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Road to Analytical
Stardom: Using Data
of All Sizes to
Illuminate Insights
Melissa Kline-Lee
Chris Musialek
Carter Hewgley
Dennis Still
Introduction




               #nextgengov
Driving Innovation with Open
            Data

          Chris Musialek
          July 26th, 2012
Data.gov

                               • Open government flag
                                 project for the
                                 administration
                               • Provides instant access
                                 to over 450,000 datasets
                                 in easy to use formats
                               • Contributions from UN,
                                 World Bank, and 172
                                 agencies
                               • Encourage development
                                 of innovative applications
                               • Drive innovation and
“A Strategy for American         knowledge use across
Innovation” published
September 2009
                                 the globe

                           May 2012                           4
Be an Analytics Star



The smartest people don‟t work for you

Harness the energy of the public to do amazing things




                        May 2012                    5
Creating a Data Ecosystem
1.   Make data discoverable
     –   and give it freely to developers,
         scientists, and citizens
2.   Connect the community
     –   to allow collaboration through
         social media, events, platforms
3.   Provide an infrastructure
     –   built on standards
     –   backed by APIs
4.   Encourage developers
     –   to create apps that empower
         people‟s choices
     –   with easy documentation
5.   Tell data stories
     –   of what others have done/can do

                                        May 2012               6
Easy to Find Data




• Keyword search
• Faceted search
    • Filter by category
    • Filter by type




                           May 2012                  7
Open Communities
           Community
           Health                     ✓
           Law                        ✓
           Energy                     ✓
           Education                  ✓
           Ocean                      ✓
           Safety                     ✓
           BusinessUSA                ✓
           Manufacturing              ✓
           Open Data                  ✓
           Semantic Web               ✓
           Developers                 ✓
           Ethics                     ✓
           Cities
           Research and Development
           Human rights
              + many more…

May 2012                              8
Cool Things Communities
                                Highlight
• Data that community experts have deemed best-of-
  the-best
• Apps that transform data in understandable ways to
  help people make decisions
• Challenges inspire citizens to create new and
  unthought-of ways to visualize and present data
• Blogs that tell stories about uses of data
• Maps providing interesting visualization ideas and
  ways to reuse those map services


                         May 2012                      9
Challenges Spark Ideas
• Energy.Data.gov
  connects works
  with challenges
  across the nation
  to integrate
  federal data and
  bring government
  personnel to
  code-a-thons
• www.challenge.gov


                      May 2012                 10
Data APIs
• API Catalog
• API Key Management
  – Register once, use everywhere
  across the Federal government
  – Basic API Key Auth
      • Central Proxy capability
      • Key validation service
  – Basic application statistics
• Developer Documentation
  – Use of templates describing parameters



                                   May 2012               11
Open Government Platform
• www.opengovplatform.org
• Bilateral partnership with
  Government of India’s
  National Informatics Centre
• Open source version of Data.gov
• Offered free (as in speech and beer) to any city or
  nation
• Government participation in Open Source Software



                         July 28, 2011                  12
Open Government Platform
                                 (cont’d)
• Public commits on Github
• Public bug tracker
• Public mailing list where discussion happens

• Source code on Github
   – https://github.com/opengovplatform
• US Data.gov has implemented a component of the
  platform already onto its site
• Coordinating with other open data platforms and
  data providers
                           July 28, 2011            13
Managing Open Data Tomorrow
• Bring data up and out of government to the public ★
• Make data accessible and linked ★★★★★
• Provide simple ways to visualize the data
• Create communities to understand and apply data
• Connect and collaborate with small businesses, industry,
  and academia to drive innovation
• Develop open source open government data platform with
  India for global use and further community development
• Share with others to understand global issues

        Be the change you want to see in the world
                                      – Ghandi
                           May 2012                     14
Be Change Drivers!
1. Get others in your agency excited about making
   interesting datasets public
2. Create a challenge of your own to launch innovation
3. Get connected with the Data.gov communities -
   there are over 22 now!




                         May 2012                    15
Let’s work together to set the
          data free!
           www.Data.Gov
   christopher.musialek@gsa.gov
            @usdatagov
             @cmoose




                May 2012          16
LETTING DATA LEAD DECISIONS
Improving Government Performance at the Local, State and
Federal levels

Carter Hewgley
FEMASTAT Director
Department of Homeland Security                     July 26, 2012
LOCAL PERSPECTIVE
Promoting Inclusion at DC Public Schools (DCPS)




                 In 2009, ~26% of special
                  education students in DCPS
                  were being educated in the
                  most “restrictive environment”1



                 In FY 2010, the District spent
                  $154 million on private tuition
                  for these students2
DCPS reduced non-public enrollment by
                                             Non-Public Enrollment
improving and analyzing student data, and    declined by 23% or 596
                                             students in two school
then targeting interventions toward trends   years through:

and needs3                                   •   Increased graduation rates
                                                 among older students

                                             •   Preventing younger
    At the beginning of SY 2009,                 placements through more
                                                 inclusive practices at their
        DCPS was not tracking                    home schools
    enrollment data on non-public
        students – so we built a
     tracking system and started             •   Improved accuracy of
           studying the data.                    enrollment records
Reduced non-public enrollment created
significant savings, which could be
redirected toward inclusive services within
public schools 3,4
      DCPS began comparing enrollment
       and expenditure data to reduce          Expenditures on Non-
                                               Public Tuition dropped
       errors, waste, fraud and abuse          by $19 million or 12%
                                              between FY 2010 and FY
                                                        2011
STATE PERSPECTIVE
Reducing HIV Transmissions in the District of
Columbia

     In 1999, the CDC recommended all states use
      confidential names-based reporting of HIV
      testing/transmission to improve surveillance
      accuracy 5
               As late as 2006, DC Government had not
                transitioned to names-based reporting of HIV
                transmissions

