Data Governance - Turning Data Into Insight - Ken Jacquier

Minnesota Digital Government Summit Data Governance Turning Data into Insight
July 31, 2013
2013 International Business Machines Corporation
Data Governance Turning Data into Insight
While we know that the velocity, variety and volume of data continues to increase, do we really know how to handle it and what to do with it? This session will look at implementing enterprise data governance including a look at the structure of data governance as well as some of the technologies that can help answer questions we never thought to ask and provide proactive solutions to problems we never before thought could be solved.
2 2013 International Business Machines Corporation
Sustainable success turning structured data into insights has required a focused Information Governance program
People Process Technology
Maintaining and improving Data Quality is funded as critical continuous improvement core to innovation and leveraging investments for greatest value
Information Governance Structure to support continuous improvement

Define Service or Program Opportunity
Obtain Executive Sponsorship Conduct Maturity Assessment Build Roadmap
Establish Organization Blueprint
Build Business Glossary
Understand Data
Create Metadata Repository
Define Metrics
Govern Data Quality
Govern Master Data Management
Govern Security & Privacy
Govern Lifecycle Management
Govern Analytics
Measure Results
= Mandatory = Optional
Barriers to sustaining Information Governance: Where do we recommend you get started?

Define Service/ Program Opportunity Obtain Executive Sponsorship
Build Roadmap
Establish States Organization Blueprint
Define Metrics
Measure Results
Define business problem

Information Governance Programs sustain value by focusing on specific challenges Need for better customer-centricity Failed audit Data breach Risk due to poor quality or lack of trust of information High expenditure managing and storing information Inconsistent view of information depending on the system This can be one problem aligned to a sponsor with funding This can be a group of government problems with documented business value where Data Quality is a critical enabler to success. Current trend is to make Information Governance and Data Quality a core segment of an approved and funded project; this is often a particular, measureable functionality such as data profiling. Once the Information Governance program builds momentum with quick wins, it is important to make the program a yearly line item in funding cycle This is the ultimate validation that the State understands that information is an asset and must be managed as program and not a project.
Example of State Information Problem: Social Services Agency Questions from Legislature How many children under 15 also have children utilizing our services? How many people over 100 years of age receive benefits? How many indigenous people receive income support payments? Data Profiling by Business Intelligence department Several one-year old children also had children Number of people over 100 years of age exceeded the number of people from the national census The percentage of indigenous people receiving income support payments was significantly lower than the average population Outcomes Focus on Date of Birth and Race as critical data elements People creating the situation (front office) were not the people consuming the data (Business Intelligence)
Step 12: Security and Privacy at Child Welfare Agency (Case Study)
The department received a complaint from a relative who cared for a family members child. On numerous occasions she requested that her home address, telephone number and other details about the child remain private. The complainant was concerned about the childs parents criminal history, violence and drug use. The complainants address details were included in documentation and sent to the childs parents by the department. As a result, the complainant moved house because of safety concerns. She complained to the department which provided her with some financial assistance as a result of the move. The complainant requested that her new address be recorded as withheld by the department. However, the department failed to comply with this request. The department subsequently sent documentation to the childs parents which included the complainants new address details as well details concerning the child. The complainant requested compensation to cover the cost of insurance and security measures for her home, as well as increased rental costs. The complainants payout was then reassessed and she was provided with a higher level of compensation.
Obtain executive sponsorship for Information Governance
Obtain Executive Sponsorship

Create virtual teams and a vision for Data Stewardship Obtain support from senior management (front and back office) Identify an owner for Information Governance Are you ready for this to be a Chief Data Officer ? Federal Reserve Board- Chief data officer since May 2013
Sample Information Governance Metrics Providers within a Healthcare System

