Thorhildur JetzekAnalyst and Industrial PhD Fellow KMD and CBS

A STRATEGY FOR THE FUTURE OF PUBLIC SECTOR DATA MANAGEMENT

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The challenge Desired future state The path from data to value:

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Governing complexity and crossing boundaries Finding the balance – from tensions to synergies

OVERVIEW

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DENMARK AT A GLANCE 2014

DenmarkOECD average

20122014

Life satisfaction

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SOCIETAL CHALLENGES

• Demographic development• Fiscal constraints• Low productivity growth• More people in need of public

service• Rising expectations regarding

levels of public service

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HOW CAN DANISH AUTHORITIES PROTECT THE WELFARE STATE?

Growth, jobs and competitiveness

2020 Goals: Economic growth, 150.000 new private sector jobs, sustainable public finances

Improving framework

conditions for businesses

Contribution to growth towards

2020EUR 2.7 billion

Increasing levels of education and

employment

Contribution to growth towards

2020EUR 2.7 billion

Reforms of the public sector and sustainable public

finances

Contribution to growth towards

2020EUR 1.6 billion

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DIGIGAL SERVICES ARE THE WAY FORWARD

People appreciate the flexibility and freedom provided by digital services – but…

…they do not appreciate service delivery silos Service needs are always changing AGILITY is needed People want smarter services H2H instead of B2C or G2C

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“Forget the old debates about public/private and central/local delivery. We must build the foundations of a shared economy of public services, powered by a new digital civic infrastructure of shared digital capabilities, shared digital platforms and standard approaches to using and protecting data. In doing so we save billions and deliver much better services.”(GovernUp, 2015)

WHAT NEEDS TO BE DONE

We need to be able to bring basic data into play with greater stability and capacity than we can at the moment. This means finding an efficient way to distribute data across the public and private sectors using a shared infrastructure.” (Digitization Strategy 2011-2015).

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Services that are designed around the needs and behaviors of citizens, rather than the needs and structures of government.

Empowering citizens to be more independent and self reliant.

Using funds efficiently to offer world class help to those who really need it.

A foundation for such a state is the ability to share data and information across boundaries

A DESIRED FUTURE STATE FOCUSED ON:

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Current situation in Denmark

Use of Basic Data is limited by multiple distribution platforms, double registration and

shadow registers

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• There is an increasing pressure on registers due to increasing demand for data• Today, problems with gaps and redundancy in the data sets used

across public administration, means that many keep their own shadow registers of the information required to deliver the service requested• Differences in semantic understanding of core concepts make it

difficult to link data together• Today, there is a great number of individual systems for

distributing basic data about individuals, businesses, addresses, etc.• Many distribution solutions are technically obsolete, and as a

consequence not capable of delivering the desired data as fast as needed or in the necessary formats

DATA COLLECTION AND DISTRIBUTION IN PUBLIC SECTOR

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CURRENT SITUATION IN DENMARK

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Future state – from silos to platforms

Basic Data is distributed via single high-performance platform and mashed up with other sources of data to create citizen-centric servies

“Platforms” are components that provide access and can be used by many services

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• Master data management ensures uniformity, accuracy, stewardship, semantic consistency and accountability of basic data

• Each register can operate independently, focusing on their professional tasks as shared data models prescribe how data should be prepared and disseminated

• Each register is accountable for their own data but adhers to common standards

• No need for continuous coordination or shadow registers as shared conceptual foundations ensure transparency and consistency and common understanding of core concepts

ROLE OF MASTER DATA MANAGEMENT

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An average of 550.000 queries pr. municipality pr. year can be optimized

An average of 55.000 errors or data reroutes can be alleviated pr. municipality.

This is supposed to lead to efficiency gains estimated as worth of 26,5 million DKK pr. year.

Having all data hosted only in the original registry instead of running shadow registers will save around 190.000 DKK pr. Municipality pr year, or 18,6 million DKK total.

Finally, estimated gains from more efficient processes are estimated as 36 million DKK pr. year.

This is a total of 81,6 million potential savings for the municipalities.