     Based on AIDS data, it was estimated that 5% of
      the District‟s population had HIV or AIDS in 2006 –
      the highest infection rate in the nation
Until 2007, DC government‟s response                                                                            DC officials
to the HIV/AIDS Epidemic was not                                                                                 knew AIDS
                                                                                                                 prevalence was
driven by sound epidemiological                                                                                  higher than any
surveillance on HIV transmissions6                                                                               other city or
                                                                                                                 state, but did
                                                                                                                 not empirically
                                 HIV Cases, Deaths, and Prevalence in DC                                         know new
                         2000                              16,000                                                infections were
 Newly Diagnosed Cases




                                                 12466     14,000                                                on the rise




                                                                    Living HIV Cases
                                  11,552
                         1500                              12,000                         Newly Diagnosed
                                                           10,000
                                              1332                                        Deaths
                         1000                              8,000
                                1103
                                                           6,000                          Living HIV Cases      Many assumed
                          500                              4,000                                                 it was a
                                       399           423   2,000                                                 “younger”
                           0                               0                                                     epidemic
                                  2006          2007


                          600   New HIV Cases in DC by Mode of Transmission                                     Federal law
                          500
                                                                                                                 prohibited DC
                                                                                                                 from
Newly Diagnosed




                                                                               MSM/IDU
                          400
                                                                               IDU                               implementing
     Cases




                          300
                                                                               Risk Not Identified
                                                                                                                 needle
                          200
                                                                               Heterosexual Contact
                                                                                                                 exchange
                          100                                                  MSM
                                                                                                                 programs
                            0
                                   2006          2007
As HIV transmission data became more accurate, the District
started evidence-based interventions that slowed
transmission rates considerably6
                                                                                                                                 New HIV Cases in 2010 (by age)
                         HIV Cases, Deaths, and Prevalence in DC
                2000
                                                                                                15,000




                                                                                                              Living HIV Cases
                                                                                                                                                  3%
New HIV Cases




                                                                                                                                             5%
                1500
                                                                                                10,000                                 15%                     13-19
                                       1332
                1000       1103                      1149                                                                                                29%   20-29
                                                                     853          835           5,000                                                          30-39
                500
                              399          423                                                                                                                 40-49
                                                        343                288          207
                     0                                                                          0                                    24%
                                                                                                                                                               50-59
                           2006        2007          2008            2009         2010
                                                                                                                                                               >60
                                                                                                                                                   24%
                           Newly Diagnosed                  Deaths               Living HIV Cases


                 New HIV Cases in DC by Mode of Transmission
                600                                                                                                               Among new cases, 20-
                500
                                                                                                                                  somethings account for
                                                                                                                                  the largest share of
New HIV Cases




                400                                                                     MSM/IDU
                                                                                                                                  new infections – so
                                                                                        IDU
                300
                                                                                        Risk Not Identified
                                                                                                                                  prevention strategies
                200                                                                     Heterosexual Contact
                                                                                                                                  must account for
                100                                                                     MSM                                       behavior trends in this
                 0
                                                                                                                                  age cohort.
                         2006       2007      2008     2009      2010
District youth age 15-19 are at growing risk of transmitting chlamydia and
gonorrhea, so understanding transmission behavior is key to preventing
further HIV prevalence in that age cohort.6
       DC Chlamydia Cases by Age and Year
100%      191    311     368     306    280
          350    641     693     658    495
 80%      465    865     1007    878    712
                                              >40
 60%                     1985   1980   1650   30-39
         1041    1895
                                              25-29
 40%
                                              20-24
                         2694   2610   2351   15-19
 20%     1239    2215
                                              0-14
  0%
         2006   2007    2008    2009   2010

       DC Gonorrhea Cases by Age and Year
100%                     260     230    167
         216     267

80%      324     369     364     328    244

                                        310
                                              >40     9.5% of the District‟s
                         370     365
60%      299     368                          30-39
                                              25-29
                                                      population is age 13-
                                 732    600

40%      512     693
                         712
                                              20-24   19, and interventions that
20%      495     638
                         880     871    743
                                              15-19
                                              13-14
                                                      prevent gonorrhea and
 0%                                           0-12    chlamydia may also
        2006    2007    2008    2009   2010           lessen HIV prevalence
FEDERAL PERSPECTIVE
Improving Employee Satisfaction at the Federal
Emergency Management Agency (FEMA)
               In 2010, FEMA ranked #206 out of 224 agencies
                on the Best Places to Work (BPTW)
               In 2011, FEMA‟s position fell to #231 out of 240
                ranked agencies 7, 8


                                                                   Are you Considering Leaving in the
            DHS & FEMA BPTW Score                                             Next Year?
                                                            100%
                                       58.6       56.6
         54.4               56.2           55.9                                                                              41%
     49.1        49.8           51.1
                                                     48.3
                                                            80%
                     47.5                                                                                                    YES
                                                            60%

                                                            40%           71%                 67%                  59%
                                                            20%
                                                                          No                   No                  No
                                                             0%
     2005        2007       2009       2010       2011               Government               DHS                FEMA
                                                                   No
                            DHS        FEMA                        Yes, to take another job within the Federal Government
                                                                   Yes, to retire
                                                                   Yes, other
                                                                   Yes, to take another job outside the Federal Government
FEMA uses a performance management process
called FEMASTAT to evaluate progress against
strategic objectives – improving employee
satisfaction is a major strategic priority
                                                  69% of FEMA‟s
                                                   workforce was not
                                                   included in the
                                    First          survey pool
                                 FEMASTAT
                               evaluated who
                               was surveyed9      White men at the
                                                   GS 13-15 level
                                                   were slightly over-
                                                   represented
                                                   among survey
                                                   respondents