Organization Network Management Medical Informatics Business Drivers Ensure appropriate physician coverage for members (e.g., 50% of members with chronic diseases need to be situated near a Medical Home) Conduct appropriate provider analytics Fraud analytics Poor Medicaid Data PCMH Collect data from 30 Sites (50% of members need to be near PCMH) KPI % of physicians with inaccurate ZIP_CODE % of physicians with null state license number, Medicare number, Medicaid number, DEA number % of providers with incorrect address, phone number and email address (change in office manager) % of providers with the correct information regarding qualified services they can provide % of providers with missing Primary Care Physician (PCP) data related to Pay for Performance Number of provider duplicates % of providers with missing attributes that are using for matching (e.g., Date of Birth) Number of providers who have been sanctioned but now show up in a new group as a new provider (fraud analytics) % of physicians incorrectly mapped to the wrong physician group
We update physician credentials every three years. The Medical Informatics team relies on accurate physician data but the responsibility for keeping that data up-to-date falls on the Network Management team. We have a number of dead physicians in our network.
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Build a roadmap-sample roadmap based on initiatives
Balancing Information Strategy with just diving in and doing the hard work
Dead people in the system Appropriate provider analytics - Medicare Citizens with missing attributes such as date of birth Current address of citizen- People move!!! Speed to address states leadership teams queries
Information Governance Structure to support continuous improvement

Define Service or Program Opportunity
Obtain Executive Sponsorship Conduct Maturity Assessment Build Roadmap
Establish Organization Blueprint
Build Business Glossary
Understand Data
Create Metadata Repository
Define Metrics
Govern Data Quality
Govern Master Data Management
Govern Security & Privacy
Govern Lifecycle Management
Govern Analytics
Measure Results
Sustainable success turning structured data into insights has required a focused Information Governance program
People Process Technology
Information processes are managed as an enabler of Strategic Initiatives similar to Supply Chain processes
Information is not just back office IT databases but a SUPPLY CHAIN

Transactional & Collaborative Applications
Analyze Integrate
IBM Big Data Platform
Business Analytics Applications
Content Big Data
Manage
Data Structured & Unstructured External Information Sources Content Streaming Information
Master Data
Visualization & Discovery
Application Development
Systems Management
Accelerators
Cubes
Warehouse Warehouse Data
Hadoop System
Stream Computing
Streams ODS
Information Integration & Governance
Data Model
Information Governance
Security & Privacy Quality Lifecycle Standards
Realizing new opportunities - Requires harnessing non-traditional data sources

Transactional & Application Data Machine Data Social Data Publications and Research
Volume
Structured Unstructured Throughput
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Velocity
Semi-structured Ingestion
Variety
Highly unstructured Veracity
Variety
Highly unstructured Volume
Comprehensive Vision for Integration & Governance
Transaction Data Internal App Data Mainframe Data OLTP System Data ERP data
Data Data Warehouse Warehouse
Hadoop Hadoop Streams Streams

Web Logs Social Data Text & Images
Structured Repeatable Linear
Unstructured Exploratory Iterative
Sensor Data
Traditional Traditional Sources Sources
New New Sources Sources
RFID
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Data Exploration and Information GovernanceUnderstanding your structured and unstructured data
Find, visualize and understand all big data to improve business knowledge Shorter cycles to sustainable Information Governance Greater efficiencies in business processes Develop new business models with resulting increased market presence and revenue
Streams
UI / User
App Builder Integration & Governance

BigInsights
Data Explorer
Warehouse
Connector Framework
CM, RM, DM RDBMS Feeds Web 2.0 Email Web CRM, ERP File Systems
Efficiency and Innovation- Investments in your Information Lifecycle provide cost savings to support an improved Information Supply Chain
Production
Archive
Archives
Reference Data Historical Data Reporting Data
Optim
Historical Retrieved Current
Retrieve
Universal Access to Application Data
Application
Mashup
Application
XML ODBC / JDBC
Archiving is an intelligent process for moving inactive or infrequently accessed data that still has value, while providing the ability to search and retrieve the data
Understand, Improve, and Act upon Insights from all your Data Information Integration and Governance
Understand
Improve
Act
Understand data before analyzing it

Discover / profile data Determine usage policies Filter unnecessary data before integrating Derive entity context
Trust and protect with appropriate governance levels

