Creating public value is key for municipalities, a constant critical eye must be kept on the added value for citizens and businesses of the policy to be implemented. Recent growth in the range of functions for municipalities, driven in part by decentralisation, is forcing them to become more efficient. Both processes as policies need the highest gain in public value given the available assets.
Data can provide traction and direction for decision-making in the various disciplines and integral issues for municipalities. These include, for example, developments in Social policy or in Safety and Environmental legislation. Here are some practical examples: information-directed enforcement with dashboards, determining optimal usage of neighbourhood teams, fraud detection in Assistance & Care, and measuring the effectiveness of re-integration provisions.
The municipality collects a lot of its own data about its citizens and has access to both data from partners in the citizen value chain as well as open data. Utilising these data sources to reach quicker and better decisions is both an opportunity and a necessity. Optimal use of data increases a municipality’s public value. The data enables continuousmeasurement on the effects of implemented policies. This also serves as a basis to perform predictive analyses for prevention purposes, e.g. for fraud detection and predicting maintenance or burglaries. Taking fact based decisions shortens the policy-making process, reduces the reliance on “gut instinct” and allows better decisions to be taken.
It is now understood that using data can add value, but how do you make it happen in practice?
We know it isn’t always easy to supply data from different departments and systems within municipalities. It helps when a data strategy has been formulated, which also sets in stone the data infrastructure in the municipality.
Embedding and broadening in the organisation is often a challenge too. It is important that intelligence is distributed within the municipality as broadly as possible, crossing the various silo’s. The attained results or experiments achieved can be used to demonstrate what the added value of the data is. Data-driven management also means having a different arrangement of the organisation in terms of (operational etc.) processes and roles.
Finally, issues surrounding privacy and ethics also play a major role, especially in the discussion surrounding who owns the data. Having a clear purpose, and thinking in terms of opportunities rather than what isn’t possible, ultimately creates more scope for creativity.
Data quality audit
Data Governance
Target to Data workshop
Read more
Dashboard optimisation
Measuring effects
Visualisation & reporting
Read more
Supporting analytics
Organisational structure
Training on the job
Read more
16 November 2018
On Thursday 1 November at 2:00 p.m. the participants start trickling into the inspiration session on... read more
13 September 2018
What can public organisations learn from the successes and lessons learned from data-directed working in commercial... read more
Do you want to know more about this branche? Please contact one of our specialists in this area:
