Innovative Government Intelligence
Transcript of Innovative Government Intelligence
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Kevin Mergruen
Vice President, Public Sector
Innovative Government Intelligence
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Copyright 2007, Information Builders. Slide 2
Public Sector Innovation Why? Revenue shortfall means we must do more with less
Identify new economic development opportunities
Need proactive analytics to understand and manage deficit
Meet compliancy requirements for federal funded programs
Costs continue to rise across the board – Medicaid, education,
transportation, etc.
Improve operational efficiencies
Identify Waste, Fraud & Abuse before payments are made
Transparency & Accountability requirements for both
internal & external public reporting
Alignment with initiatives from your elected officials
Citizen demand for services continues to rise
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Copyright 2007, Information Builders. Slide 3
Data redundancy across
various departments
Information is not a resource
Government Innovation Challenges Lack of Information Consistency
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STRATEGIC
ANALYTICAL
OPERATIONAL
Driving Adoption: Diverse Info Sources & Diverse Needs
Operational
Data Store
Operational
Data
Transaction/
Documents
Citizens PARTNERS
DISTRIBUTOR
AGENTS SERVICE
SUPPLIER
GOVERNOR /
MAYOR
INFORMATION
TECHNOLOGY
FINANCE HEALTH &
HUMAN
SERVICES
PUBLIC
SAFETY
HUMAN
RESOURCES
DW
Data
Marts
Cubes
Cubes
ECOMONIC
DEVELOPMENT
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OPERATIONAL
ANALYTICAL
STRATEGIC
Driving Adoption: Targeted Tools & Tailored Applications
KPI/Scorecards Published Reports Dashboards
Advanced
Visualization
Active
Dashboards
GIS
Dashboards
Search BI Apps MS Office
Integration BI Applications
Ad Hoc
Analysis
Mobile Reports
Predictive Modeling
& Data Mining
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Information Sharing Across Government Modernizing Existing Assets to Improve Outcomes
Information Delivery Enterprise
Integration
Fund
Accounting
Custom Apps
Data Warehouse
External Data
RMS
Legacy
Cities & Counties
Federal & State
Citizens
•Financial Reports
•Crime Statistics
•Quality of Life
Applications
•Health Alerts
•Human Services
•Funds Analysis
•Integrated Justice
•Compliance
Reporting
•Port Security
•Public Safety F
I
R
E
W
A
L
L
Management
Employees
Analysts
IT
•Executive Portals
•Global Operations View
•Performance Metrics
•Financial Analysis
•Payroll Processing
•Operations
•HR Reporting
•Financial Reporting
•Crime Analysis
•Accounting
•Budget Office
•Human
Services
•Development
•Maintenance
•System Administration
•User Support
Business
Intelligence
Finance
Education
Human
Resources
HHS
Public Safety
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Information Sharing Across Government Modernizing Existing Assets to Improve Outcomes
Information Delivery Enterprise
Integration
Fund
Accounting
Custom Apps
Data Warehouse
External Data
RMS
Legacy
Cities & Counties
Federal & State
Citizens
•Financial Reports
•Crime Statistics
•Quality of Life
Applications
•Health Alerts
•Human Services
•Funds Analysis
•Integrated Justice
•Compliance
Reporting
•Port Security
•Public Safety F
I
R
E
W
A
L
L
Management
Employees
Analysts
IT
•Executive Portals
•Global Operations View
•Performance Metrics
•Financial Analysis
•Payroll Processing
•Operations
•HR Reporting
•Financial Reporting
•Crime Analysis
•Accounting
•Budget Office
•Human
Services
•Development
•Maintenance
•System Administration
•User Support
Business
Intelligence
Finance
Education
Human
Resources
HHS
Public Safety
Aggregate all disparate data for centralized reporting
Better information sharing across departments…
Improved operational efficiencies…
Higher citizen service levels…
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
Copyright 2007, Information Builders. Slide 8
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New York Public Library
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New York Public Library Challenges
91 libraries with 17 million visitors per year
New York Public Library faced a $23 million funding cut from
the proposed mayoral budget -- the expected result was
hundreds of job cuts and slashed operating hours.
