - - - - - - - - 38
Identifying value
GovLoop Resources - - - - - - - - - - - - - - - - - - - - - - - - - - 39
Data Driven Decisions: How Analytics Transforms Services - - - - - - - - - 17
A case study from Evanston Public Library
Increasing Transparency Initiatives Through Analytics - - - - - - - - - - 21
A case study from Maryland StateStat
5 Lessons Learned from Maryland State Stat Case Study
Fighting Waste, Fraud and Abuse through Analytics - - - - - - - - - - - - 25
A case study from Centers for Medicare & Medicaid Services (CMS)
3. THEGOVLOOPGUIDE 5.
4. GOVERNMENTANALYTICS
ABOUT GOVLOOP EXECUTIVE SUMMARY
Location
GovLoop is headquartered in Washington D.C GovLoop’s report, Unlocking the Power of Gov- data infrastructure to support improved deci-
with a team of dedicated professionals who ernment Analytics, will provide an overview sion-making through analytics.
share a commitment to connect and improve
government.
of government analytics, identify leading case
studies, and integrate the results of a recent In a survey of the GovLoop community, par-
GovLoop GovLoop survey from 280 members of the ticipants were asked if they are using analyt-
734 15th St NW, Suite 500 GovLoop community. Further, this report will ics in their agency. Overwhelmingly, agencies
Washington, DC 20005 provide ten steps to leverage analytics within reported they are indeed using analytics in
Phone: (202) 407-7421 a government agency. This report includes ex- some capacity. In the survey, 57 percent of re-
Fax: (202) 407-7501 pert interviews from: spondents stated, “Yes - but a very basic lev-
el,” 12 percent stated that they rely on robust
John Landwehr, Vice President of Digital Government analytics, 12 percent also stated they are cur-
Solutions, Adobe rently exploring how to best use analytics, and
Nils Engel, Solutions Engineer, Adobe 19 percent stated they are not using analyt-
Karen Danczak-Lyons, Library Director, City of ics yet, but would like to learn more. From our
Evanston survey, it is clear that agencies understand the
Beth Blauer, former Maryland StateStat Director power of government analytics, and that there
Staff Members, Centers for Medicaid and Medicare is enormous potential in using analytics to re-
Services duce costs, increase efficiencies and improve
service delivery.
The case studies highlighted in this report iden-
tify strategies for agencies to identify cost sav- At GovLoop, our mission is to “connect govern-
ing measures, improve performance and effi- ment to improve government.” Consistent with
ciency, and develop new strategies to enhance our mission, this report provides improved
customer service through analytics. Undoubt- awareness to the power of government analyt-
edly, analytics is transforming the way govern- ics to help transform and modernize govern-
ment operates and delivers services to custom- ment agencies. With any questions about this
GovLoop’s mission is to connect government to day, GovLoop is the leading site for addressing ers. At all levels of government, agencies are report, please reach out to Pat Fiorenza, Senior
improve government. We aim to inspire public public sector issues. now challenged to reduce costs, improve effi- Research Analyst, GovLoop.
sector professionals by acting as the knowl- ciency, and implement innovative measures to
edge network for government. The GovLoop GovLoop works with top industry partners to meet the complex needs of an agency.
community has over 60,000 members work- provide resources and tools to the government Not Yet - 19%
ing to foster collaboration, solve problems and community. GovLoop has developed a variety On a day-to-day basis, government agencies 12% 12% but would like to learn more
share resources across government. of guides, infographics, online training and collect, create, store and manage large vol- Currently Exploring - 12%
educational events, all to help public sector umes of data. Whether the data is from trans- 19% how to best leverage analytics
The GovLoop community has been widely professionals become more efficient Civil Ser- actions online, visits to web pages, interactions Yes - 57%
recognized across multiple sectors. GovLoop vants. on social media, government agencies are cre- 57%
but at a very basic level
members come from across the public sector. ating enormous volumes of data daily. Like- Yes - 12%
Our membership includes federal, state, and GovLoop’s 2012 Technology in Review Report wise, the data collected is either in structured we rely on robust analytics to meet agency goals
local public servants, industry experts and pro- is sponsored by Cisco, Google, GovDelivery, HP, and unstructured formats, which makes ex-
fessionals grounded in academic research. To- IBM, Oracle and Microsoft. tracting knowledge a challenge. In some cases,
decision makers do not have access or the right Are you using analytics in your agency?
