driving joined-up services through joined-up...

SAS® POINT OF VIEW

Benefits of the single view of the citizen for local governmentDriving joined-up services through joined-up data

SAS® Point of View

Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

The data delta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Eyes wide open . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Single view, multiple opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Reduce the cost of troubled families . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Detect and prevent fraud . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Ensure efficacy of flagship initiatives . . . . . . . . . . . . . . . . . . . . . . . . . 4

Protect revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Target communications and services . . . . . . . . . . . . . . . . . . . . . . . . . 5

SAS®: Enabling informed local government . . . . . . . . . . . . . . . . . . . . 5

SAS® Data Quality and SAS® Data Integration . . . . . . . . . . . . . . . . . . . 5

SAS® Citizen Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Why SAS®? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

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Benefits of the single view of the citizen for local government

IntroductionOnly by gaining a holistic view of the citizen can local authorities begin to understand the communities they serve, make evidence-based decisions, plan effectively, and transform performance and service delivery. With a growing and diverse population across the UK, the public’s needs are becoming ever more complex. Local authorities, therefore, need a deep understanding of the commu-nities they serve to ensure they deliver the right services to the right people, at the right time.

But the existing siloed approach to citizen data is preventing delivery of efficient and effective services.

The drive to decentralise power and budgets from central government to local govern-ment and communities means that local authorities have never been more in control – or more in the spotlight . This fundamental shift brings both exciting opportunities and immense challenges . But with the next general election already in sight, the pressure is on for local government to get it right, fast .

To enhance delivery of programmes and services, local authorities strive to gain a bet-ter understanding of the clients they serve . Beyond simply providing individual services, local authorities have the added goal to empower or strengthen citizens and help them become self-sufficient .

This can only be achieved through a holistic approach to serving citizens and families, which requires aggregating programme and service data for comprehensive views and analysis to achieve an integrated approach to citizen outcomes .

We know local government is complex, covering social services, housing, revenues and benefits, education, transport, waste collection, local planning, council tax collection and more . Plus, local authorities increasingly need to work closely with the wider public sector – including health and the emergency services – to make their communities safer, healthier and more prosperous places to live and work .

Despite the diverse nature of local government, there are a number of core challenges and priorities that are universal, namely:

• Providing the right services to the right people: knowing what is needed and by whom

• Effective intervention: to prevent citizens needing costly services in the future

• Cost efficient planning: against a backdrop of limited budgets and increasing demand .

Local authority services are inextricably linked by the public themselves; the interaction a citizen has with education, for example, will almost certainly have a direct effect on their need for other services, such as employment . Successful local government initiatives can therefore have long-lasting benefits for individuals and across the community .

So there is a growing understanding within local government that services need to be “joined-up”, taking a coordinated approach to addressing the multiple needs of individu-als to transform service delivery and improve outcomes .

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SAS® Point of View

The data delta Local authorities collect huge amounts of data on citizens and their use of services every day . However, this data is often stored in different databases and in varied formats – making it difficult to share information, gain insight or get a holistic view .

As a result, local government is functioning with a fragmented view of the individuals and communities they serve . Decisions are often made on partial information, or some-times gut feel . It is therefore impossible to accurately understand issues that might arise and plan timely interventions . Local authorities cannot make reliable forecasts and evi-dence-based decisions on the cost-efficient delivery of services – nor can they measure the overall efficacy of initiatives, hold service providers to account or adapt to improve performance .

This is clearly untenable . Citizens have multiple points of contact with local government, but they are whole individuals, not a fragmented set of needs . The drive for joined-up services can only succeed if local government has a joined-up approach to citizen data . They need a reliable, 360-degree view of individuals and the community to inform the provision of cost-efficient and effective services . Without a single view of the citizen, the Localism Agenda is effectively operating blind

Eyes wide open Fortunately the solution is nowhere near as complex as the problem itself . Using SAS®, authorities can access their data in real time, quickly and easily identify issues and use this insight to predict what is likely to happen in the future . That knowledge can be easily used for immediate action that makes a measurable difference to get a 360-degree view of the citizen and understand how they use local services .