                                                  Respondents were
                                                   representative of a
                                                   cross-section of
     Next FEMASTAT                                 the agency‟s
       analyzed the
      representative                               programs
         nature of
       respondents
To accurately highlight negative and positive      Three types of
trends, FEMASTAT analyzed scores three              analysis
different ways for all 71 survey questions 9        included:
                                                        Highest & Lowest
                                                         Scores
                                                        Biggest Increases
                                                         & Decreases
                                                        Largest variance
                                                         from DHS or
                                                         Government
                                                         averages

                                                   The analysis
                                                    revealed two areas
                                                    of strength and
                                                    three opportunities
                                                    for improvement

                                                   FEMA senior
                                                    leadership reviewed
                                                    the analysis and
                                                    developed actions
                                                    to address
                                                    concerns about
                                                    leadership, fairness,
                                                     and professional
                                                    development
In December 2010, FEMA senior leaders decided on the
following actions:
     Increase transparency by televising key senior leadership
      meetings (including FEMASTAT)

     Seek more employee input by expanding the Employee
      Viewpoint Survey to 100% of FEMA‟s workforce

     Enhance visibility of FEMA‟s professional development and
      emerging leader programs

     Promote fairness within the employee awards program by setting
      standards for qualification, allocation and distribution

     Establish a two-way “culture of communication” at FEMA

  Employees are currently completing the 2012 survey
  and FEMASTAT will review those results in December
  2012 to evaluate the impact of these decisions.
In summary:


     At every level of government, in every organization, you can
      use data to drive decision making and to demonstrate the
      impact of those decisions

     The key is to (1) pick a problem you want to solve, (2) commit
      your organization to solving it, and (3) demand that data be
      used to inform decisions along the way
             Sometimes this requires investing in the data first


     “Optimism, without data, is just an emotion.”
                 -   - Dan Tangherlini, City Administrator, Washington DC, 2007-2009


     Questions?
REFERENCES & NOTES
Citation   Slide      Reference/Note
                      The Individuals with Disabilities Education Act (IDEA) requires states to ensure children with disabilities, to the
                      maximum extent possible, are educated with children who are not disabled. That ideal scenario is considered
    1         2       the “least restrictive environment” under Federal law; therefore, the “most restrictive environment” is one where
                      students with disabilities are educated in total isolation from their non-disabled peers.

                      The $154 million includes tuition only, and does not include administrative costs and some expenditures on
                      related services. The total amount spent in the non-public tuition fund in FY 2010 was $167 million: District of
    2         2       Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97.
                      http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapte
                      r.pdf

    3        3, 4     Graphic on non-public student enrollment extracted from July 20, 2011 SPEDSTAT on Non-Public Tuition.

                      District of Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97.
    4         4       http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapte
                      r.pdf

                      Department of Health and Human Services, Centers for Disease Control and Prevention, HIV Infection
    5         5
                      Reporting web-article, accessed on July 25, 2012: http://www.cdc.gov/hiv/topics/surveillance/reporting.htm
                      All charts and data extracted from the District of Columbia Department of Health HIV/AIDS, Hepatitis, STD, and
                      TB Administration (HAHSTA) Annual Report 2011:
    6       6, 7, 8
                      http://doh.dc.gov/doh/frames.asp?doc=/doh/lib/doh/services/administration_offices/hiv_aids/pdf/HAHSTA_ANNU
                      AL_REPOR_2012.pdf
    7         9       Best Places to Work from: http://bestplacestowork.org/BPTW/rankings/detail/HS18

    8         9       Retention data from Federal Employee Viewpoint Survey

    9       10, 11    FEMASTAT Presentation on Employee Satisfaction, December 7, 2011.
GovDelivery
     Analytic Star Potential – Go for the Extraordinary
     NextGen Conference – July 2012
     Dennis R. Still, Client Performance Analyst




31
Where would you like to fall?


         AVERAGE = a typical
       amount, rate, degree; norm




                                                              EXTRAORDINARY = exceptional in
                                                              character, amount, extent, degree;
                                                              noteworthy; remarkable




     Trying to push ourselves to think beyond what is “average, comfortable, or easy” is
     difficult. At GovDelivery, we believe that governments can achieve extraordinary levels
     of engagement with their citizens. Helping them is what we do best.
32
How GovDelivery Works




1. Utilize existing   2. Place                  3. Public selects       4. Personalized
Web and Social        subscription links        specific types of       messages are sent
Media Content.        and maximize              information of          automatically via
                      signup rates.             interest they want to   email, SMS, social
                                                receive.                media, & RSS

     Content from                                                       Distribute content in
        across             Broad range of topics across                  multiple channels;
      Website and           enterprise; connect across                     post to social
     outside Social        the entire agency or level of                   media, enable
         Media              government to reach more                         sharing on
                                                                          consumer web
       Properties                     people



33
Settling for Average
                      City A - Average Opens & Clicks (Jan - Nov 2011)*
                   Average Open Rate                    Average Click Rate
                         35.25%                               12.12%
                      GovDelivery Clients by Market (Jan - Nov 2011)*
                 Average Open Rate - All             Average Click Rate - All
                         25.25%                               10.25%
             Average Open Rate - State & Local Average Click Rate - State & Local
                         24.20%                               7.20%
               Average Open Rate - Federal        Average Click Rate - Federal
                         45.40%                               22.40%
               Average Open Rate - Europe          Average Click Rate - Europe
                         10.00%                               7.10%
                    *Data is not real and only presented for demonstration purposes


        Findings:
         City A has much better Average Open & Click Rates than all other clients


34
Presenting Extraordinary – When you can do this...
 County            # of       New Subscribers   # topics
Population      Subscribers     Per Month       offered    Automation                 Top Topics
                                                                        •   Sheriff
 ~250,000                                                               •   Bid invitations
                                                                        •   Employment
 Launched:         6,595          150-250         82         90%+       •   News
 March ‟ 07                                                             •   Crime
                                                                        •   Public Health