4. THEGOVLOOPGUIDE 7.
6. GOVERNMENTANALYTICS
Unlocking the Power of
Government Analytics
Expert Insights: Three Steps to
Implement Analytics
In an environment where agencies are looking based as well as behind your firewall. So we can
to streamline activities, maximize efficiency provide anything from standard web reporting,
and significantly decrease waste, fraud and what people are doing on your website, how
abuse, a comprehensive analytics solution they get there, are they able to get to the end
should be considered by government agencies. goal of the website, and all the way to very ad-
vanced analytics on the web data. Adobe can
John Landwehr, Vice President of Digital Gov- also see if people are trying to hack into your
ernment Solutions and Nils Engel, Solutions website, or doing things that they shouldn’t be
Engineer of Adobe provides expert insights on your website, and then are able to under-
how to implement an analytics program in the stand specifically where those attacks are com-
public sector. ing from.”
With the volume, variety, and velocity in which To address the need to serve agencies with
data is collected by government agencies, both low and high security requirements, Ado-
analytics software helps “organizations better be has created differing programs to provide
manage their systems by measuring the effi- varying levels of services to a myriad of clients.
ciency, usage, trends, interactions, and the cor- These programs can exist on the cloud or be-
relations of people, places, and things within hind a firewall. Such software can serve both
their organization,” states Nils Engel, Solutions small companies that are curious about the
Engineer at Adobe in a recent interview with success of an application, or agencies in the in-
GovLoop. telligence community that desire to use com-
plicated analytics but need tighter security.
In our interview, Landwehr, described a few of
the activities Adobe’s software completes for The variety of activities that analytics software
its clients: can complete ranges from complicated security
analysis to simple data interpretation. Through
“Adobe provides solutions that are both cloud- analytics, programs can measure the potential
6. THEGOVLOOPGUIDE 11.
10. GOVERNMENTANALYTICS
Overview of Government
Analytics
With the explosion of data in the public sector, tive analysis, explanatory and predictive mod-
government agencies are now challenged to els, and fact-based management to drive deci-
identify ways to unlock the power of govern- sions and actions.” (i)
ment analytics. Agencies are exploring ways
to manage and store large volumes of data In many cases, analytics has improved ser-
collected on a day-to-day basis. Whether it in- vices, increased transparency, and provided
volves transactions online, visits to web pages, increased accountability to government pro-
or interactions on social media, government grams. Wazlawik continues:
agencies are creating enormous volumes of
data daily. “Given the reality of budget constraints and a
seemingly endless supply of data, the advan-
Ami Wazlawik, a former GovLoop Research Fel- tages of using analytics are clear. A fully de-
low, writes on GovLoop that analytics is “the veloped analytics system, however, does not
extensive use of data, statistical and quantita- simply appear overnight. Agencies need mon-
7. 10
THEGOVLOOPGUIDE 13.
12. Government GOVERNMENTANALYTICS
Case Studies & ey, staff, appropriate data and said one GovLoop survey par-
Analytics Resources technology, supportive lead-
What Are the Benefits of Analytics in Government? ticipant.
ership, and a goal or target, to
really make the best use of an- One of the core challenges for
alytics. Leaders need to work Improved Efficiency and Productivity 85% government employees is un-
to integrate analytics into the derstanding the sheer num-
work and culture of their re- ber of data points that are
1. HowTo.Gov: Digital Metrics for Federal
spective agencies, and need
to encourage cooperation be-
Drives improved decision making 78% created by the agency. In a
recent white paper, Accelerat-
Agencies tween agencies and partner- ing Government Intelligence to
ships with outside organiza- the Speed of Thought, Adobe
tions, when needed.” Manages Resources/budgets and control costs 68% writes:
2. CDC eHealth Metrics Dashboard Wazlawik could not be more “The sheer magnitude of the
accurate in her assessment. Transparency and Accountability 68% data that needs to be combed
is staggering. In today’s digital
3. EPA Site Statistics To further reinforce Wazlawik’s world, individuals, corpora-
observation and to ground it tions, organizations, and gov-
in feedback from the GovLoop Control Waste, fraud and abuse 46% ernments all generate huge
4. USDA Page-Tagging Metrics Strategy community, consider some of volumes of data. Every phone
the results from a survey Gov- call, credit card transaction,
Loop conducted on analytics, and visit to a website creates
which elicited 280 responses. as the core benefit of analytics emerged from participant re- a data point that is collected
5. City of Boston In that survey, participants (68 percent). Respondents also sponses to the GovLoop sur- and stored in a different sys-
were asked to define the ben- stated other benefits of analyt- vey. The challenges were the tem. This translates to massive
efits of analytics. The results of ics, such as: volume, variety, velocity, datasets for analysts to access