Improve understanding of and increase accountability for their
operational effectiveness
Needed to make better decisions on staffing and hours to
manage budget issues and maintain services to the citizens
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Copyright 2007, Information Builders. Slide 11
New York Public Library Metrics On Demand
The library is using the system to track:
Visitor traffic – 2 million cardholders
Borrowing habits – 15 million borrower transactions
Other key metrics so managers can make better decisions
about which library resources and services are most
important to the general public
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Copyright 2007, Information Builders. Slide 12
All Branches
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Staten Island Branches
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Manhattan Branches
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Bronx Library Center Network
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Copyright 2007, Information Builders. Slide 16
Ranking Report Seward Park Network
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LA County Auditor Controller
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Copyright 2007, Information Builders. Slide 18
LA County Background
Established February 18, 1850
One of the nation’s largest counties with 4,084 square miles
Has the largest population of any county in the USA
Approximately 27% of California’s residents live here
Board of Supervisors is the governing body
LA County would have the 19th largest economy in the world
if it were a nation
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Copyright 2007, Information Builders. Slide 19
LA County Auditor Controller Profile
Provides financial leadership and advocacy for financial
integrity and accountability for all County business.
Responsibilities include:
Establishing County fiscal and internal control policies
Operating eCAPS for integrated accounting & disbursing
system
Administering the County payroll
Conduct audits and fraud investigations of departments,
employees and contractors
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LA County Auditor Controller Challenges
Supports reporting and analytics for the human resources
and payroll aspects of a 100,000+ employee population
Need to help all departments better manage their contracts
and expenditures
Identify waste, fraud, and abuse across departments
Move away from Excel spreadsheets to do contract
management
Excel was cumbersome & error prone
Multiple versions of the truth
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Copyright 2007, Information Builders. Slide 21
LA County Auditor Controller Contract Management Dashboard
Business Intelligence Application that provides every
department’s top executives with:
Visibility into which vendors were awarded a contract
How much is the contract budget
Current spending against that contract
Better monitoring of contract activities Countywide
Enables improved cost controls in today’s difficult economic
environment
Initial roll out to 5,000 users in the Auditor Controller’s office
prior to full County deployment
Graphical dashboard to capture user’s attention
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Dashboard Demo Overview
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Dashboard Demo Overview
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Dashboard Demo Overview
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Dashboard Demo Overview
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
Copyright 2007, Information Builders. Slide 26
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New Hampshire Dept of Revenue Administration
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Archaic systems, siloed application data
Lots of data, very little information (insight) - Commissioner, Dept of Revenue Administration
Real Estate Fees are missed because of under and misreporting
Single taxpayer view Issue of paying people refunds who owe money because there is no
consolidated view of seeing a tax entity holistically.
Report automation Reports are static
Need to operate with more real-time analytics for informed tax
decisions and better revenue projections.
Provide a faster, more complete and concise manner to perform
studies for Legislature & Governor’s initiatives.
Department of Revenue Administration Challenges
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Modernization Program
$7M Capital Appropriation
Branded “Granite to Green”
A portfolio of integrated projects designed to replace
static systems and processes with those that are dynamic
to maximize organizational efficiency and effectiveness.
Time Frame: 2010 – 2012
Inclusive of Hardware, Software, Professional Services and
Training
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Granite to Green Initiatives
Upgrade iSeries
Upgrade Business Intelligence
Create GIS System for Property Appraisal
Automate Business Processes
Select and Implement Document Processing and Electronic Remittance
System
Upgrade Mail Handling and Extraction
Introduce Performance Management
Increase Redundancy / Disaster Recovery Planning
Upgrade Centrex Phone System
Migrate Federal Tax Information (FTI) Data to DB2
Enable forms for E-File / Participate in MeF Program
Enable Credit Card / Debit Card Payment Option
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Day One of FY ‘12 Challenges
30% Maintenance Budget Cut
Abolishment of 43% of DRA Positions
“DRA Structure” Required by Statute Remains
How to implement 10 Capital Projects developed to
overhaul entire business process while continuing
“Business as Usual”
IT Staff - Lack of Experience with New Technologies
No Statistics on Cost of Performance/Cost Accounting
Insufficient Number of Supervisors Compromises
Internal Controls
Dedicated Call Center Abolished
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First Business Intelligence Initiative - SVOT
Why Single View of the Taxpayer?