                                                                        •   Commissioner‟ s Newsletter
 ~200,000                                                               •   Planning notices
 Launched:         4,728          250-300         35         ~25%       •   Safe Kids
                                                                        •   Calendar of Events
  April ‟ 10                                                            •   Solid Waste
                                                                        •   Public Library
 ~170,000                                                               •   Employment
                                                                        •   Parks
 Launched:         3,211          150-200         55         ~80%       •   Farm Museum
  July ‟ 06                                                             •   Capital Projects
                                                                        •   County Newsletter
                                                                        •   Parks
                                                                        •   Jobs
   ~90,000                                                              •   Employment
                                                                        •   Crime
  Launched:        9,886          125-150         65         ~50%       •   Camping
 January ‟ 07                                                           •   Taxes
                                                                        •   Flood alerts
                                                                        •   Public Health

    City A                                                              •   Jobs
                                                                        •   Tax Forfeited Properties
   147,076
                   9,508          75-125          117        ~75%       •   Convictions / Ten Most Wanted
  Launched:                                                             •   Bid
September ‘01                                                           •   Calendar



      Compare City A to other cities and counties of comparable population
      size. Benchmark their performance against comparable agencies.
35
Presenting Extraordinary – Benchmarking cont.
                                        Avg. New
                          # of         Subscribers /     # topics
        Population     Subscribers        Month          offered    Automation                  Top Topics
                                                                                    •   General Newsletter
         ~300,000                          >500                                     •   Arts Council
                                                                                    •   Libraries
          Launch:        158,676     (some months over     139         ~60%         •   Jobs
        October ‟ 06                      1,000)                                    •   Utilities
                                                                                    •   Parks/Rec/Museums
                                                                                    •   Events
        ~250,000                           >400                                     •   Library
                                                                                    •   Services & Facilities
         Launch:         45,007      (some months over     109         ~70%         •   Jobs
        March ‟ 03                        1,000)                                    •   Public Auction
                                                                                    •   Elected Of f icials

         ~135,000                          >400                                     •   Seasonal Programs (Parks)
                                                                                    •   Leagues / Events
          Launch:        26,648      (some months over     105         ~50%         •   Theatre / Culture
         Sept. ‟ 09                       2,000)                                    •   Community Programs

                                                                                    •   Community events
        ~260,000                                                       ~20%         •   General newsletter
         Launch:         56,884        1,000 – 2,000       203      (still adding   •   Elected of ficials
                                                                                    •   Public health
       February ‟ 11                                                automation)     •   Parks
                                                                                    •   Parks
         ~120,000                          >350                                     •   Jobs
          Launch         31,316      (some months over     150         ~80%         •   Emergencies
                                                                                    •   Weather Response
        August „ 07                       1,000)                                    •   Neighborhood Newsletter




      Now, compare City A to Top Performers within criteria. Benchmark their
36
      performance against those agencies – power of influence.
Presenting Extraordinary:
       Key Observations From Benchmark Comparison
     City A performs high on many levels
       • Large # of topics offered
       • Topics consistent with what works in other local governments with minor
        exceptions


     Clear room for improvement, particularly in growing outreach base
       • More recent implementations have higher new subscriber rates
       • Newsletters, events, health, and parks content all do very well in top
        performing local governments


            Highlight what department/agency is doing well – praise those
            efforts. At the same time, highlight the importance of how they
            might improve based upon metrics accessed. Make it actionable!

37
Presenting Extraordinary – GovDelivery Network

     • 114,247 new subscribers in first half of 2011
     • Accounts using the network got 50% of new
       subscribers from the GovDelivery Network
     • The Governor of TX gets over 90% of new                      17 Texas Agencies
       subscribers from the GovDelivery Network                     use GovDelivery

                                                                    1.5M total subscribers




                                              • Los Alamos National Laboratories gets almost all
                                                of its new subscribers via cross promotion with
                                                NASA
                                              • Even small percentage increases in new
                                                subscribers via GovDelivery Network can lead to
                                                thousands of engaged consumers of agency
                                                information – creating mission value
38
Presenting Extraordinary: Strong Vital Stats 2012

                                                            Total
Impact:                                                  Subscribers
                                                          125,112
1) Agency A continues to              GovDelivery
                                                                              Total
                                       Network
   experience significant             Subscribers
                                                                           Subscriptions
   growth in                                                                 605,250
                                        55,980
   subscribers, opens, and
   clicks.

2) The Average Engagement
                                                        Agency
   Rate for Q1 2012 for Federal     Current               A                          Total
                                  Engagement                                      Messages
   Agencies is 52%. In the last      Rate                                            Sent
                                                                                  15,498,172
   90 Days, Agency A’s               65%
   Engagement Rate is 65%.


                                               Total Opens         Total Clicks
                                                 792,456            344,160




39
Presenting Extraordinary: Pre/Post Testing
                                                                             Weighted Average Growth
                                                                                 Across Testing:
       Network Givers = +146%
       Network Receivers = +45%                                               Network Givers = +125%
      Beta 1 (12 accounts) Switched: 4/30/2012
                                                                             Network Receivers = +45%



                     Network Givers =    +85%
                     Network Receivers = +26%
                     Beta 2 (30 accounts) Switched: 5/25/2012




                                    Network Givers = +117%
                                    Network Receivers = +52%

                                     All Other Accounts Switched: 6/6/2012


40
Presenting Extraordinary: New Tools & Impact
                     Tax Tips - Web App & UI - Since Launch 2/8/2012
1,000


 900                                                 61% Average of New Subscribers
                                                          coming via Web App
 800


 700


 600


 500


 400


 300


 200


 100


   0




                                UI New Subscribers   App New Subscribers




 41
Movement from Average to Extraordinary
     Examine & Understand What Data You Have




                     Move Toward Leveraging That Data For Better Understanding

42
Going Beyond Descriptive Analyses
                                                                               Analysis:
                                                                          Two Streams