6. U.S GAO Cost Effectiveness Evaluation two questions from the survey value of the data collected. and manipulate.”
can be found below. “Find the story lines you want These findings are consistent
to tell. See if data will speak to with current trends around big As this report has already indi-
7. Web Metrics Among CENDI Agencies What are the benefits of that,” data, analytics and data use in cated, the challenge for gov-
analytics in government? the federal government. Our ernment employees is how to
“Analytics helps tell the story of findings reinforce the need for best map data to solve organi-
Survey participants were why investments in website are improved education on how zational challenges. With large
8. Los Angeles County Child Care Fraud asked to define the benefits important. Their use helps de- agencies can best leverage volumes of data, it is impera-
of adopting an analytics initia- fine ROI and makes a case for data and analytics within their tive that agencies identify the
tive. Participants could select web investments,” agency. right data to solve the prob-
9. Washington DC Fire Hydrant Tracking all answers that applied from lem they have addressed.
and Assessment among transparency and ac- “Decisions made from numeri- Volume
countability; improved effi- cal data rather than gut feel,” Variety
ciency and productivity; con- and, The biggest challenge with
trol waste, fraud and abuse; government analytics is the A second challenge is that data
10. North Carolina Dept. of Health and manages resources, budgets “Better allocation of human re- ”associated costs and time re- comes in a variety of forms,
and controls costs; and drives sources - time, energy, talent.” quired to make the right de- and standardizing informa-
Human Services Fraud Detection improved decision-making. cisions on what, when, who, tion can potentially be a large
Respondents selected “drives On the other hand, four chal- how, in regards to collecting, undertaking for government
improved decision-making,” lenges for analytics also managing and using the data,” agencies. The Adobe report
(i) Davenport, T. H., & Jarvenpaa, S. L. (2008). The Strategic Use of
Analytics in Government. Page 58.
8. THEGOVLOOPGUIDE 15.
14. GOVERNMENTANALYTICS
further states: and so forth. Lastly, unstruc- challenge also involves work- tion, benchmarking is difficult
tured data is constantly be- ing collaboratively across an when exceptions are made for
“Data is in a multitude of dispa- ing generated such as blogs, agency to provide access to every 1 special case.”
rate data types. Transactional comments on articles, discus- data that will be critical to the
data that provides information sion forums, email, and other analytics program. Velocity
about events, such as credit socially driven communication
card purchases, the details of and commentary. Combining One respondent to the Gov- Data can change the minute
a cell phone call, or an airline these disparate data types into Loop survey confirmed this or second it is captured. With
flight booking. There is also one common environment for challenge, indicating that the speed at which data is col-
streaming data, or a continu- analysis is a daunting task.” one of her top hurdles was, lected and moves, an analyst
ous flow of log-type informa- “Data entered multiple times is challenged to keep up with
tion that follows movement, Although this is a daunting in multiple places. Also, data rapidly-changing data sets.
such as a web log that streams task for government agen- validation is a huge issue as This is where an analytics solu-
information on what a user is cies, standardizing this data is culture that lives and dies tion can be imperative to the
doing—every page visited, ev- is imperative to leverage gov- by complicated and com- success of an analytics pro-
ery click, every item viewed, ernment analytics. Part of the plex spreadsheets. In addi- gram, as an analytics solution
can be seamlessly integrated
to the decision making pro-
cess to track data and make
data-based decisions.
What are some challenges of government analytics? Value
For government agencies, one
Various Types of Data collected
63%
constant challenge is identi-
fying what data is high value,
Difficult to find Relationships and what data may just be
clutter. One survey respon-
dent described this challenge
as, “Parsing data to determine
Access to Information
56%
what applies to my program
versus the overall agency.”
