CleanInsight, presented by IBM

Three common government problems and their uncommon big data solutions:

My agency has trouble finding the right data My agency has problems with integration My agency has trouble measuring results

Solution:

DFAS, or the Defense Finance and Accounting Service within the Department of Defense, is responsible for not only disbursing DoD funds, but deterring fraud against payments.

DFAS was challenged in that there very few known fraud payments they could use to forecast future fraud. In order to solve this problem, the DFAS split their data into 3 subsets-training, testing and validation, and then proceeded to have 8 other subsets of separate combinations. By doing this, they were able to generate data that was diverse enough to be conclusive.

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Solution:

Minnesota’s Hennepin County Human Services and Public Health had merged its different departments with the goal of streamlining and integrating those services.

However, the different departments all kept their own systems of keeping records when they merged, creating several barriers to the goal of integrated services. Some of the departments would file electronic forms, while others would file paper forms. This resulted in administrative inefficiencies, data inaccuracies and poor communication. To solve this, Hennepin HHS gave everyone centralized access to a new content management system. The agency integrated the new system with the old systems, and ensured that every internal and external business process had the same electronic form and procedure.

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Solution:

The Social Security Administration had fractured lines of authority between the agency’s Office of the CIO and Office of Systems.

While the Office of CIO was responsible for planning for IT investments, the Office of Systems was responsible for day to day operations. Both had equal weight within the agency, but duties would frequently conflict, leading to scattered and hasty IT investments.In order to solve this, the SSA created the “Strategic IT Asset Review” or SITAR, which combined reviews from users and IT experts to rate projects for effectiveness and return on investment. Projects determined to have limited strategic value or “red light” projects got terminated.

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Tough Choices, Hard Numbers

Click here to watch the full event

In today's government, federal managers must make decisions that are not just mission-critical and budget-driven, but time-sensitive as well.

The Government Business Council, Government Executive's research division, in sponsorship with IBM, takes a look at how analytics is driving public decision-making today. Watch footage from our executive event for an even more in-depth look at how to overcome your data challenges:

Tough Choices, Hard Numbers