                                          Descriptive                                                          Predictive




                    Concerned with summarizing the properties of a sample of           Apply mathematical theory of probability to make decisions
                    observations/actions – What has occurred in the past and           about the likely properties of populations – What can we do
                                  can be counted in some way                               to help department/agency achieve better results




     Mean/Median            Sums/Averages               Percentages                   Order




                                                                                                                             Move toward this
                   Try to move away from just descriptive patterns –                                                         predictive model
                   need to get data integrity established to allow
                   organization to mature in terms of analyses

43
Conclusion

     Strive for Extraordinary – Think about
     impact for your intended audience, examine
     what questions you want to answer (hypothesis)



          Don’t Settle – For bad data or lack of
          data, drive for results by examining what you
          have and where you might find more


               Start “Small” and Work Toward “Big” –
               Big Data can be daunting at first, think about
               what you can do right now with smaller
               data, just start examining


44

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Road to Analytical Stardom

  • 1. Road to Analytical Stardom: Using Data of All Sizes to Illuminate Insights Melissa Kline-Lee Chris Musialek Carter Hewgley Dennis Still
  • 2. Introduction #nextgengov
  • 3. Driving Innovation with Open Data Chris Musialek July 26th, 2012
  • 4. Data.gov • Open government flag project for the administration • Provides instant access to over 450,000 datasets in easy to use formats • Contributions from UN, World Bank, and 172 agencies • Encourage development of innovative applications • Drive innovation and “A Strategy for American knowledge use across Innovation” published September 2009 the globe May 2012 4
  • 5. Be an Analytics Star The smartest people don‟t work for you Harness the energy of the public to do amazing things May 2012 5
  • 6. Creating a Data Ecosystem 1. Make data discoverable – and give it freely to developers, scientists, and citizens 2. Connect the community – to allow collaboration through social media, events, platforms 3. Provide an infrastructure – built on standards – backed by APIs 4. Encourage developers – to create apps that empower people‟s choices – with easy documentation 5. Tell data stories – of what others have done/can do May 2012 6
  • 7. Easy to Find Data • Keyword search • Faceted search • Filter by category • Filter by type May 2012 7
  • 8. Open Communities Community Health ✓ Law ✓ Energy ✓ Education ✓ Ocean ✓ Safety ✓ BusinessUSA ✓ Manufacturing ✓ Open Data ✓ Semantic Web ✓ Developers ✓ Ethics ✓ Cities Research and Development Human rights + many more… May 2012 8
  • 9. Cool Things Communities Highlight • Data that community experts have deemed best-of- the-best • Apps that transform data in understandable ways to help people make decisions • Challenges inspire citizens to create new and unthought-of ways to visualize and present data • Blogs that tell stories about uses of data • Maps providing interesting visualization ideas and ways to reuse those map services May 2012 9
  • 10. Challenges Spark Ideas • Energy.Data.gov connects works with challenges across the nation to integrate federal data and bring government personnel to code-a-thons • www.challenge.gov May 2012 10
  • 11. Data APIs • API Catalog • API Key Management – Register once, use everywhere across the Federal government – Basic API Key Auth • Central Proxy capability • Key validation service – Basic application statistics • Developer Documentation – Use of templates describing parameters May 2012 11
  • 12. Open Government Platform • www.opengovplatform.org • Bilateral partnership with Government of India’s National Informatics Centre • Open source version of Data.gov • Offered free (as in speech and beer) to any city or nation • Government participation in Open Source Software July 28, 2011 12
  • 13. Open Government Platform (cont’d) • Public commits on Github • Public bug tracker • Public mailing list where discussion happens • Source code on Github – https://github.com/opengovplatform • US Data.gov has implemented a component of the platform already onto its site • Coordinating with other open data platforms and data providers July 28, 2011 13
  • 14. Managing Open Data Tomorrow • Bring data up and out of government to the public ★ • Make data accessible and linked ★★★★★ • Provide simple ways to visualize the data • Create communities to understand and apply data • Connect and collaborate with small businesses, industry, and academia to drive innovation • Develop open source open government data platform with India for global use and further community development • Share with others to understand global issues Be the change you want to see in the world – Ghandi May 2012 14
  • 15. Be Change Drivers! 1. Get others in your agency excited about making interesting datasets public 2. Create a challenge of your own to launch innovation 3. Get connected with the Data.gov communities - there are over 22 now! May 2012 15
  • 16. Let’s work together to set the data free! www.Data.Gov christopher.musialek@gsa.gov @usdatagov @cmoose May 2012 16
  • 17. LETTING DATA LEAD DECISIONS Improving Government Performance at the Local, State and Federal levels Carter Hewgley FEMASTAT Director Department of Homeland Security July 26, 2012
  • 18. LOCAL PERSPECTIVE Promoting Inclusion at DC Public Schools (DCPS)  In 2009, ~26% of special education students in DCPS were being educated in the most “restrictive environment”1  In FY 2010, the District spent $154 million on private tuition for these students2
  • 19. DCPS reduced non-public enrollment by Non-Public Enrollment improving and analyzing student data, and declined by 23% or 596 students in two school then targeting interventions toward trends years through: and needs3 • Increased graduation rates among older students • Preventing younger At the beginning of SY 2009, placements through more inclusive practices at their DCPS was not tracking home schools enrollment data on non-public students – so we built a tracking system and started • Improved accuracy of studying the data. enrollment records
  • 20. Reduced non-public enrollment created significant savings, which could be redirected toward inclusive services within public schools 3,4 DCPS began comparing enrollment and expenditure data to reduce Expenditures on Non- Public Tuition dropped errors, waste, fraud and abuse by $19 million or 12% between FY 2010 and FY 2011
  • 21. STATE PERSPECTIVE Reducing HIV Transmissions in the District of Columbia  In 1999, the CDC recommended all states use confidential names-based reporting of HIV testing/transmission to improve surveillance accuracy 5  As late as 2006, DC Government had not transitioned to names-based reporting of HIV transmissions  Based on AIDS data, it was estimated that 5% of the District‟s population had HIV or AIDS in 2006 – the highest infection rate in the nation
