Creating a data-driven culture in Government
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The document discusses the importance of cultivating a data-driven culture in the public sector, emphasizing the necessity for leadership, collaboration, discipline, and a supportive environment. It outlines common barriers to effective data usage, such as scattered data and privacy concerns, while proposing solutions to improve accessibility and understanding. The ultimate goal is to enhance public services and community outcomes by leveraging data more effectively within ethical constraints.
Creating a data-driven culture in Government
- 1. Breaking down barriersBreaking barriers sharing data in the public sector
- 3. Today, we are talking about culture • Data-driven culture: what is it and why have it? • Traits of a data-driven culture • Leadership; collaboration; discipline; rewards & recognition; and space • In the ACT • Centre of Data Excellence (CoDE) • Start small and go. Build on success, learn from failure. • Where to from here • Embedding a data-driven culture
- 4. A Catch 22 On the one hand • Share • Work together • Collaborate • Share the data • Innovate On the other • Do not share • Need to know basis • But only through hierarchy • Don’t break the law • Follow the process
- 5. Some of the problems we have today I can’t find the data I need • Data is scattered everywhere • Who knows who owns it? • Who knows that it exists? • How do I get it? I can’t understand the data • Experts wanted: apply here • Poorly documented • Is it authoritative • Quality is questionable – or unknown I can’t use the data I found • Results are unexpected • The privacy attributes are unclear • Data needs to be transformed from one form to another Lost Very Lost
- 6. What is a data-driven culture? • Data now: people have access to the data they need when they need it in the format they need. • Not just for the genius. • Data is pervasive across the organisation. • Making decisions based on data, not just the gut. • “going from the gut is finally over” – Gartner 2016 (Martin Kihn) • Reporting squirrels versus Analysis Ninjas
- 7. Those who do not remember the past are condemned to repeat it... G e o r g e S a n t a y a n a Those who think the past will keep repeating itself are destined to remain there... J o n C u m m i n g Both actually…
- 8. Why have a data driven culture? Reduces risk 01 Improves services 02 Creates new services 03 Saves money 04
- 9. Demand Supply Data supply and demand Lets talk Datanomics
- 10. There are five traits data- driven cultures exhibit Leadership Collaboration Discipline Reward & recognition Space
- 11. 1. Leadership • Vision and mission • Set the boundaries and parameters • Principles, policies, controls, audit • Hold people to account • Lead from example • Lead from the top – kill the hierarchy and break down the barriers “Ask not what you can do for data, but what data can do for you”
- 12. One of the challenges is hierarchy
- 13. 2. Collaborate • Work with people • Listen to people • LUTI
- 14. 3. Discipline 1. Treat data as an asset • Know how long it takes to share data 2. Know your data. • What are the capabilities and services it supports? 3. Measure its use • Track the percentage of funding going to evidence- based and/or research-based programs in recent budget cycles
- 15. 4. Reward and recognition • Embed into performance management • Actually, make performance reviews data driven by adopting OKR’s • Reward data-driven behaviours • WIIFM
- 16. Dealing with the WIIFM The Hierarchy of data needs Making my life easier Making my peers lives' easier Making the community lives' better
- 17. 5. Give people the space they need • Give them time to learn • Give them the capability to explore what is possible • Allow them to make mistakes • Give them the tools they need to be data-driven
- 18. In the ACT Improve outcomes for government and community by maximising value held in data sets in a privacy-first way
- 19. Two high level use cases What’s in it for me? • “It takes me forever to do mundane activities, month in, month out” A catch 22 problem • “I need to link datasets to gather insights” • “I am not allowed to link data due to privacy and legislative constraints”
- 20. We picked some champions and went for it 2 Objectives, 5 Proof of Concepts 1. Making life easier 1. Internal reporting 2. Public facing reports 2. Solving intractable problems 1. Policy efficacy 2. Predictive analytics 3. Predicators
- 21. In our first MVP Leadership • Building clear principles, policies and guidelines • Helping the leadership team see how it can be done Collaboration • Worked with Directorates looking to solve problems • Challenged beliefs • Addressed the WIIFM Space • Gone DataOps • Created spaces for people to explore how to link data • Built safety mechanisms into everything Discipline • Started small and proving value • Understand the time taken to acquire data Reward and recognition
- 22. Moving forward… Leadership • Bed down principles, policies and guidelines • Clear targets to aim for – from the top Collaboration • Establish agreement on governance across government • A Community of Practice established Discipline • Start measuring the value and use of data • Who is using the data for what and when Reward and recognition • Clear benefits of being data-driven • Recognising people’s great work Space • Google for data • Created spaces for people to explore how to link data • Built safety mechanisms into everything
- 23. We are obsessed with an urgency to become Dataculturalists. We need to learn, corral, obser ve, analyse, use and value our growing resource. … t o d e l i v e r b e t t e r p u b l i c s e r v i c e s ; a n d p r o v i d e a n a c c e s s i b l e r e s o u r c e f o r a l l b u s i n e s s e s , c i t i z e n s a n d c o m m u n i t y g r o u p s .