A single view of the citizen enables local government to operate with their eyes wide open, and empowers:

• Evidence-baseddecisionsabouttheservicesneededandtheoutcomesrequired

• Effectiveinterventiontopreventcostlyissuesinthefuture

• Predictivemodellingtounderstandthetrueimpactofproposedinitiatives

• Reliablefinancialplanningandforecasting

• Cost-efficient,accountablecommissioningtodayandinthefuture

• Cross-agencycollaborationandsharingofinsight

• Innovativeservicedelivery.

What if you could…•Understandyourcommunityandplanforitsneedsnow

•Accuratelyforecastyourcommunity’sneedsforthefuture

•Efficientlypredicthousingusagebyfamilies

• Identifyandsupporttroubledandvulnerablefamiliesbeforetheybecomeaburdenon resource

•Detectandpreventfraud

•Reactmorequicklytochangingsocialsituationsanddynamics

•Holdserviceproviderstoaccountanddrivecost-efficiency.

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The data delta Local authorities collect huge amounts of data on citizens and their use of services every day . However, this data is often stored in different databases and in varied formats – making it difficult to share information, gain insight or get a holistic view .

As a result, local government is functioning with a fragmented view of the individuals and communities they serve . Decisions are often made on partial information, or some-times gut feel . It is therefore impossible to accurately understand issues that might arise and plan timely interventions . Local authorities cannot make reliable forecasts and evi-dence-based decisions on the cost-efficient delivery of services – nor can they measure the overall efficacy of initiatives, hold service providers to account or adapt to improve performance .

This is clearly untenable . Citizens have multiple points of contact with local government, but they are whole individuals, not a fragmented set of needs . The drive for joined-up services can only succeed if local government has a joined-up approach to citizen data . They need a reliable, 360-degree view of individuals and the community to inform the provision of cost-efficient and effective services . Without a single view of the citizen, the Localism Agenda is effectively operating blind

Eyes wide open Fortunately the solution is nowhere near as complex as the problem itself . Using SAS®, authorities can access their data in real time, quickly and easily identify issues and use this insight to predict what is likely to happen in the future . That knowledge can be easily used for immediate action that makes a measurable difference to get a 360-degree view of the citizen and understand how they use local services .

A single view of the citizen enables local government to operate with their eyes wide open, and empowers:

• Evidence-baseddecisionsabouttheservicesneededandtheoutcomesrequired

• Effectiveinterventiontopreventcostlyissuesinthefuture

• Predictivemodellingtounderstandthetrueimpactofproposedinitiatives

• Reliablefinancialplanningandforecasting

• Cost-efficient,accountablecommissioningtodayandinthefuture

• Cross-agencycollaborationandsharingofinsight

• Innovativeservicedelivery.

What if you could…•Understandyourcommunityandplanforitsneedsnow

•Accuratelyforecastyourcommunity’sneedsforthefuture

•Efficientlypredicthousingusagebyfamilies

• Identifyandsupporttroubledandvulnerablefamiliesbeforetheybecomeaburdenon resource

•Detectandpreventfraud

•Reactmorequicklytochangingsocialsituationsanddynamics

•Holdserviceproviderstoaccountanddrivecost-efficiency.

Single view, multiple opportunitiesA holistic view of the citizen can completely transform local authorities and the services they provide . Some examples include:

Reduce the cost of troubled families

Troubled families can also be described as troubled households or troubled individuals . It is those who may be vulnerable, or those who, for many different reasons, cost a local authority a significant amount of time or money . For example, a troubled family might have multiple problems such as both parents not working and children not attending school . They are more likely to place demands on local services such as health, social care, revenue and benefits, and possibly the criminal justice system . The government estimates there are 120,000 troubled families in the UK, and has pledged to help turn their lives around by 20151 .

By having a single view of the citizen, local authorities can identify and understand more about troubled families and vulnerable people . This will help to predict likely outcomes and provide the services today that could save money and improve quality of life in the future . For example, a child with learning difficulties and a chronically ill, single parent can be identified and the whole family supported – greatly reducing the risk of the child falling behind at school, becoming a frequent truant and young offender, and eventually a bur-den to the welfare state .