• Multiple Disparate Tax Applications
• Inefficient means by which to perform research
• Inefficient means by which to coordinate Collections and
Audit efforts
• Inability to profile Taxpayers/Constituents
• No “Golden Record”
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Solution Overview – Roadmap to Success
Single view of
Tax Payer
iWay
Data Migrator
Components
Data Integration & Quality
Components
Letter and
Report
Generation
Division Level
Reporting
Tax Info
Mgmt Sys Audit Tobacco Misc
Tax Legal &
Municipal Manual
A/R
Logical
Data Model
IRS Data Liquor
Comm. Secy.
of State
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Business Intelligence Dashboards
• Administration
• Audit
• Document Processing
• Collections
• Central Tax Services
• Information Systems
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Collections Dashboard
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Single View of the Taxpayer
Within the Single View Taxpayer application, the user may search for a particular
taxpayer. Searching may be done either by name, ID, phone number or address.
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Tax Notices and Return Payments
Clicking on the blue “Returns” button displays the “Tax Notice and Returns Payments” report.
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DRA Active Dashboard
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Interest and Dividend Fees errors are now audited more easily causing
greater compliancy and more revenue uncovered.
Real Estate Transactions were recently compared with IRS reported taxpayer
information and found that:
800 transactions compared to IRS records – 400 were in error or didn’t report at all to
the Dept of Revenue.
There are approximately 30,000 transactions per year. Assumption of a minimum
$500 error with a 30% error rate for 9,000 transactions = $4.5M is missed.
Calculating cash flow value for refunds sent to taxpayers who actually owe
payments. If a taxpayer was due a refund for Meals taxes ($6,000) and they owed
$10,000 in property tax:
If the refund is sent, the State is out $16,000 until payment made
If refund is posted against the amount owed, $4,000 remains, improving cash flow.
Department of Revenue is now able to create more accurate projections for
requested studies by the Legislature.
Department of Revenue Benefits
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California Department of Health Services
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The Challenge of CALSTARS
Need to maintain high-quality service levels with fewer
resources at State agencies
Lower overall operating expenses for each agency
Financial analysts do not have direct access to
information, they have to wait for periodic updates
Real time tracking of expenses against budgets &
plans against actuals is critical for State government
Timely distribution of financial information to key decision
makers
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Modernizing CALSTARS
Deployed stand alone reporting solution providing real time information access to address CALSTARS challenges
Web-based financial reporting and analysis
Facilitated through scheduled financial updates to separate Agency server from CALSTARS host server
Supports drill through from summary to detail operational data
Provides access to historical data for trend analysis
Users only require Internet Explorer browser
Reduces paper report distribution costs through automated intelligent bursting and email distribution.
Provides alerts to management when defined financial thresholds are met or exceeded
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CALSTARS
Host DB
California STARS Reporting Architecture Real Time Financial Data Access
Legacy
Systems 20% of
Reports
CALSTARS
Agency Server
User
Community (Financial Analysts &
Managers)
Daily
Extracts
80% of
Reports
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
Copyright 2007, Information Builders. Slide 49
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State of Louisiana Department of Children and Family Services
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State of Louisiana Dept. of Children & Family Services SNAP Fraud Analytics
Challenge Large transaction volume Over 1 million beneficiaries, 4,000 retailers, $1 billion federal funding Difficult to visualize trends and suspicious transactions
Louisiana deployed a geographic business intelligence application for SNAP fraud detection to catch the illegal trafficking of EBT transactions across the state Establishes relationships, trends, and patterns to identify fraud Field investigators can easily establish suspicious behavior based on
EBT transaction amounts, times and locations Helped LA DSS with numerous successful investigations Became the State’s EBT Disaster Management system after Katrina,
helping to track the refugees and ensure proper services were being provided.
Funding provided by USDA FNS – Became public domain solution. Deployed in Mississippi and Oklahoma
KSLA news report http://www.ksla.com/Global/story.asp?S=15955474
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1. Select a report
2. Select an area
3. Run a report
Map Representing Stores That Participate in the Food Stamp Program
State of Louisiana Mapping Stores in Food Stamp Program
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State of Louisiana Drill to Summary Reports for selected stores
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Selected
Store
State of Louisiana Map displaying all customers who shop at a specific store
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This report shows amounts spent by customer (EBT card).
The inspector can then drill on a specific customer to get a
detailed report of all purchases made during the period.