Editor's Notes
- #2: Cultural and technological barriers of data sharing in the public sector. Hmmm. Tricky. I am here today to talk to you about what a data driven culture is. I want to talk to you about why you should be looking beyond big data scientists and how the ACT Government is taking steps – bit by bit, in its evolution as it moves towards becoming a data-driven organisation. How many of you: Work in organisations that treat data as an asset? Know what treating data as an asset really means?
- #3: Director, Digital Transformation and I am here today to talk you through what we are doing. A few months ago I strongly pitched that we need to shift our approach – to capitalise on the swathes of data, the reams of information which is threatening to overwhelm us. To shut me up, I was asked to go away and develop a pilot to demonstrate what I mean. We are here today to make that pilot a reality.
- #4: But before any of this I wanted to talk dichotomy.
- #6: This pilot, we want to show how taking a holistic approach will make this better
- #7: Data-driven companies establish processes and operations to make it easy for employees to acquire the required information, but are also transparent about data access restrictions and governance methods – Gartner Group (November 2015) http://www.gartner.com/smarterwithgartner/the-key-to-establishing-a-data-driven-culture/
- #10: Incremental change doesn’t cut it. We need to look towards a new paradigm in government as we look to how we manage and share data
- #13: The hierarchy is the original block-chain. Traditional governance is Industrial-Age based Compliance based at an enterprise level Works to hierarchy Best practice is impossible Common standards throughout? Dreaming. Surname or last name? Null or No Null? Often doesn’t get very far. It is disheartening. This is true but unhelpful. It assumes we know things..
- #15: Are you maximising your investment? If it is being shared with and being used by as many people as possible then yes. Know how long it takes to share the data, know who the data is being shared with, know how it is being used. Look at ACTPAS. What does it provide By the way, on that last point, I see Washington DC is doing this today – and has done so for awhile now. From <Washington State Leads in Evidence-Based Policymaking>
- #16: As a branch manager: how many datasets are shared in a privacy-centred way? How many reports have been automated? How many datasets are being used from other branches? Other Departments?
- #19: To achieve this we have really taken agile to heart. Start small, and build on success.
- #21: Champions at senior and less senior positions
- #22: By the end of this year we will have: A system in place that allows Directorates across the ACT to share data seamlessly between one another. A system that allows data stewards and owners to set controls on who sees what and when. Several different exemplar proof-of-concepts showing the value of better data-driven practices What we won’t have is: A system that is google-like
- #23: Clear direction from the Head of Service and Cabinet on the importance of a data-driven culture Leading by example Google for data in Government Data available to the right person at the right time in the right format – even if I as the owner don’t know who that person is.
- #24: It won’t happen overnight. But it will happen. If you want it to. In the ACT we have started small and are building fast. We are going to build on our successes If you want to create your own data-driven culture, take a look at each of the traits I’ve talked about today: leadership, collaboration, discipline, reward and recognition and spaces. Which of these can you work on today?