Does not have access to right data Some data might be more
valuable than other data for
addressing challenges within
an agency. For government
Storing and managing large
42%
leaders, they need to clearly
articulate which information
volumes of data will allow them to make the
soundest data-based decision.
speed at which data is created
hard to make sense of volume 38%
9. THEGOVLOOPGUIDE 17.
16. GOVERNMENTANALYTICS
Data Driven Decisions:
How Analytics
Transforms Services
A case study from Evanston
Public Library
Public libraries continue to be an important GovLoop recently spoke with Karen Danczak-
gathering place for communities. Libraries Lyons, Library Director of the Evanston, Illinois,
serve as meeting locations, provide access to Public Library. The interview highlights how
the Internet, and function as a knowledge hub the City of Evanston Library has used data to
for people to research information. transform library services, and update systems
to keep pace with service demands from pa-
Libraries across the country are undergoing a trons. Danczak-Lyons states, “Traditionally, es-
transformation in how services are delivered, pecially at public libraries, we have looked at
and libraries are rapidly changing their service circulation as indicators of usage, but we are
delivery models. As people have become in- really broadening as our service delivery mod-
creasingly reliant on technology, libraries have els have changed.”
been adapting to the new ways people con-
sume information. In order to keep the pace of Many of the changes Danczak-Lyons highlights
technology advancements, many public librar- in the interview were also reflected in a re-
ies are using analytics, and using data to mod- cent Pew study published in January of 2013,
ernize services and offerings to patrons. Library Services in the Digital Age. The study
10. THEGOVLOOPGUIDE 19.
18. GOVERNMENTANALYTICS
rint is shrinking
and trending tinue to provide traditional that the library tracks informa-
library resources. The Pew Re- tion around desktop comput-
more towards online data- port states, “The availability of ers. The library looks at wait
free computers and internet time and demand for public
bases and websites, so we access now rivals book lend- access to a computer. Know-
are looking at usage pat- ing and reference expertise ing this information, staff can
as a vital service of libraries. decide what kind of invest-
terns, which help guide Further, the report finds that ments to make for internet
77 percent of people say free use, whether that is decisions
investment decisions.” access to computers is a “very around installing new comput-
important” service provided ers or providing more band- data, desktop computers, re-
Karen Danczak-Lyons, by libraries. width for internet access. “We search databases, all have
Library Director, Evanston, Illinois, track not only internet sessions been made due to advanced
Public Library
In Evanston, as is true across used, but the demand and wait knowledge of how patrons are
the country, the public library time for computers guides us accessing information. “Our
shows how library patrons is one of the only spots people into decisions of where and patrons have their own devic-
desire an expansion of digital can receive free internet ac- what kind of computers to in- es, not necessarily a computer,
services, and continuation of cess. Danczak-Lyons states: stall,” states Danczak-Lyons. maybe a tablet or smartphone
print services. Danczak-Lyons they want to use to access the
expressed a very similar senti- “For many parts of our patron 3 Lessons Learned from internet, so we use this data to
ment as the Pew study, stating: base, we are the only internet Evanston Public Library programming forward,” states ing. Analytics is essential to know if we need to invest in
access they have. With so many Danczak-Lyons. this process, and knowing that more bandwidth for internet,”
“Print is shrinking and trend- people losing their jobs, and The Evanston public library is a decision is grounded in data states Danczak-Lyons.
ing more towards online da- can no longer use the internet an excellent case study as to No matter how large or small can help decision makers ar-
tabases and websites, so we through work, or they can no how using analytics and data the decision, clarity when mak- rive at a difficult and challeng- 3. Set Success Met-
are looking at usage patterns, longer afford it at home, we can help improve decision- ing a decision is essential. This ing decision. rics
which help guide investment are creating the second digi- making. The conversation with does not mean that decisions
decisions. Not that we will ever tal divide, so people that have Danczak-Lyons offered many are made in a robotic fashion. 2. Use Data to Define Critical to the success of a pro-
get rid of print resources, but used the internet and value it, best practices, lessons learned In fact, the calmness and clar- Customer Needs and gram is setting performance
depending on the quality and but no longer can afford it are and tips for those invested in ity of a leader while making Demands metrics and understanding
depth of the resources of the now returning to public librar- an analytics program. Below decisions shows the ability to how success is defined for an
database, that’s something we ies more and more.” you will find the top three les- manage emotions, and ratio- “You need to be clear how you organization. As Lyons states,
look at strategically and shift sons learned from the Evan- nalize each decision. It’s an im- are defining and collecting “Identifying at the front end
our resources more and more Other data that Evanston Pub- ston Public Library. perative skill for leaders, who these data points, and what of what you’re going to mea-
into that area.” lic Library collects includes are constantly learning how is brought into an analysis sure and how, and trying to
internet use data, foot traffic, 1. Take Emotion Out to manage emotions, in order to reach a conclusion,” states describe what success looks
Clearly, libraries are transition- database use, and website an- of Decision Making to make the right decision for Danczak-Lyons. like, so you know what success
ing how services are delivered. alytics. All of this data is used their organizations. When ar- looks like when you see it.” This
Much of the transformation is to improve the quality, and “Analytics helps take emotion ticulating a position and ex- At the Evanston Public Library, process is essential for manag-
due to how the internet has kinds of services that are col- out of the decision making. plaining a decision, it’s not just clearly data has been collected ers. By defining success, agen-
dramatically changed how lected. When resources are scarce or taking into consideration hard and used to make informed cies can set benchmarks, mea-
people access information. As limited and the need is great, facts; it’s acknowledging and decisions about how to best sure against past performance,
libraries adjust their services, An analytics example that finding a fact based way to empathizing with the very hu- use data to improve services. and identify new methods to
they are challenged to con- Danczak-Lyons identifies is make decisions can help move man element of decision mak- Decisions around wireless improve services.