Source: http://www.frederiksberg.dk/~/media/eDoc/2/2/9/2295002-2543404-1-pdf.ashx

EXAMPLE: ADDRESS DATA

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Public Sector

Public and private sector

FUTURE STATE

Master data management

Distribution

Value-addedproducts

Core

reg

.Sh

adow

reg

.

• Master data management cover maintenance and development of registers containing public basic data and private core data

• There is an increasing pressure on registers due to increasing demand for data

• Today, problems with gaps and redundancy in the data sets used across public administration, means that many keep their own shadow registers of the information required to deliver the service requested

Standardized value added services based on multiple sources of data

A common distribution platform - Datafordeleren

CompaniesPeople Real EstateAdresses, Roads etc.

Maps and Geography

Sensor data Social dataProprietary

data

Buying property

Staying healthy

Avoiding traffic

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Danish commuters spent around 128.000 hours in their cars trapped in traffic in 2010, an increase of 33% from 2001.

These lost hours can cost the Danish economy 8,5 mia DKK pr. year

Besides the monetary impact, the increased levels of stress, the time taken away from family and the resulting pollution each stand as convincing arguments on their own – traffic congestion reduces sustainable value.

EXAMPLE TRAFFIC APPS

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So… is it really this simple?

No! But it is doable

Hvannadalshnjúkur

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Challenge: The need to keep people informed and coordinated and giving key players a voice in how the program evolves, without suffocating in administrative tasks and bureaucracy

Solution: SoS governance Basic Data program has seven subprograms (sub-systems) and 38

individual projects Make sure all sub-systems share the same overall mission and goals

(regarding data sharing in this case) Allow autonomy but ensure high standardizations of deliverables and

removal of barriers that prohibit cooperation (for instance economic barriers)

Encourage communication and enforce interoperability Create multi-stakeholder collaboration forums and establish rules of

behavior

1. SOLVE GOVERNANCE CHALLENGES – REMOVE SILO THINKING

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2. REMOVE BARRIERS TO USE THROUGH OPEN LIQUID DATA

Open by default. All kinds of data (excluding person sensitive) are open

Price of data should not be a barrier to use

Open licenses allow for reuse for all possible purposes

Data should be easy to interact with, discover and access (platforms)

Data should be easy to understand out of context and published in a conceptually organized way so that they can be used in a variety of systems and be linked to other data

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3. IMPROVE DATA QUALITY – REMOVE NEED FOR SHADOW REGISTERS

Attribute Description

AccuracyAccuracy means that data that are correct, precise, and reliable and errors can be easily identified (Wang and Strong, 1996).

CompletenessCompleteness can be defined as the extent to which the information contained in the data is of sufficient breadth, depth and scope for the task at hand (Wang and Strong, 1996).

Representational consistency

Consistency means that data are continuously presented in the same format, consistently represented, consistently formatted and compatible with previous data (Wang and Strong, 1996).

Timeliness The timeliness attribute reflects whether the data are available when expected and needed.

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3. VIEW DATA AS A STRATEGIC RESOURCE – REMOVE SPLIT BETWEEN POLICY, DELIVERY AND USE

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Exploitation – focus on using openness to drive

good governance

Exploration – focus on using openness to drive

new ideas

Econ

omic

focu

s So

cial

focu

s∆ Transparency ∆ Collective impact

∆ Efficiency ∆ Innovation

4. CONVERT TENSIONS TO SYNERGIES – FOCUS ON OVERALL GAINS

Tension/synergy

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A national data infrastructure that allows flexible configuration of individual modules and use of data across boundaries

Platforms where public and private parties can collaboratively turn data into information

TO CONSIDER: Trust in sustainability and quality of data Trust in the legal framework (privacy, security, terms of use) Skills Technical infrastructure – connectivity How to protect autonomy and expertise while enforcing

interoperability – lowest common denominator or golden standard?

THE FUTURE?

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SHOWCASING THE POWER OF OPEN ACCESS, CROWDSOURCING AND HIGH QUALITY DATA

OSM in Haiti before 2010 earthquakeOSM in Haiti 2 days after earthquake

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WHERE GOOD DATA MANAGEMENT CAN LEAD

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I would love to network on LinkedIn: dk.linkedin.com/in/thorhildur

Twitter feed or current insights on all things data: https://twitter.com/HildaJetzek