  • 22. Until 2007, DC government‟s response  DC officials to the HIV/AIDS Epidemic was not knew AIDS prevalence was driven by sound epidemiological higher than any surveillance on HIV transmissions6 other city or state, but did not empirically HIV Cases, Deaths, and Prevalence in DC know new 2000 16,000 infections were Newly Diagnosed Cases 12466 14,000 on the rise Living HIV Cases 11,552 1500 12,000 Newly Diagnosed 10,000 1332 Deaths 1000 8,000 1103 6,000 Living HIV Cases  Many assumed 500 4,000 it was a 399 423 2,000 “younger” 0 0 epidemic 2006 2007 600 New HIV Cases in DC by Mode of Transmission  Federal law 500 prohibited DC from Newly Diagnosed MSM/IDU 400 IDU implementing Cases 300 Risk Not Identified needle 200 Heterosexual Contact exchange 100 MSM programs 0 2006 2007
  • 23. As HIV transmission data became more accurate, the District started evidence-based interventions that slowed transmission rates considerably6 New HIV Cases in 2010 (by age) HIV Cases, Deaths, and Prevalence in DC 2000 15,000 Living HIV Cases 3% New HIV Cases 5% 1500 10,000 15% 13-19 1332 1000 1103 1149 29% 20-29 853 835 5,000 30-39 500 399 423 40-49 343 288 207 0 0 24% 50-59 2006 2007 2008 2009 2010 >60 24% Newly Diagnosed Deaths Living HIV Cases New HIV Cases in DC by Mode of Transmission 600 Among new cases, 20- 500 somethings account for the largest share of New HIV Cases 400 MSM/IDU new infections – so IDU 300 Risk Not Identified prevention strategies 200 Heterosexual Contact must account for 100 MSM behavior trends in this 0 age cohort. 2006 2007 2008 2009 2010
  • 24. District youth age 15-19 are at growing risk of transmitting chlamydia and gonorrhea, so understanding transmission behavior is key to preventing further HIV prevalence in that age cohort.6 DC Chlamydia Cases by Age and Year 100% 191 311 368 306 280 350 641 693 658 495 80% 465 865 1007 878 712 >40 60% 1985 1980 1650 30-39 1041 1895 25-29 40% 20-24 2694 2610 2351 15-19 20% 1239 2215 0-14 0% 2006 2007 2008 2009 2010 DC Gonorrhea Cases by Age and Year 100% 260 230 167 216 267 80% 324 369 364 328 244 310 >40 9.5% of the District‟s 370 365 60% 299 368 30-39 25-29 population is age 13- 732 600 40% 512 693 712 20-24 19, and interventions that 20% 495 638 880 871 743 15-19 13-14 prevent gonorrhea and 0% 0-12 chlamydia may also 2006 2007 2008 2009 2010 lessen HIV prevalence
  • 25. FEDERAL PERSPECTIVE Improving Employee Satisfaction at the Federal Emergency Management Agency (FEMA)  In 2010, FEMA ranked #206 out of 224 agencies on the Best Places to Work (BPTW)  In 2011, FEMA‟s position fell to #231 out of 240 ranked agencies 7, 8 Are you Considering Leaving in the DHS & FEMA BPTW Score Next Year? 100% 58.6 56.6 54.4 56.2 55.9 41% 49.1 49.8 51.1 48.3 80% 47.5 YES 60% 40% 71% 67% 59% 20% No No No 0% 2005 2007 2009 2010 2011 Government DHS FEMA No DHS FEMA Yes, to take another job within the Federal Government Yes, to retire Yes, other Yes, to take another job outside the Federal Government
  • 26. FEMA uses a performance management process called FEMASTAT to evaluate progress against strategic objectives – improving employee satisfaction is a major strategic priority  69% of FEMA‟s workforce was not included in the First survey pool FEMASTAT evaluated who was surveyed9  White men at the GS 13-15 level were slightly over- represented among survey respondents  Respondents were representative of a cross-section of Next FEMASTAT the agency‟s analyzed the representative programs nature of respondents
  • 27. To accurately highlight negative and positive  Three types of trends, FEMASTAT analyzed scores three analysis different ways for all 71 survey questions 9 included:  Highest & Lowest Scores  Biggest Increases & Decreases  Largest variance from DHS or Government averages  The analysis revealed two areas of strength and three opportunities for improvement  FEMA senior leadership reviewed the analysis and developed actions to address concerns about leadership, fairness, and professional development
  • 28. In December 2010, FEMA senior leaders decided on the following actions:  Increase transparency by televising key senior leadership meetings (including FEMASTAT)  Seek more employee input by expanding the Employee Viewpoint Survey to 100% of FEMA‟s workforce  Enhance visibility of FEMA‟s professional development and emerging leader programs  Promote fairness within the employee awards program by setting standards for qualification, allocation and distribution  Establish a two-way “culture of communication” at FEMA Employees are currently completing the 2012 survey and FEMASTAT will review those results in December 2012 to evaluate the impact of these decisions.
  • 29. In summary:  At every level of government, in every organization, you can use data to drive decision making and to demonstrate the impact of those decisions  The key is to (1) pick a problem you want to solve, (2) commit your organization to solving it, and (3) demand that data be used to inform decisions along the way  Sometimes this requires investing in the data first  “Optimism, without data, is just an emotion.” - - Dan Tangherlini, City Administrator, Washington DC, 2007-2009  Questions?
  • 30. REFERENCES & NOTES Citation Slide Reference/Note The Individuals with Disabilities Education Act (IDEA) requires states to ensure children with disabilities, to the maximum extent possible, are educated with children who are not disabled. That ideal scenario is considered 1 2 the “least restrictive environment” under Federal law; therefore, the “most restrictive environment” is one where students with disabilities are educated in total isolation from their non-disabled peers. The $154 million includes tuition only, and does not include administrative costs and some expenditures on related services. The total amount spent in the non-public tuition fund in FY 2010 was $167 million: District of 2 2 Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97. http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapte r.pdf 3 3, 4 Graphic on non-public student enrollment extracted from July 20, 2011 SPEDSTAT on Non-Public Tuition. District of Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97. 4 4 http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapte r.pdf Department of Health and Human Services, Centers for Disease Control and Prevention, HIV Infection 5 5 Reporting web-article, accessed on July 25, 2012: http://www.cdc.gov/hiv/topics/surveillance/reporting.htm All charts and data extracted from the District of Columbia Department of Health HIV/AIDS, Hepatitis, STD, and TB Administration (HAHSTA) Annual Report 2011: 6 6, 7, 8 http://doh.dc.gov/doh/frames.asp?doc=/doh/lib/doh/services/administration_offices/hiv_aids/pdf/HAHSTA_ANNU AL_REPOR_2012.pdf 7 9 Best Places to Work from: http://bestplacestowork.org/BPTW/rankings/detail/HS18 8 9 Retention data from Federal Employee Viewpoint Survey 9 10, 11 FEMASTAT Presentation on Employee Satisfaction, December 7, 2011.
  • 31. GovDelivery Analytic Star Potential – Go for the Extraordinary NextGen Conference – July 2012 Dennis R. Still, Client Performance Analyst 31