11. THEGOVLOOPGUIDE 21.
20. GOVERNMENTANALYTICS
Increasing Transparency
Initiatives Through
Analytics
A case study from Maryland
StateStat
Transparency is cited by public and private had a high murder rate, poverty was rampant
agencies as one of the major benefits of using and trash lined the streets. Local federal em-
analytics. While companies in the public and ployees would be absent at work and neces-
private sectors may ultimately have differing sary tasks would go unfinished. New York City,
goals, their use of data to improve transpar- which had experienced these problems a de-
ency can be very similar. Transparency can be cade earlier, was now using a program called
described as providing the public with large CitiStat to collect data and then analyze it to
amounts of data about a company or agency in learn more about the crime and other issues
order to represent its activities. This informa- that plagued the city in search of remedies.
tion can reflect spending, and potentially gain O’Malley decided to replicate New York CitiStat
support and trust from the public. It can also to address similar challenges in Baltimore.
benefit the agencies themselves. Maryland
StateStat has harnessed the power of analytics O’Malley wanted to run government like a
to transform Baltimore. business in the sense that government agen-
cies would have a more concrete awareness
In the late nineties, Martin O’Malley came to of- of assets and functions. For example, O’Malley
fice as mayor of Baltimore. At the time the city wanted to be able to know how many trash
12. THEGOVLOOPGUIDE 23.
22. GOVERNMENTANALYTICS
removal trucks Baltimore had 5 Lessons Learned Mary- stituents can understand their maintained by the Federal
and where they were sched- land State Stat capabilities and limitations of Government is a national as-
uled to pick-up, so if trash was an agency and then created set.”
left on the side of the road, 1. Know Your Agency expectations and goals.
there was a clear path to hold- Maryland StateStat, according
ing someone accountable. On Blauer identifies, “getting your Blauer states, “The use of data to Blauer, “was not designed
a larger scale, the Mayor want- data all in one place provides and analytics from a baseline as a transparency initiative;
ed to cut down violent crimes an enormous opportunity to perspective helps agencies we were a performance man-
and to work on sustainability baseline and figure out where create more realistic strategic agement initiative.” The goal
projects, all of which he cur- you are.” Analytics provides goals, and strategic planning initially was to improve pro-
rently accomplished or is on the opportunity for an agency in government helps you con- ductivity; however, by using
track to accomplish. O’Malley to look at itself more objec- textualize what you’re trying analytics State Stat learned
was able to succeed because tively. Through analytics ini- to do.” In the end, both the how to collaborate and com-
of the transparency that came tiatives, agencies can reveal agency and the public will be municate with all of their part-
from using analytics. This has places where spending needs more satisfied with project ners to provide a more trans-
since been used for the col- to decrease, how to improve outcomes. parent work process.
lecting and analyzing data for communication across an or-
the rest of the state of Mary- 3. Hold People Ac- Through Blauer’s interview, we and the public may still not determine what data it already
ganization and clearly define
land. countable and Recog- have learned about the ben- understand its benefits. If an has and what type of informa-
the quality of the services the
nize the Importance efits that come from harness- agency makes data and the tion will be needed, thus creat-
agency provides.