Improve data quality Master data Secure and protect sensitive data Manage data lifecycle
Integrate and act on insights appropriately

Integrate data Information as a service Define policies to share and act upon insights
Your Information Governance journey must expand to include structured and unstructured data
Information Is Understood
Information is Correct Information is Holistic
Information is Current
Information is Secure
Information is Shared
The Journey to Turn Data into InsightsCognitive
Advanced, Predictive
Foundational
What are potential scenarios? What is the best course? How can we pre-empt and mitigate the crisis?
What will happen? What will be the impact? What happened? When and where? How much?
Transaction reporting Basic reporting Spreadsheets
Data integration Data warehouse Dashboards Clinical data repositories Departmental data marts
Decision support analytics
Predictive analytics
Enterprise analytics Personalized services & care Evidence-based medicine Engaged citizens Outcomes analytics Population behavior
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Q&A
THANK YOU
APPENDIX
INNOVATION
See speaker notes
Establishing a solid, integrated, unified IM platform

Identifying Patients-atrisk, Cost of Care, Govt mandatd metrics, Next Best Action
Visibility
InfoSphere Data Explorer DATA DISCOVERY
Analytic Applications
BI / Exploration / Functional Industry Predictive Content Reporting Visualization App App Analytics Analytics
Accelerators
Data Models, Social and Machine Data
IBM Big Data Platform

Volume, Variety
InfoSphere BigInsights QUERYABLE ARCHIVE UNSTRUCTURED DATA
Visualization & Discovery
Application Development
Systems Management
Volume
DW Appliances STRUCTURED DATA ANALSIS
Accelerators Hadoop System Stream Computing Data Warehouse
Veracity
IBM InfoSphere MATCHING, SECURING DATA SETS
Velocity
InfoSphere Streams REAL-TIME STREAMING ANALYTICS
Sample Master Data Governance Scorecard

Establish the critical data elements with the Data Governance Council Establish the Data Governance baseline
Data Governance Metrics
Goal
Oct 201 1 9% 4%
Se Aug pt 201 201 1 1 10 % 5% 11% 7%
July 201 1 12 % 7%
Jun e 201 1 13 % 8%
May 2011 (Baselin e) 14% 14%
1.Percentage of customer duplicates 2.Percentage of non-validated email addresses
5% 3%
3.Percentage of non-validated phone numbers

4.Percentage of incorrect SSNs
12%
8%
12%
10%
14 %
15 %
18 %
21 %
23%
Establish the Data Governance Council. The Data Governance Lead should circulate acceptableof threshold or goal mailing with theaddress 5.Percentage non-validated 2% 6% 8% 12 15 18 22% these metrics to the data stewards to monitor Data Governance Council % % % ongoing performance.
10 11% 11% 12 15% % % Report monthly progress to the Data Governance
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Government Leaders Moving to Address These Challenges

Greatly enhance veterans care
US Veterans Administration
Optimized veteran claims adjudication, single view of vet
Greatly enhance citizen service, and improved outcomes
US Medicare
Advanced citizen and benefits analytics Automated content extraction, entity assets
Child Predator Investigation
Western National resolution and analysis from seized Law Enforcement
Protect The Nation
Department of Connect the dots, predict and Homeland Security prevent threats
Greatly enhance budget planning & Execution

Greatly enhanced citizen 29 service, and improved
US Missile Defense
Robust automated enterprise financial reporting
Western European Shared citizen data across multiple Govt Social departments, geographies 2013 International Business Machines Corporation
Social Services Smarter Service imperatives

How can I ensure that limited resources are going to those who qualify?
Provide analytics to improve eligibility determination and on-going case management
How can I make it easier for our clients to interact with our Agency?
Provide multi-channel access to client/program information Have a common identifier to recognize the clients across all the programs
How can I achieve better outcomes by optimizing the programs offered?