  • 32. Where would you like to fall? AVERAGE = a typical amount, rate, degree; norm EXTRAORDINARY = exceptional in character, amount, extent, degree; noteworthy; remarkable Trying to push ourselves to think beyond what is “average, comfortable, or easy” is difficult. At GovDelivery, we believe that governments can achieve extraordinary levels of engagement with their citizens. Helping them is what we do best. 32
  • 33. How GovDelivery Works 1. Utilize existing 2. Place 3. Public selects 4. Personalized Web and Social subscription links specific types of messages are sent Media Content. and maximize information of automatically via signup rates. interest they want to email, SMS, social receive. media, & RSS Content from Distribute content in across Broad range of topics across multiple channels; Website and enterprise; connect across post to social outside Social the entire agency or level of media, enable Media government to reach more sharing on consumer web Properties people 33
  • 34. Settling for Average City A - Average Opens & Clicks (Jan - Nov 2011)* Average Open Rate Average Click Rate 35.25% 12.12% GovDelivery Clients by Market (Jan - Nov 2011)* Average Open Rate - All Average Click Rate - All 25.25% 10.25% Average Open Rate - State & Local Average Click Rate - State & Local 24.20% 7.20% Average Open Rate - Federal Average Click Rate - Federal 45.40% 22.40% Average Open Rate - Europe Average Click Rate - Europe 10.00% 7.10% *Data is not real and only presented for demonstration purposes Findings:  City A has much better Average Open & Click Rates than all other clients 34
  • 35. Presenting Extraordinary – When you can do this... County # of New Subscribers # topics Population Subscribers Per Month offered Automation Top Topics • Sheriff ~250,000 • Bid invitations • Employment Launched: 6,595 150-250 82 90%+ • News March ‟ 07 • Crime • Public Health • Commissioner‟ s Newsletter ~200,000 • Planning notices Launched: 4,728 250-300 35 ~25% • Safe Kids • Calendar of Events April ‟ 10 • Solid Waste • Public Library ~170,000 • Employment • Parks Launched: 3,211 150-200 55 ~80% • Farm Museum July ‟ 06 • Capital Projects • County Newsletter • Parks • Jobs ~90,000 • Employment • Crime Launched: 9,886 125-150 65 ~50% • Camping January ‟ 07 • Taxes • Flood alerts • Public Health City A • Jobs • Tax Forfeited Properties 147,076 9,508 75-125 117 ~75% • Convictions / Ten Most Wanted Launched: • Bid September ‘01 • Calendar Compare City A to other cities and counties of comparable population size. Benchmark their performance against comparable agencies. 35
  • 36. Presenting Extraordinary – Benchmarking cont. Avg. New # of Subscribers / # topics Population Subscribers Month offered Automation Top Topics • General Newsletter ~300,000 >500 • Arts Council • Libraries Launch: 158,676 (some months over 139 ~60% • Jobs October ‟ 06 1,000) • Utilities • Parks/Rec/Museums • Events ~250,000 >400 • Library • Services & Facilities Launch: 45,007 (some months over 109 ~70% • Jobs March ‟ 03 1,000) • Public Auction • Elected Of f icials ~135,000 >400 • Seasonal Programs (Parks) • Leagues / Events Launch: 26,648 (some months over 105 ~50% • Theatre / Culture Sept. ‟ 09 2,000) • Community Programs • Community events ~260,000 ~20% • General newsletter Launch: 56,884 1,000 – 2,000 203 (still adding • Elected of ficials • Public health February ‟ 11 automation) • Parks • Parks ~120,000 >350 • Jobs Launch 31,316 (some months over 150 ~80% • Emergencies • Weather Response August „ 07 1,000) • Neighborhood Newsletter Now, compare City A to Top Performers within criteria. Benchmark their 36 performance against those agencies – power of influence.
  • 37. Presenting Extraordinary: Key Observations From Benchmark Comparison City A performs high on many levels • Large # of topics offered • Topics consistent with what works in other local governments with minor exceptions Clear room for improvement, particularly in growing outreach base • More recent implementations have higher new subscriber rates • Newsletters, events, health, and parks content all do very well in top performing local governments Highlight what department/agency is doing well – praise those efforts. At the same time, highlight the importance of how they might improve based upon metrics accessed. Make it actionable! 37
  • 38. Presenting Extraordinary – GovDelivery Network • 114,247 new subscribers in first half of 2011 • Accounts using the network got 50% of new subscribers from the GovDelivery Network • The Governor of TX gets over 90% of new 17 Texas Agencies subscribers from the GovDelivery Network use GovDelivery 1.5M total subscribers • Los Alamos National Laboratories gets almost all of its new subscribers via cross promotion with NASA • Even small percentage increases in new subscribers via GovDelivery Network can lead to thousands of engaged consumers of agency information – creating mission value 38
  • 39. Presenting Extraordinary: Strong Vital Stats 2012 Total Impact: Subscribers 125,112 1) Agency A continues to GovDelivery Total Network experience significant Subscribers Subscriptions growth in 605,250 55,980 subscribers, opens, and clicks. 2) The Average Engagement Agency Rate for Q1 2012 for Federal Current A Total Engagement Messages Agencies is 52%. In the last Rate Sent 15,498,172 90 Days, Agency A’s 65% Engagement Rate is 65%. Total Opens Total Clicks 792,456 344,160 39
  • 40. Presenting Extraordinary: Pre/Post Testing Weighted Average Growth Across Testing: Network Givers = +146% Network Receivers = +45% Network Givers = +125% Beta 1 (12 accounts) Switched: 4/30/2012 Network Receivers = +45% Network Givers = +85% Network Receivers = +26% Beta 2 (30 accounts) Switched: 5/25/2012 Network Givers = +117% Network Receivers = +52% All Other Accounts Switched: 6/6/2012 40
  • 41. Presenting Extraordinary: New Tools & Impact Tax Tips - Web App & UI - Since Launch 2/8/2012 1,000 900 61% Average of New Subscribers coming via Web App 800 700 600 500 400 300 200 100 0 UI New Subscribers App New Subscribers 41
  • 42. Movement from Average to Extraordinary Examine & Understand What Data You Have Move Toward Leveraging That Data For Better Understanding 42
  • 43. Going Beyond Descriptive Analyses Analysis: Two Streams Descriptive Predictive Concerned with summarizing the properties of a sample of Apply mathematical theory of probability to make decisions observations/actions – What has occurred in the past and about the likely properties of populations – What can we do can be counted in some way to help department/agency achieve better results Mean/Median Sums/Averages Percentages Order Move toward this Try to move away from just descriptive patterns – predictive model need to get data integrity established to allow organization to mature in terms of analyses 43
  • 44. Conclusion Strive for Extraordinary – Think about impact for your intended audience, examine what questions you want to answer (hypothesis) Don’t Settle – For bad data or lack of data, drive for results by examining what you have and where you might find more Start “Small” and Work Toward “Big” – Big Data can be daunting at first, think about what you can do right now with smaller data, just start examining 44