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The visual nature of the application, which combines information collected by the BI
application and linking it to GIS, enables the inspector to focus on specific stores
and/or customers who may be involved in fraudulent activity.
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
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NYC DataShare
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Bi-lateral Point to Point Can Be Easy & Straight Forward
Custom-coded
Application Interface
Courts
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But, Point to Point Integration Can Become Complicated
Although traditional point to point integration begins simple and straight-
forward, it can get complicated and maintenance intensive
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eJustice
Oracle Omniform (NYPD) DB2/MVS
NYPD
Case Management (DA)
CJIS
(DoITT for Law) UDIIS
(CJA)
18B Web
(ACP) LAW
(HRA)
IIS(DOC)
Admins/VMS
OLBS
(NYPD)
Adabas/MVS
DataShare 2.0
New York City’s Complicated Point to Point Solution
CRIMS(OCA)
Datacpm/MVS
Arrests
Fingerprint
NYSID
Non-fingerprint arrests
NYS Arrests
NYSID
Arrests
Inmate tracking
Arrests
Jail status
Court actions
Arrests
Court actions
Arrests
SSN Inmate tracking
Court actions Arrests
Inmate tracking
Arrests
SSN
Inmate tracking
Court actions
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iWay
Services
iWay
Services
iWay
Services
iWay
Services
iWay
Services
iWay
Services
iWay
Services
KCDA OCA
ACS
Courts
NYPD Corrections
DataShare
Probation
Integrating 25 agencies across justice system
Each agency is a sending and receiving agency
Intel Server installed at each agency
Phased approach
Legacy exchanges first
GJXDM / NIEM messages next
Solving NYC’s Integration Challenges The DataShare Solution
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Charlotte-Mecklenburg Police Department
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Provide customized role-based delivery of crime data and predictive analytics to Officers and Command Staff.
Support resource deployment through the use of real time information.
Achieve better visualization of crime patterns and trends.
Primary Project Goals
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Current Crime Events
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Predictive Crime Analytics
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
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State of Colorado
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Public Sector Innovation Areas
Deficit Management
Revenue Generation
Program Integrity
Operational Efficiencies
Federal Funds Compliancy
Citizen Services
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Minnesota Department of Education
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SLEDS Reporting Project - MDE
Challenges with existing MDE web reports
Business / Academic
Reports were not grouped based on role (parents, teachers,
administration, analysts)
Parents could not easily get to school/district data performance
metrics
Teachers could not view how their class results compared to their
peers
Administrators could not easily compare school/district
performances with other like size schools/districts
MDE’s website reporting was a mash-up of Crystal reports and PDF
documents
Difficult to navigate, limited charts and graphs
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Chicago Metropolitan Agency for Planning
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The Chicago Metropolitan Agency for Planning (CMAP) is the official regional planning organization (MPO) for 7 counties around City of Chicago.
CMAP developed and now guides GO TO 2040, metropolitan Chicago's first comprehensive regional plan in more than 100 years.
http://www.cmap.illinois.gov
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Open Government
Open government initiative by White House (2009):
transparent, participatory, collaborative
A key trend for U.S. governments: open government and
the transparency of information
“Open government initiatives will begin to visibly impact
collaboration among agencies, programs, and processes,
leading to visible and measurable improvements in the
quality of citizen experiences and interaction with
government.”
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Source: IDC's U.S. Government 2011 Top 10 Predictions report
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Purposes of the MetroPulse Website http://www.metropulsechicago.org/#
Create a single public website to:
Help citizens track quality-of-life information in Chicago
metropolitan region
Promote data transparency, openness and sharing
among government agencies
Build a powerful platform for data analyzing, visualizing,
and communicating for researchers and developers
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11/10/2010
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Copyright 2007, Information Builders. Slide 89
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MetroPulse Chicago Charting Dashboard
4/23/2013
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Summary
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Information Builders in Public Sector Summary
Leverage standards for information exchange
Enable collaboration across departments while leveraging
existing technology investments
Make more informed decisions when balancing budgets
Reduce waste, fraud, abuse, and improve efficiency
Gain more favorable funding from the state or federal
government
Provide higher service levels to your constituents
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Information Builders in Public Sector Enabling Information Advantage Across Government
Right information, right people, right time!
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Questions
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