To get more insight on the of Leadership ing data and using it to benefit results of the analytics avail- ing a baseline.
effects of analytics and the the functions of a local gov- able then this transparency
2. Have Realistic
benefits of transparency in Accountability also lies at ernment agency. As one of the will allow the public to see the Blauer points out that “base
Goals
the public sector, GovLoop the heart of the desire for in- first states to widely use ana- agency’s analytics program lining helps you strategically
interviewed Blauer, a former creased transparency. Presi- lytics, Maryland StateStat has value. On the Maryland State- figure out where you want to
Before analytics, government
employee at Maryland State dent Obama stated, “Transpar- shown the value of increased Stat website, there is a section be, so you can start building
agencies had to rely on anec-
Stat. According to Beth Blauer, ency promotes accountability transparency. called “Open Data Portal” that your goals and not make de-
dotal evidence, limited data
there are three major advan- and provides information for provides statistics from every- cisions based on anecdotes
and the desires of leaders. With
tages to using analytics to cre- citizens about what their gov- Blauer described leadership as thing from number of arrests or not based on evidence.”
data being widely available,
ated transparency of local gov- ernment is doing. Information the most important step in any to greenhouse gas emissions. The data needs to be verified
agencies employees and con-
ernment. analytics initiative. “Leadership By providing this information, so that decisions are concrete
is the first thing,” She said, “you citizens can know the state of and can be understood by em-
need to have a cheerleader.” their city and the efforts that ployees and the public. In the
Leadership provides legitima- their local government is mak- beginning, says Blauer, many
cy in the efforts of government ing to improve their commu- employees and constituents
employees. If a visible leader nity. may question the validity of
spearheads or supports an ini- the data but “when you have
tiative, then other employees 5. Collect Right Data an analytics tool that is con-
and constituents will be more and Develop Baselines stantly utilizing the data, over
likely to support and trust the time your data is evolving. We
program. When it comes to analytics, were constantly testing the
data is the most important as- data and comparing it to other
4. Show a Clear Busi- pect. This data needs to be in- data, making sure we under-
ness Value formation that will support the stood the data very well. We
efforts of an agency. To deter- saw the quality increase over
Though analytics adoption is mine the type of data an agen- time.”
increasing, local governments cy needs, the agency needs to
13. THEGOVLOOPGUIDE 25.
24. GOVERNMENTANALYTICS
Fighting Waste, Fraud
and Abuse through
Analytics
A case study from Centers for Medicare
& Medicaid Services (CMS)
GovLoop recently had the opportunity to speak ed a thorough analysis of the Fraud Prevention
with staff members from the Centers for Medi- System (FPS) in a recent report to Congress.
care and Medicaid Services (CMS). CMS staff
provided expert insights on the importance of The FPS was required under the Small Business
analytics to control waste, fraud and abuse. In Jobs Act of 2010 (SBJA). In the report to Con-
2010, CMS and the Department of Health and gress, CMS staff states:
Human Services (HHS) launched an aggressive
campaign to reduce fraud for medical claims. “Since June 30, 2011, the FPS has run predic-
tive algorithms and other sophisticated ana-
To meet their goals of reducing fraud, CMS de- lytics nationwide against all Medicare fee-for-
veloped a new anti-fraud tool using predictive service (FFS) claims prior to payment. For the
analytics and real-time data to spot abnormali- first time in the history of the program, CMS
ties for fee-for-service claims. CMS has provid- is systematically applying advanced analytics
14. THEGOVLOOPGUIDE 27.
26. GOVERNMENTANALYTICS
against Medicare FFS claims
on a streaming, nationwide
basis.” he ability to link providers
The SBJA identifies specific through their social networks
functional requirements of the
predictive analytics technolo-
gies for CMS. This report iden- helps CMS and its law enforcement partners
tifies the following require-
ments for CMS: unravel the complex relationships among
Provide a comprehen-
sive view of Medicare FFS fraudulent providers and between providers
provider and beneficiary
activities to identify and and beneficiaries.”
analyze provider networks,
billing patterns, and ben-
Staff Members, CMS
eficiary utilization patterns Report to Congress
and identify and detect
patterns that represent a
high risk of fraudulent ac-
tivity
Integrate fully with the
Medicare FFS claims flow
tem, CMS worked across sec- Anomaly Detection Models period, the FPS can alert an in- tion; whereas independently, behavior. This process allows
Analyze large datasets for
tors to learn best practices vestigator to inspect the claim those factors may not be sus- them to understand trends,
unusual or suspicious pat-
from the telecommunications The first model that is used by prior to payment.” picious.” and since information is occur-
terns or anomalies before
and banking industry. CMS is the anomaly detection ring in real-time, FPS is able to
payment and prioritize
model, which is a sophisticat- Predictive Analytics Social Network Analysis immediately spot fraud, saving
suspicious activity
The report to Congress iden- ed model that defines thresh- the time of investigators and
tifies three analytic strategies olds of acceptable behavior. CMS has also developed rigor- Social network analysis mod- CMS staff.