Editor's Notes

  1. Most popular types of datasets: geography and environment, health and nutrition, and national security and veterans affairs
  2. 1 The Individuals with Disabilities Education Act (IDEA) requires states to ensure children with disabilities, to the maximum extent possible, are educated with children who are not disabled. That ideal scenario is considered the “least restrictive environment” under Federal law; therefore, the “most restrictive environment” is one where students with disabilities are educated in total isolation from their non-disabled peers.2 The $154 million includes tuition only, and does not include administrative costs and some expenditures on related services. The total amount spent in the non-public tuition fund in FY 2010 was $167 million: District of Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97. http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapter.pdf
  3. 3 Graphic on non-public student enrollment extracted from July 20, 2011 SPEDSTAT on Non-Public Tuition.
  4. 3 FY 2011 spending graphic extracted from July 20, 2011 SPEDSTAT on Non-Public Tuition4 District of Columbia Government FY 2013 Proposed Budget and Financial Plan, Non-Public Tuition, page D-97. http://cfo.dc.gov/cfo/frames.asp?doc=/cfo/lib/cfo/budget/fy2013/chapter/public_education_system/gn_npt_chapter.pdf
  5. 5 Department of Health and Human Services, Centers for Disease Control and Prevention, HIV Infection Reporting web-article, accessed on July 25, 2012: http://www.cdc.gov/hiv/topics/surveillance/reporting.htm
  6. 6 All charts and data extracted from the District of Columbia Department of Health HIV/AIDS, Hepatitis, STD, and TB Administration (HAHSTA) Annual Report 2011: http://doh.dc.gov/doh/frames.asp?doc=/doh/lib/doh/services/administration_offices/hiv_aids/pdf/HAHSTA_ANNUAL_REPOR_2012.pdf
  7. 6 All charts and data extracted from the District of Columbia Department of Health HIV/AIDS, Hepatitis, STD, and TB Administration (HAHSTA) Annual Report 2011: http://doh.dc.gov/doh/frames.asp?doc=/doh/lib/doh/services/administration_offices/hiv_aids/pdf/HAHSTA_ANNUAL_REPOR_2012.pdf
  8. 6 All charts and data extracted from the District of Columbia Department of Health HIV/AIDS, Hepatitis, STD, and TB Administration (HAHSTA) Annual Report 2011: http://doh.dc.gov/doh/frames.asp?doc=/doh/lib/doh/services/administration_offices/hiv_aids/pdf/HAHSTA_ANNUAL_REPOR_2012.pdf
  9. 7. Best Places to Work from: http://bestplacestowork.org/BPTW/rankings/detail/HS188.Retention from Federal Employee Viewpoint Survey
  10. 9 FEMASTAT Presentation on Employee Satisfaction, December 7, 2011.
  11. 9 FEMASTAT Presentation on Employee Satisfaction, December 7, 2011.
  12. For State and Local Prospects