Gain insight into the impact of various programs and the mix of programs that are driving the greatest success
What tools can I use today to help caseworkers prioritize and manage workload
Provide a consolidated view of information about the client and family Provide alerts to focus the knowledge worker on key activities that must be completed.
How can I better job detecting and deterring fraudulent activities

Know whos who and who knows who Identify individuals sharing households Identify clients who do not meet current eligibility rules.
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Smarter Social Services Delivery

Solution Definition
Provides Social Services agencies with a means to improve effectiveness while at the same time reducing fraud and waste. The solution: -- Provides a holistic view of client and family -- Streamlines case management -- Reduces fraud, abuse, and errors -- Measures, monitors and analyzes program performance Aligns to Key Citizen Needs and Improves Agency Efficiency
Gain a Holistic View of Client & Family
Improve Efficiency Through Streamlined Case Management
Reduce Fraud, Abuse and Errors
Measure, Monitor and Analyze Programs Performance and Client Outcomes
Tax Agency Compliance Imperatives

How do I simplify and enhance the taxpayer experience?
Intelligent access to relevant tax code, forms and account status.
Single view of taxpayer across all channels and touchpoints Straightforward taxpayer service
How do I reduce underpayment and fraud?

Enhanced taxpayer guidance through statistical analysis Enhance identity and householding analysis Better information sharing across the federal ecosystem (e.g, SSA)
How do I improve my Audit efficiency and effectiveness

Predictive analytics to identify anomalous behavior Identity resolution to identify who is who, and how knows who Base management for more efficient audit adjudication
How do I optimize collection & compliance

Business performance management & executive dashbaoaring
Clark County Family Services Increases Visibility, Productivity and Compliance

CCFS used IBM Business Analytics software to streamline case management and reporting practices, which increased visibility and productivity while improving its ability to justify funding of targeted case management activities
In light of a fast-growing state population and struggling economic climate, we were able to not only boost our quality of service, but also generate about $4 million in new revenue. The IBM solution, with its ability to help identify bottlenecks and improve business processes, was instrumental in these successes so much so that other county departments are now implementing the solution and mirroring our BI infrastructure. Eboni Washington, QA/QI Supervisor, Family Services Department, Clark County
Information Governance for Government Agency

Audit Information Logging and Reporting Classification and Metadata (C&M) Data Architecture
Data Quality Management (DQM)

Data Risk Management (DRM) and Compliance Information Lifecycle Management (ILM) Information Security and Privacy Organizational Structures and Awareness Policy
Stewardship
Value Creation
Initial
Priority Assess current state
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Repeatable
Defined
Managed
Optimizing
Determine future state
required capabilities
Develop roadmaps
There is a Golden Opportunity If We Govern Information
3X
Organizations are improving at 3 times the rate of competitors.
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4 out of 5
Organizations rated their decision making as 7 or higher on a scale of 1 to 10.
Organizations show high or very high levels of trust
77%
Source: The Big Data Imperative: Why Information Governance Must Be Addressed Now, Aberdeen Group, Dec 2012
2013 IBM Corporation
Information Integration and Governance Platform

Information Integration and Governance
Information Integration Extract, Transform, Load Replicate Federate Data Quality Standardize Validate Verify Enrich Match Master Data Management Master multiple domains Registry or transaction hub Collaboratively author Govern master data Data Lifecycle Management Database Archiving Test data management Privacy & Security Activity monitoring Masking Encryption Redaction
Metadata, Business Glossary and Policy Management and Entity Analytics Automated data discovery Enterprise metadata repository Business terminology defined in business glossary Define, share and execute information governance policies Information Governance project blueprints Incremental context accumulation
More Data, Less Confidence

Increasing Volume, Variety, and Velocity makes it harder to establish veracity
1 in 3 1 in 2
Make decisions on untrusted information
Dont have necessary information
60% 60%
40%
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Have more data than they can use
Time spent on project to understand information
To ensure the economic health, welfare and security of their citizens, smart governments are working to
IMPROVE CITIZEN AND BUSINESS SERVICES Connecting people to programs based on individual needs achieving sustainable outcomes while reducing operational costs and maximizing taxpayer value.
GOVERNMENT
MANAGE RESOURCES EFFECTIVELY Leveraging business intelligence and planning to improve insight and elevate performance with visibility and control.
ENSURE A SUSTAINABLE ENVIRONMENT Deploying environmentally responsible operations, from energy efficiency and conservation to transportation management and the pursuit of renewable resources.
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STRENGTHEN SECURITY AND PUBLIC SAFETY Enabling defense and law enforcement organizations to achieve situational awareness, increased speed of command and combat superiority.
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Puerto Rico Treasury Dept. (Hacienda)