Capture outcome informa-
that CMS has implemented: This model compares an indi- ous predictive analytics mod- els are also used by CMS to
tion to continually refine
anomaly detection models, vidual providers behavior pat- els to spot and identify fraud- identify links to fraudulent CMS staff mentioned that for
and enhance the system
predictive models, and social terns and contrasts with that ulent claims. This model uses complaints. “The ability to link those getting started with an-
network analysis. of a peer group. The report data collected from previous providers through their so- alytics, it is essential to clearly
Prevent payment of fraud-
states, fraud cases to help predict fu- cial networks helps CMS and define the problem that is be-
ulent claims.
In our interview, CMS staff ture instances of fraud while its law enforcement partners ing solved, be sure the right
identified that through robust “Certain behaviors and charac- allowing CMS to investigate unravel the complex relation- data is collected, and identify
The Fraud Prevention System
analytics adoption, the agency teristics that indicate potential suspicious complaints. The ships among fraudulent pro- resource needs for an analytics
(FPS) developed by CMS uses
is able to improve the alloca- fraud may also be indications CMS report states, “Develop- viders and between providers project.
predictive analytics technol-
tion of investigative resources of acceptable behavior. For ing predictive models requires and beneficiaries,” states CMS.
ogy to identify and prevent
and become more efficient example, if a provider bills for advanced analysis because a
medical fee-for-service (FFS)
identifying and finding fraud- many more services than are fraudulent claim may become The FPS has saved CMS millions
claims. Since June 2011, CMS
ulent claims. normally performed by simi- apparent only when factors of dollars, and allowed CMS to
has been using FPS to screen
lar providers in a defined time are considered in combina- identify claims and patterns of
FFS claims. To build the sys-
15. THEGOVLOOPGUIDE 29.
28. GOVERNMENTANALYTICS
Ten Steps to Leveraging
Analytics in the
Public Sector
Whether you are looking to implement predic-
tive analytics, or to use your web data in a more Collaboration is also essential for analytics
compelling way, this report highlighted com- adoption. Agencies will have to work collab-
mon challenges, case studies, and strategies to oratively across departments to share informa-
get you started. This report concludes with ten tion and resources. This will also build trust,
steps to truly leverage analytics in the public improve communications and help to develop
sector. a culture of analytics across the agency.
1. share data and resources 2. Find strong leadership
There is enormous value in finding and talking Leadership needs to be in support of the ana-
to people with similar challenges and have al- lytics program, provide adequate resources
ready worked through challenges while adopt- and clearly chart a course for an analytics ini-
ing analytics programs. Peers within an agency tiative within the agency. Without leadership,
can serve as an imperative resource for the suc- analytics initiatives will not be able to fully le-
cess of any analytics program. verage all the potential of making data driven
16. THEGOVLOOPGUIDE 31.
30. GOVERNMENTANALYTICS
ics is still emerging within the cess with broader analytics
Start by understanding what public sector, and although adoption. By starting small,
data is needed to solve the there is a clear value for analyt- many challenges can be ad-
problem, and know where to ics, it can be faced with resis- dressed with more attention,
access, share and store this tance. Like any new initiative and can ease implementation
information. This process is that is disruptive to an agency, efforts as the analytics pro-
critical, and agencies need to innovators must elicit support grams scales to the rest of the
know that the data they have is from their peers and senior of- agency.
the right data for the problem ficials.
they are trying to solve. Once 8. Choose the proper re-
the right data has been iden- Although budgets may not porting techniques.
tified, agencies can begin to be flexible enough to allow
benchmark data and measure it, typically it makes sense to This report touched on a
against past performance for have an analytics group within few of the report techniques
any indicators they define. As the agency. A small, focused that can be used for govern-
one survey participant identi- and passionate team is neces- ment agencies. They need to
fied, “Benchmarking as anoth- sary for analytics. Team mem- be sure that the techniques
er data point to judge success; bers should feel empowered match the needs of the orga-
informed decision making.” to work in high functioning nization. In many instances,
and collaborative environ- agencies are collecting vari-
5. Address challenges for ments. With a passionate team, ous kinds of data across the
implementation. analytics can move to broader agency, combining data from
adoption at the agency. different sources and running
Analytics presents a lot of chal- advanced analytics programs.