By understanding the causes of troubled families and vulnerable people, it may even be possible to prevent many from getting to this position in the first place . But this is only possible if social services, health and education organisations have access to joined-up data on that family and collaborate to understand, plan and deliver more effective services .

• Predictandidentifypotentialtroubledfamilies,individualsandhouseholds

» Provide the right support where it is needed

» Engagetherightserviceattherighttime,i.e.socialcareratherthanthepolicemay be the answer in some cases/instances

» Riskassessmenttoaddressanti-socialbehaviourbeforeithappens.

1 http://www .communities .gov .uk/communities/troubledfamilies/

“Around £8 billion a year is

spent on around 120,000

families that have multiple

problems, with funding

only getting to local areas

via hundreds of separate

schemes and agencies.

Despite this investment,

these families’ problems

continue. Services need to

join up and intervene earlier

so that families are given

the chance to turn their lives

around. This integrated, early

intervention approach will

also drive down costs.”

Department of Communities and Local Government, October 2011

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SAS® Point of View

Detect and prevent fraud

Fraud is a constant threat to local authorities, and an expensive drain on limited resources . For example, housing tenancy fraud – including unlawful subletting, suc-cession fraud, and giving false information to gain social housing – is estimated to cost £900 million a year2, with at least 50,000 properties unlawfully occupied3 . Meanwhile, an estimated two million deserving families were waiting for a council house in 2010 .

But disparate data stores prevent councils from effectively identifying and preventing housing tenancy fraud . They are unable to quickly spot anomalies; for example, a ten-ancy continuing long after the original occupant has died . Nor can they identify patterns and relationships that might alert them to organised fraud or unscrupulous landlords . When or if fraud is eventually spotted, expensive investigations are necessary to evict the tenants and recoup any losses .

However, by integrating data from social services, health, justice and private sector organisations, councils can apply a range of advanced analytics to spot patterns the human eye cannot . False and incongruous information can be picked up at the time ofapplication,socialhousingdepartmentscanbenotifiedwhenatenant’sentitlementchanges, and a housing stock can be allocated to those who need it most

• Preventionofcounciltaxfraudandmodellingthefutureneedsofcounciltaxbenefits (CTB)

» Single person discount (SPD)

• Tenancyfraudandpaymentfraud

• Effectivepropertyutilisation

» Rightfamiliesintherightproperties

» Emptypropertiestoreturntouseandreducecosts.

Ensure efficacy of flagship initiatives

Local government initiatives can cover literacy, employment, justice, welfare and envi-ronmental concerns . If successful, the impact of each may have long-lasting, positive effects across the community . But how can councils decide which initiatives will be most beneficial? And how can they measure their success, adapt and improve their imple-mentation, and share them with other boroughs?

With a holistic view of communities, councils can build reliable “what if” scenarios to predict the outcomes of proposed initiatives and make evidence-based decisions on how to prioritise spending . For example, a council with high unemployment may find investment in adult education will be more effective in the long run than a back-to-work scheme . Plus councils will be able to monitor the progress of initiatives in real time, demonstrate success, and share lessons across local government .

• Crossagencyworking

» Effectivecoordinationwithdrugsandalcoholteamstoprovidethebesttreatment and preventative action as appropriate

» Prevention planning and coordination between police, health, and fire and rescue .

2 Annual Fraud Indicator, National Fraud Authority, March 20123 Protecting the Public Purse, Audit Commission, 2011

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Protect revenues

Of course, local government is not all about cost cutting and crisis prevention . It is about ensuring a safe, enjoyable, desirable environment for people to work and live in . And many of the citizens who pay local taxes and support the economy are actually very inexpensive for local government to support .

It is important for councils to understand these citizens and their families, as well as those who are more demanding of public services . This insight can support continued investment into local amenities and services that will be valuable to all – such as local parks, leisure centres, libraries, recycling facilities and more – and will encourage them to stay in the area and be an active part of the community .

