Human Services: Empowering Services, Improving …...Human Services: Empowering Services, Improving...
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Leave Human Services Analytics in the Box…for Now Why getting started with analytics has nothing to do with analytics Human Services: Empowering Services, Improving Lives With so many human services agencies investing in and using analytics, these things should be widespread realities, not distant possibilities. But they aren’t, at least not everywhere. What can human services agencies do to realize the full promise of human services analytics? From “what if” to “what works” There is great enthusiasm for analytics in human services. An Accenture survey reveals that 88 percent of US state and local decision makers say they are currently using analytics to address errors and non-compliance. That’s the largest use of analytics among all six countries surveyed except for Canada and larger than the US federal market (66 percent.) 1 While this enthusiasm has translated into outcomes in pockets, analytics has yet to transform human services delivery to the extent that it could. Survey participants point to barriers to the success, with lack of investment funding (57 percent), lack of understanding (52 percent), and data protection/privacy (48 percent) topping the list. 2 There is another fundamental reason why human services agencies are not always getting the most from analytics. Too often, agencies are caught in the hype, jumping into human services analytics without the right foundation. They are focusing on analytics as a tool to solve a problem, rather than as a new function to embed into the whole organization. Take action for outcomes To become insight-driven in all public service delivery, human services agencies must: Start with the end in sight Analytics can end one-size-fits-all human services delivery by allowing agencies to target programs, resources and funds with great nuance and specificity. Agencies can proactively address high-risk areas, pursue the highest-value cases, and develop interventions to change client behaviors. As Roderick Bremby, Commissioner, Connecticut Department of Social Services, explains, “Human services organizations often apply the same set of solutions to all families and individuals. With analytics, we will know what the best set of supports are—and the right time to offer them—so that people get the right services.” Yet such results are only possible if agencies identify the specific outcomes they are targeting in the earlier stages of any analytics program. Imagine shortening foster care stays by measuring characteristics of permanently reunifying families. Or precisely identifying activities that lead people to self-sufficiency faster. Or dramatically reducing service delivery costs while improving outcomes for people? You can—with analytics.
Transcript of Human Services: Empowering Services, Improving …...Human Services: Empowering Services, Improving...
Leave Human Services Analytics in the Box…for NowWhy getting started with analytics has nothing to do with analytics
Human Services: Empowering Services, Improving Lives
With so many human services agencies investing in and using analytics, these things should be widespread realities, not distant possibilities. But they aren’t, at least not everywhere. What can human services agencies do to realize the full promise of human services analytics?
From “what if” to “what works”There is great enthusiasm for analytics in human services. An Accenture survey reveals that 88 percent of US state and local decision makers say they are currently using analytics to address errors and non-compliance. That’s the largest use of analytics among all six countries surveyed except for Canada and larger than the US federal market (66 percent.)1
While this enthusiasm has translated into outcomes in pockets, analytics has yet to transform human services delivery to the extent that it could. Survey participants point to barriers to the success, with lack of investment funding (57 percent), lack of understanding (52 percent), and data protection/privacy (48 percent) topping the list.2
There is another fundamental reason why human services agencies are not always getting the most from analytics. Too often, agencies are caught in the hype, jumping into human services analytics without the right foundation. They are focusing on analytics as a tool to solve a problem, rather than as a new function to embed into the whole organization.
Take action for outcomesTo become insight-driven in all public service delivery, human services agencies must:
Start with the end in sightAnalytics can end one-size-fits-all human services delivery by allowing agencies to target programs, resources and funds with great nuance and specificity. Agencies can proactively address high-risk areas, pursue the highest-value cases, and develop interventions to change client behaviors.
As Roderick Bremby, Commissioner, Connecticut Department of Social Services, explains, “Human services organizations often apply the same set of solutions to all families and individuals. With analytics, we will know what the best set of supports are—and the right time to offer them—so that people get the right services.” Yet such results are only possible if agencies identify the specific outcomes they are targeting in the earlier stages of any analytics program.
Imagine shortening foster care stays by measuring characteristics of permanently reunifying families. Or precisely identifying activities that lead people to self-sufficiency faster. Or dramatically reducing service delivery costs while improving outcomes for people? You can—with analytics.
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Keep sponsors on boardAnalytics requires organizations to re-invent many aspects of their work. Managing successfully through this change demands unwavering leadership support from start to finish.
This is just what New York City received from former Mayor Michael Bloomberg when the City wanted to advance its analytics maturity. Through its DataBridge project, the City is employing cutting-edge analytical techniques at an enterprise level to capitalize on opportunities to increase public safety, deliver services more efficiently, and protect its finances.
Always an analytics advocate, Bloomberg quotes the saying, “In God we trust; everyone else, show me the data.”3 In his support of analytics, Bloomberg led through actions, not through words alone. He launched the Mayor’s Office of Data Analytics and appointed the first New York City Chief Analytics Officer, which both remain even after his administration.
Find the money fastThe majority (64 percent) of US respondents to Accenture’s analytics survey cited the lack of investment funding as the prime barrier to success.4 Identifying discrete areas where analytics insight can unlock cost savings or generate new revenue can help agencies move past this challenge.
Validating and quantifying analytics investment and continuously monitoring and measuring can keep sponsors engaged and seed future analytics programs. Dakota County (Minnesota) had this data-backed mindset in evaluating the impact of an inmate re-entry assistance program. Working to quantify possible program expansion, the County identified $1.4 million in cost avoidance due to reductions in criminal activity.
Build the network Human services agencies must rely on a stakeholder network for critical data. Not only do they collect data from partners, they should feed this network with data-driven insights. It’s about pushing the network to become more insight-driven as a whole, and as individual organizations.
Collaboration was essential when New York City developed ACCESS NYC, an online benefits program eligibility screening tool. The Office of the Deputy Mayor for Health and Human Services, the Department of Information Technology and Telecommunications, 10 city agencies, four state agencies, one federal agency, community-based organizations, nonprofit agencies and advocacy communities came together to share data on behalf of the people of New York City.
The box can wait—outcomes can’tHuman services analytics is essential to outcomes—and to delivering public service for the future. Those organizations that take the time to organize the vision and set the right strategy start by focusing on where they want to go, not just on the tools to get them there.
For more information, please contact:Latrise AshfordNorth America Human Services Data Analytics Lead
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About AccentureAccenture is a global management consulting, technology services and outsourcing company, with approximately 281,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.
1. Accenture Analytics Pulse Survey, 2012. Six countries and seven markets were represented, including Australia, Canada, France, Spain, United Kingdom, US federal and US state and local.
2. Ibid
3. The Economist, “Bye-Bye Bloomberg,” November 2, 2013, http://www.economist.com/news/united-states/21588855-pondering-meaning-new-yorks-billionaire-mayor-bye-bye-bloomberg, accessed December 16, 2013.
4. Accenture Analytics Pulse Survey, 2012