lenges. Be sure to map these 7. Start small and build Clearly, to streamline informa-
out front and think strategi- quick wins through a pilot. tion, agencies need to set re-
cally how to solve and work porting strategies for different
through challenges. One strat- “It may cost and take time to channels and resources. It is
egy is to engage core stake- run through scenarios/do a the responsibility of agencies
holders up front, and continue feasibility study before in- to present a coherent report-
to integrate them throughout stallation, testing, and imple- ing strategy to its employees
the process. This means clear- mentation, but it’s worth the and constituents that cater to
ly defining impact on related trouble,” states a survey par- a specific analytics need.
programs, which employees ticipant.
decisions. Leaders should en- truly successful, the program learned the best analyses are
will be directly involved, and 9. Map to strategic needs
strategies needed. Like many IT initiatives, ana- at the agency.
courage analytics programs needs to be clearly mapped to- best completed by those who lytics programs will take some It’s imperative that the agency
within an agency, and work to wards an organizational chal- have a clear understanding
craft a culture that makes data lenge or deficiency that can be of the mission of the agency
6. Assess workforce and time, and agencies should fo- map out the strategic goals of
build support team. cus on small iterations to im- analytics and what problem
based decisions. solved with proper data analy- and defined goals of the web- prove. Success will not occur they are trying to solve. Once
sis. sites. Additionally, there must overnight. If agency leaders
Training for analytics is essen- that foundation is set, agencies
3. Get a clear vision of how be a plan for implementation
tial. Once an analytics program can start by having a small can work to identify the cor-
to use analytics to solve a The importance of having a based on analytics gathered pilot program and gaining a
has kicked off and started, ev- rect data streams, the format
problem . clear vision became extremely even with the current state of few quick wins to show value
eryone on the team should of the data, and the tools and
clear throughout our inter- the budget. of analytics, the program will
know how to use the tools and resources needed to achieve
For analytics programs to be views and survey. One sur- have more support and suc-
access the information. Analyt- the end goal. It’s all about, as
vey respondents said, “I have 4. Identify the right data.
17. THEGOVLOOPGUIDE 33.
32. GOVERNMENTANALYTICS
stated by Engel, “making sure
that the application, the types
of events, that the source of
the data that you want to ana- I t may cost and take time to run through
scenarios/do a feasibility study before
installation, testing, and implementation,
I have learned the best analyses are best
completed by those who have a clear
understanding of the mission of the agency
lyze have the appropriate data
to enable you to ask the ques- but it’s worth the trouble.” and defined goals of the websites. Addition-
tions that you want to answer.” ally, there must be a plan for implementa-
This process is at the core of GovLoop Survey Participant tion based on analytics gathered even with
any analytics program for gov- the current state of the budget.”
ernment.
GovLoop Survey Participant
10. Understand any cul-
tural shifts that may take
place.
“Building an analytical culture,
where data is widely used to
evaluate deductions, is criti-
cal to becoming an analytical-
ly competitive organization,”
states a GovLoop survey par-
ticipant.
B enchmarking as another data point
to judge success; informed decision
making.”
B uilding an analytical culture, where
data is widely used to evaluate de-
ductions, is critical to becoming an analyti-
cally competitive organization.”
With analytics, there may be GovLoop Survey Participant
changes to culture, and lead- GovLoop Survey Participant
ers will potentially be faced
with organizational and cultur-
al challenges. These challeng-
es are common in any kind of
technology adoption. Leaders
must be aware that these chal-
lenges will be down the road.
Imperative to the success of an
analytics program is for a lead-
er to show the underlying or-
ganizational value of analytics
and how it will help guide the
agency towards its goals. Fur-
ther, a leader must be sensitive
to any changes to the day –to-
day changes for employees.
In addition, agencies must be
aware of wider culture shifts,
especially in the realm of tech-
nology.
18. THEGOVLOOPGUIDE 35.
34. GOVERNMENTANALYTICS
5 Questions to Ask for
Analytics Initiatives
Whether it is bringing challenges to lead- Do employees have access to the right in-
ership, identifying value, or understanding formation?
costs, agencies today are exploring how to
understand how to truly leverage the power What problems are we trying to solve or
of analytics. As many government websites what service needs improvement?
are becoming increasingly transactional and
services move to self-service platforms, it’s be- How do agencies connect the dots and ac-
coming clear that with the volume of data that cess other data?
government collects, creates, stores and man-
ages, can be used to transform how services What new value has been created for cus-
are delivered. For government leaders looking tomers and what’s the return on investment?
to implement an analytics program, five basic
questions come to mind to assist in the deci- How do we show that value to leadership
sion making process: and change culture with data?