Challenge
Data intake was increasing 300% annually
Storage Costs were getting out of control Application performance was being degraded by the processing the increasing amounts of data
Benefits
Saved $2 Million in storage and CPU costs by moving data off of the primary processing environment Allowed the Treasury Dept. to continually archive data to deal with the 300% annual increases Reduced the batch processing windows for payroll and financial reporting, allowing critical deadlines to be met.
Solution
IBM Optim Data Growth Solution Reduce Costs associated with Data Growth Improve performance of overworked production applications Store data in an immutable format for audit and discovery purposes
39 2013 International Business Machines Corporation39
Georgia Dept of Labor

Challenge
Secure data associated with Unemployment Insurance benefits in test/development environments
Reduce the amount of storage required for testing Improve time to launch of application improvements
Benefits
Risk of sensitive data loss from non-production data breach has been mitigated Storage investments can be deferred due to reduction in space required to store test data. Reduction in time/costs to fix errors found in the development cycle.
Solution
IBM Optim Data Privacy Solution IBM Optim Test Data Management Solution De-identify/mask data in non-production environments Improve time-to-market for new/upgraded applications Reduce storage costs in test/development environments
40 2013 International Business Machines Corporation40
New York Police Department RTTC
Challenges Criminal investigations were inaccurate and inefficient due to information being spread across boroughs
Manually leverage existing investments in criminal investigations Difficulty analyzing and synthesizing information Inability to get information to the right people
Comprehensive Threat Prediction & Solution
IBM InfoSphere Entity Analytic Solutions, Global Name Recognition , Information Server
IBM Crime Information Warehouse SPSS Predictive Analytics and Cognos Dashboarding
Benefits
Real time Connect the Dots investigative capability

Straightforward and intuitive visualization and link analysis Sophisticated predictive analytics supports resource optimization Crime analysts are able to spend time on proactive crime analysis rather then data manipulation
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Alameda County Social Services closes service gaps through better use of information
Gaining a deeper insight into case and program status
The Need:
Faced with new regulations requiring better welfare case outcomes, Alameda County Social Services needed to gain a better understanding of case status and program performance. It needed to give its caseworkers direct access to information about their own cases, at the individual case level, and needed faster and better reporting.
This is a tool that will tell us where things really are and how they are doing, every day.
Don Edwards, assistant agency director, Alameda County Social Services
The Solution:
Alameda County engaged IBM to develop an information system that combines entity analytics with business intelligence to give a comprehensive view of individual cases. Known as the Social Services Integrated Reporting System (SSIRS), this data warehouse allows the county to not only track benefit recipients, but also recognize and understand the complex relationships between clients and programs.
What Makes it Smarter:

A near real-time view of cases gives workers deeper insight, enabling service flexibility, avoiding regulatory sanctions and saving money by reducing fraud and waste such as payment to individuals who are no longer eligible for assistance. Enables direct savings of over US$11 million through waste reduction. Generates reports in minutes instead of weeks or months allowing caseworkers to apply their expertise by trying what if scenarios.
Information Integration & Governance Must Scale, Handle Complexity and be Adaptive
Scale to Handle the Data Explosion Understand Data Despite Complexity Rapidly understand data Business-driven governance Automatically derive context Provide Agility for Faster Deployments Act with confidence on insights Adaptive and always available - capabilities embedded in consuming app
Integration performance and scalability

Lifecycle management to retire data Automation and intelligence
Sources
Consumers

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Minnesota Digital Government Summit Data Governance Turning Data into Insight

July 31, 2013

2013 International Business Machines Corporation