A Value-Driven Approach to Grow Data and Analytics Programs in Public Sector

By Enzhou Wang, Chief Data Officer, City of Tacoma

A successful data & analytics program plays a key role in the journey of digital transformation. To grow data & analytics programs, it is crucial to have leadership support. In the private sector, there are often clear metrics, such as quarterly earnings reports, that are important to the whole organization. In the public sector, the absence of similar performance metrics poses challenges for data & analytics leaders to gain and maintain the support of leadership. Unlike the private sector, where the bottom line can clearly indicate the value and impact of data & analytics-related initiatives, for public sectors, such as local governments, the success is measured by its ability to enhance community service and well-being. There are no simple metrics that can measure this. In public sector organizations, different departments and groups are often at different levels of data maturity, and data supported decision making may or may not be common practice. At times, it can feel like there are not enough senior leaders who understand and care about data & analytics. As the Chief Data Officer at the City of Tacoma, I think not having simple organizational metrics can actually be an advantage. It allows the data & analytics program to align with organizational priorities while they evolve. Focusing on the following areas has allowed me and my team to help other leaders clearly see the value of data & analytics, get the necessary support to grow the data & analytics program, and promote data supported decision making across the City.

Understanding and Aligning with City and Departmental Priorities

The first step towards a successful data & analytics program in the public sector is ensuring a clear understanding of the organization’s priorities. It can be through city council meetings, study sessions, committee meetings, or regularly connecting with leaders and stakeholders within an organization, and it is important to stay informed. Data invariably plays an important role in decision-making and communication across various priorities and initiatives. Understanding the priorities provides opportunities for data & analytics leaders to enlist necessary support to initiate key projects and programs to advance the top priorities and address pressing community needs, while allowing more leaders to see the value of the data & analytics program. In addition, as the hockey legend Wayne Gretzky said, “I skate to where the puck is going to be, not where it has been.” Staying informed about the organizational priorities not only allows you to solve the current problem, but also plan for where the “puck” is going to be.

The role of data and analytics programs in the public sector extends far beyond mere checking a box in building technology capabilities; it is about strategically leveraging data and analytics to make informed decisions to meet the organization’s goals and the community’s needs.

Showcasing the Capabilities Through Flagship Solutions

A picture is worth a thousand words, and a representative example is even more powerful. By addressing real-world problems and showcasing the results, other leaders in the organization are more likely to appreciate the value of data & analytics. For instance, at the City of Tacoma, our focus on developing solutions like the Tacoma Police Department crime dashboard is a testament to this approach. This dashboard (https://www.cityoftacoma.org/government/city_departments/police) has garnered more than 20,000 views in a few months since we launched in December 2023. It not only enhances transparency and trust between the police department and the community, but also serves as an example of how data & analytics can be leveraged to improve public safety and service. With such flagship examples, it is much easier for other leaders to see what is possible and be open to similar solutions.

Building Key Partnerships

Individual project successes are important; however, for sustained success and growth, it is important to use project successes as stepping stones to strengthen key partnerships. When collaborating with other departments or groups within an organization, a technology department or group should strive to be strategic partners rather than mere order takers. Identifying key partners who are forward-thinking and eager to leverage data and analytics technologies and collaborate on flagship solutions will enable you to build key partnerships and establish a pipeline of impactful projects.

Articulating the Value Proposition of Data Governance

Data governance is a foundational component of a data & analytics program. For many organizations, there are gaps around data management, quality, privacy, and security. There is always something to work on and improve in the area of policies, procedures, and data management processes. Meanwhile, many data governance tasks are often performed by staff in business groups who have regular day-to-day responsibilities. Without clearly articulating the value proposition of specific data governance tasks and responsibilities, the work can feel like a burden to department staff over time. Data & analytics leaders need to connect the data governance work with organizational and departmental priorities, and demonstrate value, so that the data governance work can get sustained support.

Leading the Technology Transformation

Leveraging the latest technology advancements to solve major business problems is important for a data & analytics program to gain credibility and support. The emergence of Generative AI is a prime example of a transformative technology. Compared to other IT disciplines, data & analytics leaders are well positioned to discern between hypes and genuine innovations that can bring about substantial improvements. Data quality, data privacy, and role-based access control are essential to leverage Generative AI capabilities in an organization. Only by leading the technology transformation can data & analytics programs truly fulfill their potential.

In conclusion, the role of data and analytics programs in the public sector extends far beyond mere checking a box in building technology capabilities; it is about strategically leveraging data and analytics to make informed decisions to meet the organization’s goals and the community’s needs. As we navigate the complexities of public service in the digital age, a value-driven approach can contribute to data and analytics programs’ long-term success.