A single view of the citizen will enable councils to use analytics to predict the demand for amenities and the value placed on them . And scenario planning can give insight into the risk of revenue loss from other areas, such as council tax, should popular services fall victim to cost-cutting .

• Accuratelypredictwhatdebtcanbecollectedandfocusresourceseffectively.

Target communications and services

TheGovernment’smovetowardsbeing“digitalbydefault”meansthatcitizenscanaccess more and more public services online . The NHS has made steps forward with online patient records, booking appointments and more . This presents an opportunity to collect all kinds of data in a central repository, including text messages, online forms, free text boxes, telephone calls and images .

By using advanced analytics, local government can understand more about its citizens and target relevant resources to where they are most needed . Plus they can identify the best channels to communicate with certain groups of citizens, for example, via email or SMS instead of post . This would not only save money on communication, but also increase the uptake of services when they are most needed, reducing cost further down the line

SAS®: enabling informed local goverment

SAS capabilities enable local government to get a reliable, 360-degree view of citizen to derive valuable insight that can be easily applied across local government .

SAS® Data Quality and SAS® Data Integration

Decisions can only be as good as the data they are based on . SAS can integrate and cleanse disparate data sources, remove inaccuracies and duplication, and standardise data based on common values . The result is a reliable, holistic view of citizens that can drive effective and cost-efficient decision making .

“Getting to the bottom of

what residents think about

local services is a key part

of working out whether or

not you’re doing a good

job and plays a vital role in

improving the services you

provide. Placed alongside

cost and performance infor-

mation it is also a vital tool in

helping prioritise work and

resources.”

Cllr Peter FlemingChairman,LGA’sImprovementBoard

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SAS® Point of View

SAS® Citizen Intelligence

Once a local authority has a trustworthy, holistic view it can use SAS to gain valuable insight into individuals, families and whole communities . It can understand their needs and target joined-up services to those who would benefit most . And it can build models to help understand the impact of initiatives, investments and budget cuts – and ensure communications and campaigns are delivered through the most effective channels .

Why SAS®?Only SAS can deliver an end-to-end solution that delivers:

• Advanced analytics: to easily carry out complex analysis and gain valuable insight

• High-performance analytics: to quickly process large sets of both structured and unstructured data to drive evidence-based decisions

• Real-time insight: models are simple and fast to build and run, for timely interventions

• Cost efficiency:fitswithinlocalcouncils’existingITinfrastructures

• Proven results: SAS has been enabling public sector organisations around the world for more than 30 years

• Flexible: offered out of the box or SAS as a Service .

SAS® Analytics as a Service Public and private sector organisations of all sizes are using SAS® Analytics as a Service to benefit from our powerful analytics capabilities and unparalleled expertise on an as needed, cost-efficient basis . SAS Analytics as a Service can empower local government to develop complex analytical models that deliver valuable citizen insight at breakthrough speeds – and rapidly realise a measurable return on investment .

SAS Analytics as a Service is different to other software as a service propositions as it is bespoke to each customer . So whether a council is looking to profile and seg-ment citizens, plan scenarios or forecast demand, the SAS models will be tailored to its specific needs . We run a secure managed service, enabling local government to focus on applying the insight we deliver . Working with SAS, councils can truly begin to deliver cost efficient, highly effective joined up services .

Learn more

about SAS software and services for the public sector: www.sas.com/uk/public_sector

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SAS® Point of View

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About SASSAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market . Through innovative solutions delivered within an integrated framework, SAS helps customers at more than 60,000 sites improve performance and deliver value by making better decisions faster . Since 1976 SAS has been giving customers around theworldTHEPOWERTOKNOW® .

SAS UK WITTINGTON HOUSE HENLEY ROAD MEDMENHAM MAR-LOW BUCKS SL7 2EB +44 1628 486933 www.sas.com/ukSAS and all other SAS Institute Inc . product or service names are registered trademarks or trademarks of SAS Institute Inc . in the USA and other countries . ® indicates USA registration . Other brand and product names are trademarks of their respective companies . Copyright © 2012, SAS Institute Inc . All rights reserved . 1868UK1012

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